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The Honourable David Emerson
Minister for International Trade
The Honourable Maxime Bernier
Minister of Foreign Affairs
Section II: Analysis of Program Activities by Strategic Outcome
Section III: More Financial Tables and Supplementary Information
Section IV: Other Items of Interest
The Honourable David Emerson Minister for International Trade |
The Honourable Maxime Bernier Minister of Foreign Affairs |
Canadians care deeply about international issues, and tend to look at the big picture-not only how we are influenced by global trends and developments, but also how we can use our experience and perspective to make the world a better place for ourselves and others. Canadians know this country has a great deal to contribute and that, in order to do so, we must speak constructively with one voice on global issues that affect our priorities and interests.
The role of the Department of Foreign Affairs and International Trade is to provide that voice. As the Government of Canada's centre of expertise on international affairs, this department leads, coordinates and ensures the cohesion of federal policies and programs that advance Canada's global agenda.
The year ahead is particularly significant for the department, as it will mark its 100th anniversary on June 1, 2009. There will be a number of events celebrating the department's history as well as activities looking forward to its future.
Our overall plans and priorities for the year ahead are presented in this 2008-2009 Report on Plans and Priorities. In the following pages, readers will see the principal issues on which we will focus, the results we expect to achieve and the strategies we will use to achieve them. We will take particular care in allocating all our resources to deliver the best results for Canadians and the international community.
Our focus will be on four key priorities:
We will continue to work on the ongoing priorities that make up the department's core business. First, recognizing that Canada operates from its strategic base in North America, we will work to make Canada safer, more secure and prosperous. Second, given the significance of international trade and investment, we will continue efforts to secure and expand Canada's international market access, while improving our targeted services for Canadian business.
Third, we will work for greater freedom and security, democracy, rule of law, human rights and environmental stewardship. Fourth, taking full advantage of Canada's unique range of membership in key international organizations, we will continue to make accountable and consistent use of the multilateral system to deliver results on global issues of concern to Canadians. Fifth, we will strengthen consular, passport and commercial services to Canadians. Finally, as part of the government's focus on accountability and value for taxpayers' money, we will strengthen stewardship of the department's resources (human, financial, physical and technological) at home and abroad.
In conclusion, we want to emphasize that, in all our efforts to provide timely, meaningful services and benefits to Canadians, we rely heavily on the vigour, enthusiasm and skills of the department's workforce.
This report opens a window on the department and its plans and priorities for 2008-2009. We also encourage readers to visit the department's website (www.international.gc.ca) for a wide range of up-to-date information on all our activities.
Marie-Lucie Morin Deputy Minister for International Trade |
Leonard J. Edwards Deputy Minister of Foreign Affairs |
We submit for tabling in Parliament the 2008-2009 Report on Plans and Priorities for the Department of Foreign Affairs and International Trade.
This document has been prepared based on the reporting principles contained in the Guide to the Preparation of Part III of the 2008-2009 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:
___________________________________ Marie-Lucie Morin Deputy Minister for International Trade |
________________________________ Leonard J. Edwards Deputy Minister of Foreign Affairs |
The department is responsible for Canada's foreign policy and all matters relating to Canada's external affairs, including international trade and commerce and international development (aside from activities assigned to other elements of the federal government). The department's specific areas of responsibility include international peace and security, global trade and commerce, diplomatic and consular relations, administration of the Foreign Service and Canada's missions abroad, and development of international law and its application to Canada.
As the federal government's centre of expertise on foreign affairs and international trade, this department:
June 1, 2009, will mark the 100th anniversary of the department. Over the past century, it has undergone significant transformation from its beginnings in a tiny office above a barbershop in downtown Ottawa. Between June 2008 and June 2009, a number of signature events will be held to mark this important anniversary, examining its history and achievements as well as looking to its future.
Transformation continues to be a major theme of the department today. In 2008, the department is launching a process to create a state-of-the-art foreign and trade ministry.
The focus is on transformative-not piecemeal-change. This process will enable the department to address key factors that affect its operations. Domestic factors include the Government of Canada's commitment to international leadership, the need to renew the department's business practices and aging workforce, and the increased global engagement of Canadians. International factors include the gradual shift in power to Asia and ongoing threats related to terrorism, climate change, and marginalized and failed states.
The department's transformation agenda comprises six key elements, as follows:
Senior Management: The Minister of Foreign Affairs and the Minister for International Trade are responsible for their respective components of the department. In addition, the Deputy Minister of Foreign Affairs has taken on the responsibility of G8 Sherpa. The Deputy Ministers and Associate Deputy Minister are responsible for supporting the ministers as well as for the department's strategic outcomes and related program activities.
The Assistant Deputy Ministers (ADMs), who develop policies and initiatives to achieve the department's strategic outcomes and to address priorities, are accountable at the program activity level. Two ADMs and one other ADM-level position have enhanced responsibilities for coordinating work on the government's international priorities: the ADM, Afghanistan Task Force; the ADM, Americas Strategy; and the Senior Adviser, International Trade. Directors General and Directors are accountable for sub- and sub-sub-activities.
Cabinet Committees: The department is directly influenced by the following Cabinet committees: Foreign Affairs and Security, Afghanistan, Economic Growth and Long-Term Prosperity, Treasury Board, Priorities and Planning, and Environment and Energy Security.
Interdepartmental and Internal Committees: The department chairs two key interdepartmental committees: the Deputy Ministers' Committee on Global Affairs, Security and Human Rights; and the Deputy Ministers' Subcommittee on Representation Abroad.
Executive Council is the department's senior decision-making body. It provides direction and oversight to support achievement of the department's strategic outcomes. Supporting Executive Council are four boards: Policy and Programs; External Services; Core Services; and Missions.
Resource Management Committee is responsible for financial management and resource allocation. Transformation Management Committee ensures oversight of the department's transformation agenda. Both committees advise Executive Council. Other internal committees deal with specific issues, such as human resources, audit and evaluation.
Responsibility for Program Activities: Positions responsible for each program activity are identified in Section II. Individuals in these positions report through departmental committees, the department's annual accountability documents tabled in Parliament (the Report on Plans and Priorities and the Departmental Performance Report), performance management agreements, and the yearly TBS Management Accountability Framework (MAF) process.
Global Engagement: The Government of Canada has a formal presence in most of the world's independent states, providing services at 313 locations worldwide. Canada's network of missions abroad integrates and coordinates the federal government's international activities. All federal employees at missions abroad act as members of a whole-of-government team, regardless of their home department or agency.
Foreign Missions in Canada: The department serves the foreign diplomatic community accredited to Canada (175 foreign diplomatic missions-126 in Ottawa and 49 in New York City or Washington, D.C.; 477 foreign consular posts; and nearly 22 international organizations and other offices). At present, there are 8,311 foreign representatives and accredited members of their families in Canada.
Regional Offices in Canada: The department's regional offices provide international commercial services to Canadian small and medium-sized businesses. This includes export strategies, foreign market intelligence, and facts on trade fairs, missions and events. In addition, Passport Canada has four regional operations and 33 passport-issuing offices across Canada.
This year's PAA is more integrated and shows how all the department's activities are conducted in pursuit of its three strategic outcomes. Furthermore, since the new PAA condenses the number of strategic outcomes from 4 to 3 and the number of program activities from 14 to 7, it makes the entire operations of the department much simpler to understand.
The department's strategic direction is identified in the Program Activity Architecture (PAA) of its Management, Resources and Results Structure (MRRS). While this is the main tool for setting long-term strategic direction, the department's annual business planning cycle establishes shorter-term priorities.
At the outset, it is important that readers understand what is meant by two key phrases in common use:
DFAIT's new 2008-2009 PAA was approved by TB in June 2007. It is the first to reflect the 2006 reintegration of foreign affairs and international trade. The PAA lists the department's three principal strategic outcomes-the long-term, enduring benefits for Canadians that it strives to achieve-as follows:
The three outcomes are distinct but complementary. The first is about the practice of Canadian advocacy and diplomacy that reflects the country's interests and values. The second reflects the international commercial, consular and passport services provided by the department to Canadians. The third refers to the department's management of Canada's missions abroad and delivery of infrastructure for the entire federal government. Together, the three outcomes reflect the department's leadership role in formulating, coordinating and carrying out the government's foreign and trade policies and programs.
2Readers should be aware that, throughout this document, there will be some variation in the reported number of Canada's missions abroad. This is due to two factors. First, there are several different types of missions, offering different levels of services. Second, the number of missions cited depends on the context in which missions are mentioned. For instance, in speaking about consular services, this report refers to the total number of missions offering such services while, in discussing diplomacy and advocacy, this report refers only to the number of diplomatic missions.
3Table 1 in Section III compares program activities for 2007-2008 and 2008-2009. See table 2 for a financial comparison. Table 3 in Section III presents DFAIT's alignment to Government of Canada outcomes. See Table 4 for DFAIT's sustainable development strategy.
The department's seven program activities are as follows:
International Policy Advice and Integration: The department provides strategic direction, intelligence and advice on foreign policy and economic issues; researches and analyzes foreign and trade policy issues, drawing on input from across the department as well as from federal partners; develops related policies and programs to address those issues; and ensures coherence, integration and coordination of foreign and trade policies and programs across government. This work is done by officers from the political/economic and trade commissioner streams of the Foreign Service and by non-rotational officers at headquarters.4
Diplomacy and Advocacy: In delivering international programs and diplomacy, the department's officials engage Canadian stakeholders and partners as well as foreign governments and international players. This program activity includes raising awareness and understanding of Canada's policies, interests and values as they pertain to the government's international agenda. It also includes delivering international programs on Canada's behalf to address specific international issues. This work is done by officers from the political/economic and trade commissioner streams of the Foreign Service and by non-rotational officers at headquarters.
International Commerce: The department works to expand the participation of Canadian business in world markets and increase its interaction with global business partners. It also promotes Canada as a competitive location and partner for investment, innovation and value-added production. This work is done primarily by trade commissioners and by non-rotational officers at headquarters.
Consular Affairs: The department prepares Canadians for international travel by providing information and advice on safe travel to foreign counties. It also helps Canadians abroad to handle trouble or emergencies. This work is done by officers from the management/consular stream of the Foreign Service and by non-rotational officers at headquarters.
Passport Canada: Passport Canada-a special operating agency-focuses on the management and delivery of passport services. It is responsible for the issuance, revocation, refusal, recovery and use of Canadian passports. This work is done by non-rotational staff.
Canada's International Platform: Support at Headquarters: The department manages and delivers common services to all federal departments and partners that have representation at Canada's missions abroad. This work is done primarily by management/consular officers and non-rotational officers at headquarters.
Canada's International Platform: Support at Missions Abroad: The department ensures that common services are in place at missions and coordinates them on site to support the international operations of the entire Government of Canada as well as that of other partners that have representation at the missions. This work is done primarily by management/consular officers and locally engaged employees at missions abroad.
Below the level of program activities are supporting sub- and sub-sub-activities.
The following two diagrams display DFAIT's 2008-2009 PAA and demonstrate how it links to the department's governance and accountability structure.
4The department employs three streams of the Foreign Service: political/economic officers, management/consular officers, and trade commissioners. Political/economic (PERPA) officers promote Canada's interests bilaterally and multilaterally on issues, including international human rights, environmental concerns, disarmament, crisis management and peacebuilding. Management/consular officers manage the department's finances, human resources and property abroad as well as the consular program, which provides a wide range of assistance to Canadians abroad. Trade commissioners build networks essential to Canada's international commerce and economic prosperity, help shape Canadian trade policy, and promote foreign investment inside and outside of Canada.
Given the unprecedented pace of change in the international environment, the department must carefully monitor and analyze trends and developments that affect its operations. Below is a summary of the most significant external factors at play now.
First, given the importance of Canada-United States relations (political, diplomatic, security-related and economic) to Canada, it is imperative that this country continue to make every effort to maintain dialogue and interaction that is as open, mature and constructive as possible. This is the foundation of Canadian foreign and trade policy and is critical to our strategic position in North America.
Second, globalization is intensifying, which is drawing attention to rising powers such as China and India and heightening emphasis on the importance of knowledge production and global value chains in fuelling intense global competition for trade and investment. Furthermore, because the Doha Round of World Trade Organization (WTO) negotiations remains stalled, many countries and regional blocs are turning their attention to bilateral trade agreements to open up more commercial opportunities. At the same time, concern is being expressed worldwide about the health of the global economy, the state of world financial markets and the threat of recession.
Third, the NATO mission in Afghanistan continues to evolve in terms of the ongoing engagement of individual countries. Furthermore, developments in neighbouring Pakistan, including the assassination of Benazir Bhutto, are raising international concerns about the region in general. Meanwhile, failed and fragile states continue to pose threats worldwide.
Fourth, the department continues to focus on its passport, consular and commercial services for Canadians, in light of increasing demand. More and more, Canadians are travelling and conducting business abroad, including in global hot spots. There is also increasing demand for use of the Government of Canada's international platform by other federal departments and agencies as well as provincial governments operating abroad.
Fifth, other key issues that remain high on the international agenda include security, climate change and the future of the Arctic. These issues continue to generate public and media attention.
Internal factors also affect the day-to-day ability of the department to carry out its mandate and address its priorities. The most fundamental relates to the driving force behind the department-its workforce. The department must work harder to attract and retain the best people through targeted and innovative recruitment strategies, to create a dynamic workplace in which employees can use their skills and talents to Canada's best advantage, and to strengthen staff diversity. The department must also ensure the most strategic use of its resources by bringing added focus to the most important missions abroad and reallocating resources to the highest priorities. Moreover, there is an ongoing need to streamline operations and further improve consular, passport and commercial services by making smarter use of technology and by responding more effectively to growing demand and client feedback.
As was the case in dealing with the 2006 evacuation of Canadians from Lebanon and with Hurricane Katrina in 2005, the department faces increased requirements to coordinate Canadian disaster relief efforts, in response to large-scale crises that impact Canadians and Canadian interests abroad.
Risk Management: The department continues to improve its assessment, management and communication of risks. Its updated Corporate Risk Profile (see table below), which links to the PAA, cites 15 operational, strategic and external risks. Over the planning period, the department will establish a corporate risk committee to integrate risk mitigation throughout its operations. Passport Canada has its own Corporate Risk Profile, established in November 2007.
Several of the risks identified in the table below pertain to some program activities more than others. See Section II for more details.
Opportunities: Canada is uniquely positioned to pursue various opportunities:
DEPARTMENT OF FOREIGN AFFAIRS AND INTERNATIONAL TRADE CORPORATE RISK PROFILE 2008-2009 | |
---|---|
Risk Event | Definition |
Operational Risks | Risks resulting from inadequate or failed internal organizational processes, people and systems Risks related to capacity and capability |
1 Process and Control Compliance | There is a risk that established controls will be circumvented. |
2 Business Recovery | There is a risk that DFAIT's key assets and operations (including people, equipment and systems) will not recover from an undesirable external event in a timely and adequate fashion. |
3 Human Capital | There is a risk that the department will not be able to attract, develop and retain sufficient human resources with the necessary competencies and knowledge to carry out its mandate. |
4 Information for Decision Making and Reporting | There is a risk that DFAIT's key assets and operations (including people, equipment and systems) will not recover from an undesirable external event in a timely and adequate fashion. |
5 Internal Dependencies | There is a risk that internal stakeholders will not respond in an adequate and timely manner to requests needed to meet objectives. |
6 Litigation, Treaty or Trade Disputes | There is a risk that DFAIT will not have the ability to respond to significant or high-profile litigation or trade/treaty disputes, resulting in an unfavourable outcome or loss. |
Strategic Risks | Risks resulting from inadequate or failed business decisions, organizational goals and strategies |
7 Alignment with Partners | There is a risk that the objectives and activities of partners and DFAIT will not be aligned. |
8 Transformation | There is a risk that DFAIT's culture and practices will not adapt sufficiently to meet emerging strategies of the organization. |
9 External Communication | There is a risk that DFAIT messages will not be communicated effectively or in a timely manner. |
10 Resource Alignment | There is a risk that DFAIT does not have the mechanisms to align resources with its priorities and activities |
External Risks | Risks resulting from events in the external environment that are not within the department's control but may influence its decisions |
11 Unanticipated External Policy Shifts | There is a risk that an unanticipated policy or international regulatory framework change will be made by another nation or multilateral organization. |
12 International Instability | There is a risk of crisis or instability in other nations or regions. |
13 Economic Conditions | There is a risk that a major disruption will occur within the global or domestic economy. |
14 Hostile Actions | There is a risk of significant hostile actions from other parties to Canadian interests. Examples include breaches of privacy, sabotage, espionage, terrorism, weapons proliferation and other forms of crime and corruption. |
15 Catastrophic Disasters | There is a risk that a catastrophic disaster will occur. |
This department has the lead in management of the Global Peace and Security Fund, which provides dedicated resources for activities related to countries at risk. The fund is managed by the Stabilization and Reconstruction Task Force (START) Secretariat, using a whole-of-government approach.
High-level lessons learned from the 2006-2007 Departmental Performance Report include:
Primary lessons learned from the MAF assessment (Round IV) include:
The department has taken this experience into consideration in setting its course for the planning period ahead. Its plans and priorities reflect these lessons learned. The details are set out in Section II.
In 2007-2008, the department conducted an in-depth review of the funding, relevance and performance of all its programs and spending to ensure results and value for money from programs that are a priority for Canadians. The results of this strategic review were submitted to Treasury Board last fall, for subsequent review by Cabinet. The results of this review will be reflected in future reporting to Parliament.
The department's key and ongoing priorities link to the three strategic outcomes set out in the department's PAA. Before presenting the department's priorities for 2008-2009, it is important to underscore the distinction between key and ongoing priorities:
The department will focus on key and ongoing priorities in 2008-2009. Nonetheless, since unforeseen developments at home and abroad can require adjustments to the best-laid plans, the department is prepared to respond and make changes rapidly, as required.
Key Priorities |
1. Afghanistan |
2. North America and the Hemisphere |
3. Growing/emerging markets, with a focus on China and India |
4. Launching of DFAIT's transformation process, including meeting the challenge of strengthening Canada's global mission network |
Ongoing Priorities |
1. A safer, more secure and prosperous Canada within a strengthened North American partnership |
2. Greater economic competitiveness for Canada through enhanced commercial engagement, secure market access and targeted support for Canadian business |
3. Greater international support for freedom and security, democracy, rule of law, human rights and environmental stewardship |
4. Accountable and consistent use of the multilateral system to deliver results on global issues of concern to Canadians |
5. Strengthened services to Canadians, including consular, passport and global commercial activities |
6. Strengthened stewardship of the department's resources (human, financial, physical and technological) and of Canada's international representation generally, reflecting alignment with Government of Canada priorities |
Key Priorities
|
1. Afghanistan
|
The department will continue to contribute to a whole-of-government approach to Canada's participation in the NATO-led, UN-sanctioned mission to protect Canadian interests and to help Afghans rebuild their country as a stable, democratic and self-sufficient society. The department will enhance engagement with key international partners, such as the United States, North Atlantic Treaty Organization (NATO) and European Union (EU) member states, to deliver on Canada's priorities in Afghanistan and border regions; and establish a Canadian civilian representative in Kandahar to ensure a coherent, coordinated and strategic approach to Canada's efforts across southern Afghanistan. The department will also increase services to Canadian companies, with additional trade resources at the Canadian Embassy in Kabul.
2. North America and the Hemisphere
|
The department will continue to strengthen its bilateral and trilateral relationships with the United States and Mexico across the full range of issues affecting the three countries. The department will lead Canada's whole-of-government re-engagement in the Americas to enhance prosperity, improve security and promote the values of freedom, democracy, human rights and the rule of law. The department will work with partners inside and outside government to enhance coherence and coordination of Canadian initiatives; implement an action plan to this end; enhance Canada's presence in multilateral regional forums; advance engagement with the United States and Mexico to foster linkages among partners in North America, Latin America and the Caribbean; support successful conclusion of free trade and other economic agreements; implement the Government of Canada's Global Commerce Strategy in the region; address hemispheric security issues; engage like-minded regional partners on issues of governance and accountability; and work to further corporate social responsibility in the region.
3. Growing/emerging markets, with a focus on China and India
|
The growing commercial importance of China, India and other emerging markets as competitors of, and markets of opportunity for, Canadian business means that the department must strengthen and realign its services, commercial network and market access priorities in response to the changing needs of Canada's modern, globally engaged businesses.
The Global Commerce Strategy details the government's commitment to reinforce Canada's competitive position in North America, negotiate new agreements to open markets, and expand Canada's commercial network abroad.
The department will continue to implement government-wide, multi-year market plans for China, India and 11 other priority markets. The plans will identify priority sectors and opportunities based on Canadian business capabilities and interests, and integrate all components of international commerce, including investment, innovation and trade policy negotiations. The department will continue to redeploy resources to address growing demand for more complex services in growing/emerging markets, assigning 46 additional staff to commercial offices in those markets. The department will use its network of missions to pursue comprehensive whole-of-government engagement in China and India, in support of its market plans pertaining to those two countries.
The department will support Canada's Asia-Pacific Gateway and Corridor Initiative through a range of marketing initiatives that promote its use as the transportation network of choice, connecting global supply chains between North America and Asia.
4. Launching the DFAIT's transformation process, including meeting the challenge of strengthening Canada's global mission network
|
The department will make changes to its current structure and distribution of resources, establish an International Platform Branch to coordinate all aspects of mission administrative support, strengthen the international platform by reallocating more staff from headquarters to missions, remodel the services provided by political/economic officers of the Foreign Service, redesign business processes related to the international platform and create a Chief Financial Officer position.
In addition, the department will improve and standardize its internal communications; evaluate and renew whole-of-government country strategies; increase understanding among staff of Canada's global commerce priorities and their role in advancing them; take a more coherent approach to the investment, innovation and international financing support that it provides to Canadian business; develop more efficient means of hiring and retaining staff; redesign financial processes and systems; renegotiate the interdepartmental memorandum of understanding on common services abroad and implement related performance measurement; and realign Canada's international commercial network to the needs of Canadian business.
The department will also continue to implement its New Way Forward initiative, launched in February 2008, to better align departmental resources (specifically political/economic officers of the Foreign Service) with international policy objectives and program delivery.
Ongoing Priorities
|
1. A safer, more secure and prosperous Canada within a strengthened North American partnership
|
The department will strengthen North American cooperation on defence and security through bilateral consultations; increase reporting on countries of strategic importance to Canada; work to enhance international cooperation on Canadian national security objectives in areas such as aviation security and national security-related immigration cases; work with multilateral partners on a more coordinated and effective international space policy; work to reduce threats posed by weapons and materials of mass destruction; and pursue crime and counterterrorism cooperation and information sharing with key partners.
In coordination with federal partners, the department will provide legal advice on Canada-United States security and criminal cooperation in land and air pre-clearance and integrated cross-border maritime law enforcement operations. The department will provide legal advice on the following: the scope of sanctions decided by the United Nations (UN) Security Council against foreign states and non-state actors and implementation of those sanctions into Canadian law; and implementation of domestic sanctions pursuant to the Special Economic Measures Act, including the drafting of new and/or amended regulations, as required.
The department will ensure that Canadian economic interests are supported and promoted through cooperation with the United States and Mexico on North American competitiveness issues, including the regulatory framework; intellectual property protection; energy, science and technology; and the safety of imported products. Working with partners and stakeholders, the department will seek to prevent or remove regulatory and legislative barriers in North America that are contrary to Canadian interests and integrate the resources of federal and other partners, such as the provinces and Export Development Canada, that are related to providing commercial services and advice to Canadian business into mission and regional office networks. As part of the Global Commerce Strategy, the department will implement market plans for the United States and Mexico and, in partnership with stakeholders across Canada, continue to develop a Government of Canada strategy for the Canada-United States border to facilitate movement of legitimate goods, services and people, while improving security.
2. Greater economic competitiveness for Canada through enhanced commercial engagement, secure market access and targeted support for Canadian business
|
The department will continue its phased implementation of the Global Commerce Strategy by implementing market plans for priority countries and regions in support of commercial engagement by Canadian business. It will integrate the full range of international business activities, from exporting and importing through two-way investment to licensing, science and technology partnering, and negotiation of market access issues. In addition to enhancing the North American commercial relationship, it will spearhead an agenda of robust bilateral and regional trade policy negotiations to secure competitive terms of access for Canadian business in key markets by making strategic use of policy tools, including free trade and other agreements as well as regulatory cooperation initiatives; boost Canadian participation in global investment and innovation networks through targeted support and promotion of Canadian advantages; and expand Canada's global commerce network in China, India and the Americas to meet ever-increasing demands and opportunities.
3. Greater international support for freedom and security, democracy, rule of law, human rights and environmental stewardship
|
The department will work to strengthen international regimes and enhance the capacity of key partner developing states to combat terrorism and international crime; work to significantly improve the international record of signature and ratification of key counterterrorism and international protocols and conventions on fighting crime; and deliver the Counter-Terrorism Capacity Building Program with key partners. It will cooperate effectively with G8 and other multilateral partners on initiatives that respond to peace and security issues and crises, and work to strengthen the government's operational capacity to coordinate whole-of-government responses to international crises. The department will advance Canada's interests in working toward a post-2012 climate change regime; work to ensure practical results of work done by the UN Human Rights Council; further Canada's humanitarian agenda; and support and enhance global energy security by engaging groups such as the International Energy Forum, the International Energy Agency and the G8 to promote a balanced discussion between energy-producing and -consuming countries. The department's Stabilization and Reconstruction Task Force will work to improve the Government of Canada's capacity to respond to natural disasters and other crises, while continuing to manage the Global Peace and Security Fund. The department will use Canada's network of missions abroad to support democratic development, governance, security and peacebuilding, human rights and environmental stewardship in priority countries and regions.
The department will continue to implement a policy on tabling international treaties (in the House of Commons), which the government seeks to ratify. It will provide legal advice on the dispute between Canada and Denmark over the sovereignty of Hans Island. It will help coordinate the Government of Canada's position on the Commission of Inquiry into the Investigation of the Bombing of Air India Flight 182 and the Internal Inquiry into the Actions of Canadian Officials in Relation to Abdullah Almalki, Ahmad Abou-Elmaati and Muayyed Nureddin.
4. Accountable and consistent use of the multilateral system to deliver results on global issues of concern to Canadians
|
The department will prepare for a successful Francophonie Summit in 2008 in Quebec City, which is expected to help modernize the Organisation Internationale de la Francophonie; campaign for Canada to be accorded a seat on the UN Security Council for 2011-2012; and work through key bilateral partnerships and effective participation in the Arctic Council and other relevant international forums to advance the international dimensions of Canada's Arctic agenda. The department will also advance Canada's new approach to democracy support; lay the groundwork for a high-impact Canadian G8 presidency in 2010; implement existing G8 commitments through the Global Partnership Program, which carries out various threat-reduction activities; support UN reform efforts; continue Canada's engagement with the Organization of American States; host the Caribbean Development Bank meeting in 2008; and facilitate coherent Canadian policies and priorities across the multilateral system. Canada will work with other countries on the reform of the International Monetary Fund and the World Bank. The department will ensure that Canadian foreign policy priorities and interests are reflected in the outcome of the Organisation for Economic Cooperation and Development (OECD) five-year review of the Paris Declaration on aid; and ensure continued sound management of OECD and Asia-Pacific Economic Cooperation (APEC) issues.
The department will further strengthen the North American trade policy regime through NAFTA and build strong bilateral economic relationships with key partners in the Americas and other emerging markets. It will pursue conclusion of the Doha Round of the WTO; undertake advocacy initiatives at the WTO dispute settlement bodies and before the NAFTA Chapter 11 tribunals on disputes to which Canada is a party; advance Canada's commercial interests through the OECD, APEC and the G8; and maintain an efficient system of export controls.
5. Strengthened services to Canadians, including consular, passport and global commercial activities
|
The department will strengthen consular services by improving travel information available through its website as well as by enhancing its publications and outreach activities, while increasing consultation with stakeholders. It will also strengthen its emergency response capacity, establish emergency response hubs abroad, and expand access to consular services by increasing the number of consular staff at headquarters and missions and the number of honorary consuls in key travel destinations.
Passport Canada will simplify the passport application process by using security and intelligence software, (including development of facial recognition technology); pilot an e-passport program for diplomatic and special passports; develop a new service model; expand the network and scope of services provided by receiving agents; and improve processing and data entry, using two-dimensional barcode technology.
The department will complete the integration of domestic regional offices into its worldwide commerce network and open four new regional offices in regions with high demand for trade commissioner services; make significant improvements to its vital electronic platforms, such as the Virtual Trade Commissioner and TRIO, the department's business contact management system; and add capacity to its worldwide commerce network to better enable effective intervention on issues of corporate social responsibility and better support Canadian business participation in global value chains. It will develop and implement a Global Innovation Strategy; strengthen international science and technology collaboration to improve access for Canadian-based firms to new research partners, technologies, risk financing and supply chains; pilot a sector-based approach for connecting Canadian business to global value chains; and make further improvements to the import and export permit software to enhance client service.
6. Strengthened stewardship of the department's resources (human, financial, physical and technological) and of Canada's international representation generally, reflecting alignment with Government of Canada priorities
|
The department will enhance the government's international platform so that departmental resources can best support whole-of-government outcomes at missions abroad; change policies and program delivery related to corporate services and human resources to better support missions; further expand the Business Continuity Program so that critical services can be maintained in the event of business disruption; and make further security upgrades. It will continually assess its allocation of human resources in order to strike a better balance between Canada's mission network, the department's most valuable asset, and departmental headquarters.
Total Financial Resources
Financial Resources ($ millions) | |||
---|---|---|---|
Year
|
2008-2009 | 2009-2010 | 2010-2011 |
Total Planned Spending | 2,371.6 | 2,287.0 | 2,175.0 |
Total Human Resources
Human Resources (FTEs) | |||
---|---|---|---|
Year
|
2008-2009 | 2009-2010 | 2010-2011 |
FTEs | 12,975 | 12,396 | 12,301 |
Note: FTEs refer to full-time equivalents-the human resources required to sustain an average level of employment over 12 months, based on a 37.5-hour workweek
The department remains committed to building a bilingual, culturally diverse, gender-balanced and innovative workforce that more fully reflects Canadian society as a whole. The department is also working to address the gap in resources for a number of its key occupational groups.
It should be noted that the department's human resources planning-critical to an organization as large and diverse as this-is closely linked to its business planning. The department collects highly specific information related to human resources through its annual business planning process. This information is used to guide recruitment in response to clearly identified needs. Once approved by senior managers, business plans are used to guide preparation of mandate letters and performance management agreements for Heads of Missions and senior executives. Thereafter, managers throughout the department develop performance agreements for all staff, in accordance with the Performance Management Program.
Canadian Embassy, Beijing |
Planned Spending for Program Activities by Strategic Outcome ($ millions) | |||||
---|---|---|---|---|---|
Expected Results | 2008-2009 | 2009-2010 | 2010-2011 | Contribute to the Following Priorities | |
Strategic Outcome 1: Canada's International Agenda | The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values. | ||||
International Policy Advice and Integration: Providing strategic direction, intelligence and advice, including integration and coordination of Canada's foreign and international economic policies | Canada has the necessary strategic direction in place to allow for the integration and coordination of its foreign and international economic policies for the advancement of its interests internationally. | 140.0 | 125.2 | 124.8 | Key: 1, 2, 3 Ongoing: 1, 2, 3, 4 |
Diplomacy and Advocacy: Engaging and influencing international players and delivering international programs and diplomacy | Canada influences the international community on issues related to its interests and values. | 1,068.1 | 1,043.2 | 981.3 | Key: 1, 2, 3 Ongoing: 1, 2, 3, 4 |
Strategic Outcome 2: International Services for Canadians | Canadians are satisfied with commercial, consular and passport services. | ||||
International Commerce: Managing and delivering commerce services and advice to Canadian business | Canadian business clients are positioned to successfully exploit business opportunities abroad in trade, investment, science and technology commercialization, global value chains and other modern business models; and the overseas commercial interests and priorities of partner departments and the provinces are supported. | 332.1 | 296.4 | 247.2 | Ongoing: 5 |
Consular Affairs: Managing and delivering consular services and advice to Canadians | Canadians are aware of how to travel safely. Those that need routine or emergency assistance abroad receive satisfactory assistance. | 46.4 | 41.4 | 41.5 | Ongoing: 5 |
Passport Canada: Managing and delivering passport services through the use of the Passport Canada Revolving Fund | The capacity for Canadians to travel without documentation problems; the production of travel documents according to international standards; and innovative, reliable, consistent and accessible passport services. | 276.6 | 246.2 | 246.2 | Ongoing: 5 |
Strategic Outcome 3: Canada's International Platform | The Department of Foreign Affairs and International Trade maintains a mission network of infrastructure and services to enable the Government of Canada to achieve its international priorities. | ||||
Canada's International Platform: Support at Headquarters: Managing and delivering services and infrastructure at headquarters to enable Canada's representation abroad | The department's partners located at missions abroad are satisfied with its provision of services, infrastructure and support from headquarters. | 274.9 | 270.5 | 271.2 | Ongoing: 6 |
Canada's International Platform: Support at Missions Abroad: Managing and delivering services and infrastructure at missions to enable Canada's representation abroad | The department's partners at missions abroad are satisfied with its provision of common services, infrastructure and support at those missions. | 541.1 | 541.2 | 539.9 | Ongoing: 6 |
Note: Planned spending will be adjusted to reflect implementation of the report of the Independent Panel on Canada's Future Role in Afghanistan.
Note: International Commerce includes budgetary and non-budgetary statutory payments to Export Development Canada for the purpose of facilitating and developing trade between Canada and other countries under the terms of the Export Development Act (2008-2009 $4M budgetary, $88.2M non-budgetary; 2009-2010 nil budgetary, $63.3M non-budgetary; 2010-2011 nil budgetary, $19.8M non-budgetary). These payments were reflected under Export Development Canada in previous Main Estimates.
Vote or Statutory Item | Truncated Vote or Statutory Wording | 2008-2009 Main Estimates ($ millions) |
2007-2008 Main Estimates ($ millions) |
1 | Operating expenditures | 1,223.5 | 1,162.1 |
5 | Capital expenditures | 122.7 | 114.8 |
10 | Grants and contributions | 682.1 | 651.7 |
(S) | Minister of Foreign Affairs-Salary and motor car allowance | 0.1 | 0.1 |
(S) | Minister for International Trade and Minister for the Pacific Gateway and the Vancouver-Whistler Olympics-Salary and motor car allowance | 0.1 | 0.1 |
(S) | Contributions to employee benefit plans | 78.4 | 77.2 |
(S) | Payment under the Diplomatic Service (Special) Superannuation Act | 0.3 | 0.3 |
(S) | Passport Office Revolving Fund | 0.0 | (6.1) |
(S) | Payments to Export Development Canada to discharge obligations incurred pursuant to Section 23 of the Export Development Canada Act (Canada Account) for the purpose of facilitating and developing trade between Canada and other countries. | 4.2 | 2.1 |
(S) | Payments to Export Development Canada to discharge obligations incurred pursuant to Section 23 of the Export Development Canada Act Act (Canada Account) for the purpose of facilitating and developing trade between Canada and other countries. (Non-budgetary) | 88.2 | 679.0 |
Total Department | 2,199.4 | 2,681.2 |
Note: Totals may not add due to rounding.
Canadian Embassy, Washington |
Planned Spending ($ millions) and Full-Time Equivalents (FTEs) | Forecast Spending 2007-2008 | Planned Spending 2008-2009 | Planned Spending 2009- 2010 | Planned Spending 2010- 2011 |
International Policy Advice and Integration | 145.7 | 135.2 | 122.3 | 122.4 |
Diplomacy and Advocacy | 905.8 | 929.5 | 909.3 | 718.5 |
International Commerce | 180.3 | 235.5 | 231.5 | 226.4 |
Consular Affairs | 41.1 | 41.3 | 41.3 | 41.3 |
Passport Canada | 233.1 | 276.6 | 246.2 | 246.2 |
Canada's International Platform: Support at Headquarters | 271.0 | 268.4 | 269.5 | 270.1 |
Canada's International Platform: Support at Missions Abroad | 488.5 | 532.3 | 539.2 | 537.6 |
Budgetary Main Estimates (gross) | 2,265.5 | 2,418.8 | 2,359.3 | 2,162.6 |
Non-budgetary Main Estimates (gross) | 679.0 | 88.2 | 63.3 | 19.8 |
Less: Respendable Revenue | 328.7 | 307.6 | 277.2 | 277.2 |
Total Main Estimates | 2,615.8 | 2,199.4 | 2,145.4 | 1,905.2 |
Adjustments | ||||
Operating budget carry-forward | 46.1 | 35.0 | ||
Carry-forward of capital funds | 2.8 | 2.0 | ||
Funding for the Global Peace and Security Fund | 138.4 | |||
Funding for Passport Canada to address the increased demand for passports | 55.0 | |||
Reinvestment of revenues from the sale or transfer of real property | 30.9 | |||
Transfer from partner departments to provide administrative support to partner departments' staff located at missions abroad | 20.5 | |||
Funding for ongoing maintenance requirements and capital rust-out in missions abroad in accordance with industry standards | 14.0 | |||
Funding to implement and administer the 2006 Canada-United States Softwood Lumber Agreement | 12.9 | |||
Funding to enhance physical security at missions abroad | 12.0 | |||
Funding for the implementation of the Global Commerce Strategy to sustain Canada's North American advantage, to extend Canada's reach into new priority markets, and to renew Canada's trade negotiation efforts | 9.3 | |||
Payments to Export Development Canada to discharge obligations incurred pursuant to section 23 of the Export Development Act (Canada Account) | 4.5 | |||
Collective bargaining agreements | 3.2 | |||
Funding for the costs of hosting the 12th Summit of La Francophonie in Quebec City in 2008 (horizontal item) | 3.2 | |||
Funding for contributions to support international environmental programs to meet Canada's United Nations Climate Change Conference commitment | 3.1 | |||
Funding to identify, schedule and prepare witnesses asscociated with the Internal Inquiry into the Actions of Canadian Officials in Relation to Abdullah Almalki, Ahmad Abou-Elmaati and Muayyed Nureddin (horizontal item) | 1.0 | |||
Transfer from the Canadian Commercial Corporation for its share in the Ministry's Expenditure Review Committee reductions | 1.0 | |||
Funding of Edu-Canada, a new international education campaign to attract foreign students to Canada | 1.0 | |||
Transfer from the Canadian International Development Agency for contribution in aid of academic relations related to scholarship programs | 0.8 | |||
Funding for Canada's participation as a member of the United Nations Convention against Corruption (horizontal item) | 0.7 | |||
Funding to strengthen DFAIT audit capacity | 0.7 | |||
Funding to identify, schedule and prepare witnesses associated with the Commission of Inquiry into the investigation of the bombing of Air India Flight 182 (horizontal item) | 0.7 | |||
Transfer from Environment Canada for payment of the assessed contribution to the United Nations Framework Convention on Climate Change | 0.5 | |||
Funding for activities that are essential to the continued implementation of the Public Service Modernization Act (horizontal item) | 0.4 | |||
Funding related to government advertising programs (horizontal item) | 0.3 | |||
Funding in support of the Federal Accountability Act to evaluate all ongoing grant and contribution programs every five years (horizontal item) | 0.3 | |||
Funding for the payment of assessed contributions representing Canada's membership in the Rotterdam Convention on the Prior Informed Consent for Certain Hazardous Chemicals and Pesticides in International Trade and in the Stockholm Convention on Persistent Organic Pollutants | 0.3 | |||
Transfer to Passport Canada from Public Safety and Emergency Preparedness Canada for furthering connectivity to the National Integrated Information System | 0.2 | |||
Transfer from Public Safety and Emergency Preparedness Canada for a joint contribution to the Inter-American Drug Abuse Control Commission (CICAD) | 0.1 | |||
Funding to implement Cabinet Directives on streamlining regulations by strengthening regulatory coordination capacity | 0.1 | |||
Reprofiling for the construction of an Embassy in Baghdad | (0.5) | |||
Transfer to Citizenship and Immigration Canada for cost increase of processing applications for the International Youth Program | (1.0) | |||
Currency gains on expenditures abroad | (10.6) | |||
Termination of the Moscow Chancery project | (30.0) | |||
Funding for the Global Partnership Program | 70.1 | 60.2 | 93.0 | |
Funding for Canada's presence in Afghanistan | 19.7 | 40.1 | 9.2 | |
Funding for international assistance activities | 18.0 | 18.0 | 18.0 | |
Funding for DFAIT accommodation | 9.5 | 7.5 | 8.1 | |
DFAIT overseas activities | 7.0 | 10.0 | 10.0 | |
Funding for Canada's Safe Travel Abroad program | 4.4 | 0.0 | 0.0 | |
Funding for the administration of the 2006 Canada-United States Softwood Lumber Agreement | 2.3 | 2.3 | 0.9 | |
Funding for international environmental agreements | 2.0 | 1.9 | 1.8 | |
Funding for Passport Canada's e-passport project | 0.9 | 0.3 | 0.0 | |
International science and technology | 0.8 | 0.8 | 0.0 | |
Funding for the Immigration and Refugee Protection Act | 0.5 | 0.5 | 0.0 | |
Funding for the Global Peace and Security Fund | 0.0 | 0.0 | 128.8 | |
Total Adjustments | 321.8 | 172.1 | 141.6 | 269.8 |
Total Planned Spending | 2,937.6 | 2,371.6 | 2,287.0 | 2,175.0 |
Less: Non-respendable Revenue | 214.2 | 169.3 | 151.1 | 181.6 |
Plus: Cost of Services Received without Charge | 84.6 | 87.0 | 87.7 | 87.9 |
Net Cost of Department | 2,808.0 | 2,289.3 | 2,223.6 | 2,081.3 |
Personnel— Full-Time Equivalents (FTEs) | 12,917 | 12,975 | 12,396 | 12,301 |
Note: Totals may not add due to rounding.
The department has used approved plans as the basic material for this report. The department's degree of success in carrying out its plans, advancing its priorities and achieving its expected results will be evaluated in its 2008-2009 Departmental Performance Report.
The following is a list of the principal tools used by the department in assessing performance:
How does the department assess its performance, both immediate and longer term? It uses quantitative and qualitative indicators that provide feedback on the effectiveness of the department's program achievements, the efficiency of its program management and its compliance with government-wide requirements. There are indicators particularly relevant to each of the seven program activities, as demonstrated by the following examples. Readers should note that this is not an exhaustive list.
Although the department is making progress on performance measurement, it acknowledges that it has much more work to do in this area. This task is complex because the department's mandate, particularly in foreign affairs, focuses on results-such as strengthened bilateral and multilateral relations, or advocacy of Canadian positions on the world stage-that cannot be measured in numbers and other easily quantifiable terms. (This is somewhat less true of the international commerce elements of the department, since at least some trade and other commerce-related achievements can be assessed, using hard data and statistics.)
To ensure Canadians that it provides value for taxpayers' money as well as effective and beneficial programs and services, this department is continuing to develop a performance framework that corresponds to its new PAA. A draft framework is currently being reviewed, in consultation with stakeholders. The department will provide an update on this process in its 2008-2009 Departmental Performance Report.
5The department will be finalizing its performance measurement framework, following further discussions with TBS.
An expected results chain-or results-based logic model-illustrates the levels of influence in the public environment in which the department operates:
What the department does at the operational level is meant to generate changes with respect to the target group(s), which should effect changes at the desired state level.
The information in Section II is presented in a manner that follows this logic model. Each of the department's program activities has its own subsection, providing details on how it applies its resources strategically to achieve certain results and thereby contributes to the department's overall priorities and outcomes.
This section provides more detail on the plans and expected results of the department's seven program activities, which are:
As noted in Section 1.5, each program activity contributes to one of the department's three strategic outcomes, in accordance with its Program Activity Architecture. International Policy Advice and Integration, and Diplomacy and Advocacy support the first strategic outcome, Canada's International Agenda. International Commerce, Consular Affairs, and Passport Canada support the second outcome, International Services for Canadians. And the third outcome, Canada's International Platform, is supported by the two related program activities. The program activities are also linked to the department's priorities (see Section 1.7).
In the following pages, each program activity is accorded its own subsection, presented in the order given above. In each subsection, readers will find the following information for the program activity under discussion:
Readers interested in more financial information will find it in Sections 1.8 and 1.9 (which summarize data on financial and human resources); in Section III, which provides financial tables; and at the TBS Estimates website
(www.tbs-sct.gc.ca/est-pre/estime.asp).
Readers should also be aware that the information presented for each program activity does not provide a complete picture of every program, service and initiative carried out by the department. In keeping with TBS guidelines, this report focuses on results identified as crucial to the department's progress over the planning period.
The Department's Program Activities Related to Canada's International Agenda
The department's first two program activities-International Policy Advice and Integration, and Diplomacy and Advocacy-contribute to strategic outcome #1: Canada's International Agenda. Both program activities seek to shape the international agenda to Canada's benefit and advantage, in accordance with Canadian interests and values.
The first program activity involves policy advice, program development, and the integration and coordination of policies and programs for the Government of Canada.
The second program activity focuses on the engagement necessary to implement those policies and programs-through diplomacy, both inside and outside of Canada, and the delivery of international programs to clients.
Summary of 2008-2009 Plans and Priorities related to Canada's International Agenda
In 2008-2009, the department will set government-wide strategies for countries, regions, organizations and issues of priority, working with federal and other partners. For example, the department will pursue a comprehensive whole-of-government policy approach for key countries, organizations and regions, including China, Brazil, India, Latin America and the Caribbean, the Middle East and the European Union. Meanwhile, the department will work with partner departments on a whole-of-government approach to Canada's contribution to NATO's mission in Afghanistan. Through the Stabilization and Reconstruction Task Force (START), it will target international security issues on which a Canadian diplomacy contribution, including funding, can have the most impact and be cost-effective.
Given Canada's strategic location in North America and the government's policy of re-engagement in the Americas, the department will make more strategic use of its platform of missions in the United States to promote Canadian interests. Two examples are the promotion of a smart and secure border between the two countries and further improvements to NAFTA. Following the November presidential election, the department will seek to cement relations with the new administration, congressional leaders and other decision makers of strategic interest to Canada. Also this year, the department will coordinate Canada's re-engagement in the Americas, in alignment with key government priorities, including the Global Commerce Strategy.
The department will engage in multilateral organizations to advance Canada's interests and values on key issues. For example, the department will promote better burden sharing among NATO and ISAF (International Security Assistance Force) member states in Afghanistan; host a successful 2008 Francophonie Summit in Quebec; seek international support for a UN Security Council seat in 2011-2012; advance Canada's interests at the G8 and lay the groundwork for Canada's G8 presidency in 2010; support reform of the UN, International Monetary Fund and World Bank; participate in the G8's efforts to reduce the threat from weapons and materials of mass destruction; and work with the EU to foster democratic governance internationally.
The department will strengthen ties with emerging markets such as China and India, especially in the areas of investment, energy, innovation and climate change.
The department will promote knowledge transfer and better understanding of Canada through initiatives such as the new Canadian Studies Program and the Canada-United States Fulbright Program.
The department will streamline and improve its services to Canadian entrepreneurs and investors. It will pursue free trade agreements (e.g. with Colombia, South Korea and Jordan); foreign investment promotion and protection agreements (e.g. with India, China and Indonesia); and new or expanded bilateral air agreements, especially in markets in Asia Pacific, Latin America and Europe. The department will seek conclusion of the Doha Round negotiations at the WTO.
The department will conduct research and analysis on foreign policy and international economic policy issues, in order to strengthen its policy advice to the government.
The department will engage the provinces, territories and other stakeholders in consultations on foreign and trade policy issues, including through e-Discussions. It will produce annual publications such as the State of Trade.
The department will organize logistics for international travel by the Governor General, Prime Minister and Cabinet ministers. It will provide guidance to the diplomatic community on Canada's policies on privileges and immunities.
The department's Policy and Programs Board acts as a clearing house to ensure major policy initiatives are integrated, coherent and aligned with government and departmental priorities and direction. This board supports the work carried out under program activities #1 and #2.
1. Description of Program Activity and Performance Expectations
Mandate, accountabilities and reach
Program sub-activities
Outputs
Outcome
Performance measurement indicators
Context
The principal factors affecting this program activity are:
2. 2008-2009 Expected Results, Strategies and Links to Departmental Priorities
PLANNING, INTEGRATION AND COORDINATION ON INTERNATIONAL POLICY ISSUES |
|
This program sub-activity advances Canada's interests and values by ensuring that advice, intelligence and planning with respect to international policy issues are provided to the Government of Canada. It also integrates and coordinates delivery of the government's international agenda through whole-of-government consultation with other federal government departments and agencies. The expected results for 2008-2009 are as follows:
Expected result | Coherent whole-of-government Canadian policy to support development of a stable, self-reliant and democratic Afghanistan. |
Strategy |
|
DFAIT priority | Key: 1. |
Expected result | Canada's re-engagement in the Americas is coherent, coordinated on a whole-of-government basis, and optimizes existing resources. |
Strategy |
|
DFAIT priority | Key: 2. |
Expected result | North American defence and security are strengthened. |
Strategy |
|
DFAIT priority | Ongoing: 1. |
Expected result | Canadian interests are integrated and coordinated on bilateral issues with the United States. |
Strategy |
|
DFAIT priority | Ongoing: 1. |
Expected result | Policy planning consultations support Government of Canada and DFAIT priorities in the G8. |
Strategy |
|
DFAIT priority | Key: 1, 2, 3. |
Expected result | Canada's policies on freedom and security, democracy, the rule of law, human rights and environmental stewardship are coordinated effectively. |
Strategy |
|
DFAIT priority | Ongoing: 3. |
Expected result | Policies on global issues are developed for delivery in multilateral forums and institutions. |
Strategy |
|
DFAIT priority | Ongoing: 4. |
Expected result | Canada's policies for priority bilateral and regional relationships are coordinated. |
Strategy |
|
DFAIT priority | Ongoing: 1, 3; Key: 1, 2, 3. |
Expected result | The government's priorities and international agenda are integrated in Canada's network of bilateral diplomatic missions. |
Strategy |
|
DFAIT priority | Ongoing: 1, 2, 3, 4, 5, 6; Key: 1, 2, 3. |
Expected result | DFAIT policy and decisions are informed by the interests and values of the provinces and territories. |
Strategy |
|
DFAIT priority | Ongoing: 2, 4; Key: 1, 2, 3. |
Expected result | A coordinated and effective international space policy. |
Strategy |
|
DFAIT priority | Ongoing: 1. |
Expected result | Strategic direction is provided on international education and youth mobility, advocacy and culture. |
Strategy |
|
DFAIT priority | Key: 1, 2, 3. |
FOREIGN AFFAIRS AND INTERNATIONAL TRADE POLICY AND PROGRAM DEVELOPMENT |
|
This program sub-activity involves development of foreign and international trade policy and program options that advance Canadian interests. The expected results for 2008-2009 are as follows:
Expected result | Policies and programs are developed for Canada's re-engagement in the Americas. |
Strategy |
|
DFAIT priority | Key: 2. |
Expected result | Canadian economic interests are supported by appropriate international trade policies and programs. |
Strategy |
|
DFAIT priority | Ongoing: 1, 2, 4; Key: 2, 3. |
Expected result | Legal progress on Canadian initiatives related to security, international crime and terrorism threats is achieved. |
Strategy |
|
DFAIT priority | Ongoing: 1. |
Expected result | A more cohesive and coherent approach to investment, innovation and international financing support services to Canadian businesses. |
Strategy |
|
DFAIT priority | Ongoing: 1, 2, 6; Key: 2, 3, 4. |
Expected result | Timely legal information, assistance and policies are provided on international agreements (treaties) and international legal issues. |
Strategy |
|
DFAIT priority | Ongoing: 3. |
POLITICAL AND ECONOMIC INFORMATION ANALYSIS ON INTERNATIONAL ISSUES |
|
This program sub-activity provides political and economic intelligence and analysis, identifies existing or emerging international issues and opportunities, and advises clients on their potential impact on Canadian interests and values. The expected results for 2008-2009 are as follows:
Expected result | Canada's key international priorities are aligned. |
Strategy |
|
DFAIT priority | Key: 1, 2, 3. |
Expected result | Increased reporting on countries of strategic security interest to Canada. |
Strategy |
|
DFAIT priority | Ongoing: 1. |
Expected result | Strategies to enhance international commercial opportunities for Canadian companies are developed with stakeholders. |
Strategy |
|
DFAIT priority | Ongoing: 2. |
Expected result | Canada's international economic policies and programs are backed by high-quality economic research. |
Strategy |
|
DFAIT priority | Ongoing: 1, 2; Key: 2, 3. |
3. Risks and Risk Management Practices
Significant risks from the department's Corporate Risk Profile that pertain to program activity #1: International Policy Advice and Integration:
Risk Event | Current Risk Mitigation |
Unanticipated External Policy Shifts | Intelligence from missions, Global Commerce Strategy |
Information for Decision Making and Reporting | InfoBank records management system, information management (IM) capacity assessment |
Alignment with Partners | Whole-of-government country strategies, Head of Mission (HOM) mandate letters, Deputy Ministers' Subcommittee on Representation Abroad |
Internal dependencies | Corporate Secretariat, internal communications strategies |
Litigation, Treaty or Trade Disputes | Practices and methods of the legal bureau providing legal advice, Management Framework for International Trade Litigation |
4. Program Resources
Financial/human resources information::
Total Financial Resources
Financial Resources ($ millions) | |||
---|---|---|---|
Year
|
2008-2009 | 2009-2010 | 2010-2011 |
Total Planned Spending | 140.0 | 125.2 | 124.8 |
Total Human Resources
Human Resources (FTEs) | |||
---|---|---|---|
Year
|
2008-2009 | 2009-2010 | 2010-2011 |
FTEs | 1,001 | 985 | 985 |
Significant plans or performance issues with respect to human resources management capacity
To become a strategic centre of expertise and lead in the formulation and coordination of Canada’s international policies, the department is focusing its recruitment and learning capacities mainly on policy and issues analysis and policy integration. Further development is planned in strategic management and consultation, team management, oral and written communication, as well as analytical and networking skills and employee adaptability. Specialized competencies are required in security policy development, economic literacy, litigations and economic law as well as in areas such as nuclear issues, chemical weapons destruction and national biosafety.
6The Deputy Ministers' Committee on Global Affairs, Security and Human Rights and the DM Subcommittee on Representation Abroad also support the work carried out under Program Activity #2: Diplomacy and Advocacy.
Afghanistan |
1. Description of Program Activity and Performance Expectations
Mandate, accountabilities and reach
Program sub-activities
Outcome
Performance measurement indicators
Context
The principal factors affecting this program activity are:
2. 2008-2009 Expected Results, Strategies and Links to Departmental Priorities
DIPLOMACY INSIDE OF CANADA |
|
This program sub-activity enables Canada to meet its international obligations in relation to the Vienna Convention on Diplomatic Relations and the Vienna Convention on Consular Relations. It allows Canada to engage foreign diplomats in Canada on key messages in relation to its interests and builds on the already established network with the diplomatic community and other levels of government within Canada. It identifies, facilitates and engages potential key partners, experts and decision makers who can have an impact on Canada's foreign and international economic policies. Diplomacy Inside of Canada comprises the following sub-sub-program activities: Protocol Services; Federal-Provincial-Territorial (FPT) Relations; and the Engagement of the Public and Stakeholders. The expected results for 2008-2009 are as follows:
Expected result | The diplomatic community in Canada and Canadian diplomatic interests abroad are protected. |
Strategy |
|
DFAIT priority | Ongoing: 3. |
Expected result | High-quality protocol services are provided to the Governor General, the Prime Minister and ministers with international portfolios and to foreign dignitaries visiting Canada. |
Strategy |
|
DFAIT priority | Ongoing: 6. |
Expected result | Increased understanding and visibility of Canada's economic environment among foreign heads of missions and their governments. |
Strategy |
|
DFAIT priority | Ongoing: 2. |
Expected result | Provinces and territories are engaged on matters of foreign affairs and international trade. |
Strategy |
|
DFAIT priority | Ongoing: 2, 4; Key: 1, 2, 3. |
Expected result | Awareness of Canada's international policies and priorities is increased among key domestic and international stakeholders. |
Strategy |
|
DFAIT priority | Key: 1, 2, 3. |
Expected result | Canadians and other stakeholders are more informed and engaged in the implementation of Canada's international economic policies. |
Strategy |
|
DFAIT priority | Ongoing: 1, 2; Key: 2, 3. |
DIPLOMACY OUTSIDE OF CANADA |
|
This program sub-activity comprises Canada's diplomatic engagement and advocacy in shaping the international agenda in accordance with Canada's interests and values. It embraces the diplomatic work of Canada's missions abroad as well as the work of those involved in international negotiations. Diplomacy Outside of Canada comprises the following sub-sub-program activities: Bilateral Relations; Multilateral Diplomacy and Summitry; and Trade Negotiations and Dispute Settlement. The expected results for 2008-2009 are as follows:
Expected result | Improved stability and reconstruction in Afghanistan through promotion of democracy, human rights, the rule of law, conflict prevention and public safety. |
Strategy |
|
DFAIT priority | Key: 1. |
Expected result | Canadians' safety and security are strengthened in Afghanistan and border regions. |
Strategy |
|
DFAIT priority | Ongoing: 1, 3; Key: 1. |
Expected result | Canada's Afghanistan policies and programs are delivered bilaterally and multilaterally. |
Strategy |
|
DFAIT priority | Key: 1. |
Expected result | Canada's interests and relations with the United States are strengthened. |
Strategy |
|
DFAIT priority | Ongoing: 1. |
Expected result | Security, prosperity and good governance in Mexico are enhanced. |
Strategy |
|
DFAIT priority | Ongoing: 1. |
Expected result | Canadian security and competitiveness are enhancedthrough a strengthened North American partnership. |
Strategy |
|
DFAIT priority | Ongoing: 1. |
Expected result | High-level strategic partnerships In Latin American and Caribbean countries are developed and strengthened. |
Strategy |
|
DFAIT priority | Key: 2. |
Expected result | The government's re-engagement in the Americas promotes and enhances economic prosperity, security and Canadian values of freedom, democracy, human rights and rule of law. |
Strategy |
Enhanced economic prosperity
Security
Freedom, democracy, human rights and rule of law
|
DFAIT priority | Ongoing: 1; Key: 2. |
Expected result | The agendas of key regional institutions in the Americas reflect Canada's values and interests, including sustainable development. |
Strategy |
|
DFAIT priority | Ongoing: 4. |
Expected result | Freedom and security, human rights, good governance, democracy and the rule of law are improved in other countries and regions of priority interest to Canada. |
Strategy |
Middle East
Asia
Africa
Europe
|
DFAIT priority | Ongoing: 1, 3, 4; Key: 2, 3. |
Expected result | Improved ability to combat terrorism and international crime. |
Strategy |
|
DFAIT priority | Ongoing: 3. |
Expected result | Canada's interests and values are advanced in multilateral forums. |
Strategy |
|
DFAIT priority | Ongoing: 3, 4. |
Expected result | Phased implementation of the Global Commerce Strategy is managed effectively. |
Strategy |
|
DFAIT priority | Ongoing: 1, 2; Key: 2, 3. |
Expected result | The North American trade relationship is strengthened. |
Strategy |
|
DFAIT priority | Ongoing: 1, 2; Key: 2. |
Expected result | Multilateral trade policy objectives are pursued effectively. |
Strategy |
|
DFAIT priority | Ongoing: 2, 4; Key: 2, 3. |
Expected result | Market access and promotion and protection of Canadian trade and investment are improved. |
Strategy |
|
DFAIT priority | Ongoing: 2; Key: 3. |
Expected result | Canadian negotiating positions are advanced through legal advice and advocacy. |
Strategy |
|
DFAIT priority | Ongoing: 2. |
INTERNATIONAL OPERATIONS AND PROGRAMS |
|
This program sub-activity manages and delivers specific international programs that further Canada's foreign and international trade policy objectives and interests abroad. This program sub-activity also supports the work carried out under the rubric of Diplomacy Outside of Canada. International Operations and Programs comprise the following sub-sub-program activities: International Operations and Memberships; Strategic, Cultural and Educational Promotion; Stabilization and Reconstruction Task Force; Global Partnership Program; Counter-Terrorism Capacity Building Program; and International Anti-Crime and Drug Programs.
Expected result | The ability to combat terrorism and international crime is improved. |
Strategy |
|
DFAIT priority | Ongoing: 3. |
Expected result | Canada's interests and influence are advanced through targeted public diplomacy and advocacy programs. |
Strategy |
|
DFAIT priority | Key: 2, 3. |
Expected result | Canada's peace and security-related programming is implemented. |
Strategy |
|
DFAIT priority | Ongoing: 3; Key: 1, 2. |
Expected result | Reduced threats to Canada arising from weapons and materials of mass destruction and unemployed weapons scientists. |
Strategy |
|
DFAIT priority | Ongoing: 1. |
3. Risks and Risk Management Practices
Significant risks from the department's Corporate Risk Profile that pertain to program activity #2: Diplomacy and Advocacy:
Risk Event | Current Risk Mitigation |
Process and Control Compliance | Carefully addressing, monitoring and reporting on the risks indicated in the risk-based management and accountability framework/risk-based audit framework (RMAF/RBAF) for each program |
External Communication | Communications Bureau risk policies |
Litigation, Treaty or Trade Disputes | Practices and methods of the Legal Bureau providing legal advice, Management Framework for International Trade Litigation |
4. Significant findings from internal or external audits/evaluations
5. Program Resources
Financial/human resources information:
Total Financial Resources
Financial Resources ($ millions) | |||
---|---|---|---|
Year
|
2008-2009 | 2009-2010 | 2010-2011 |
Total Planned Spending | 1,068.1 | 1,043.2 | 981.3 |
Total Human Resources
Human Resources (FTEs) | |||
---|---|---|---|
Year
|
2008-2009 | 2009-2010 | 2010-2011 |
FTEs | 1,849 | 1,849 | 1,758 |
Significant plans or performance issues with respect to human resources management capacity:
7The work of these committees is discussed in greater detail under Program Activity #1: International Policy Advice and Integration.
8Consular issues pertaining to Mexico are discussed further in Section 2.3.2, Consular Affairs.
Lebanon evacuation, 2006 |
The Department's Program Activities Related to International Services for Canadians
Strategic outcome #2 deals with managing and delivering international services and advice to Canadians and Canadian businesses. The department has three program activities, focused on the areas of international commerce, consular services and passport services.
Summary of 2008-2009 Plans and Priorities Related to International Services for Canadians
In the area of international commerce, the department is committed to improving its services and advice to Canadians and Canadian business over the next year through expansion of existing services, better service coordination, smarter use of technology and improved processes.
Implementation of the Global Commerce Strategy will permit the expansion of the department's regional offices in Canada and new offices in priority markets elsewhere in the world. The department will improve key electronic service platforms and integrate more effectively its worldwide commerce network.
On consular matters, the department will use its newly formed Consular Affairs Branch to improve services and strengthen operational and emergency response capacity.
Passport Canada will simplify the passport application process, improve processing, and expand the network and services provided to Canadians for their travel documentation.
The department's External Services Board provides strategic oversight of all services delivered to external clients-commercial, consular and passport. The board supports the work carried out under program activities #3, #4 and #5.
1. Description of Program Activity and Performance Expectations
Mandate, accountabilities and reach
Program sub-activities
Outcome
Performance measurement indicators
Context
The principal factors affecting the program activity are:
2. 2008-2009 Expected Results, Strategies and Links to Departmental Priorities
INTERNATIONAL BUSINESS SERVICE NETWORK |
|
This program sub-activity comprises a network of nearly 1,000 trade commissioners located in 144 cities worldwide, in 12 regional offices across Canada and at Ottawa headquarters to provide advice, assistance and support to Canadian business efforts worldwide in trade, investment, and science and technology flows. The services for Canadian clients include information on market prospects, key contacts, market intelligence, visit assistance and troubleshooting. Specific sub-sub-program activities include the Integrated Domestic and Worldwide Commerce Network, Global Market Initiatives and e-Services. The major expected results for 2008-2009 are as follows:
Expected result | Canadians are better connected to global commercial opportunities. |
Strategy |
|
DFAIT priority | Key: 2, 3, 4. |
Expected result | Canada's domestic and worldwide commerce network is integrated. |
Strategy |
|
DFAIT priority | Ongoing: 5. |
Expected result | Canada's operations, business services and performance management commerce network are supported. |
Strategy |
|
DFAIT priority | Ongoing: 5. |
Expected result | Timely and accurate trade policy advice is provided to Canadian Businesses and other stakeholders. |
Strategy |
|
DFAIT priority | Ongoing: 2, 5; Key: 2, 3. |
INVESTMENT, INNOVATION AND SECTORS |
|
This program sub-activity provides expertise and advice on investment promotion, innovation and Canadian sectoral capabilities to attract foreign direct investment and support Canadian business in foreign markets. It also develops and maintains relationships with other orders of government, Canadian business and the scientific community to promote Canada's international commercial, investment and scientific interests and informs priority setting by senior management. It includes coordination with Export Development Canada and the Canadian Commercial Corporation to ensure that Canadian companies have the necessary financial and contracting capabilities to compete on a level playing field with international competitors. Specific sub-sub-program activities include International Investment Programs; International Science and Technology Programs; Sector Services; and Portfolio Coherence and the Canada Account. The expected results for 2008-2009 are as follows:
Expected result | Canada's employment, productivity and international competitiveness are improved through expanded foreign direct investment (FDI). |
Strategy |
|
Ongoing: 2; Key: 2, 3, 4. |
Expected result | Canadian business competes successfully for global opportunities. |
Strategy |
|
DFAIT priority | Ongoing: 1, 2. |
Expected result | Canada is successfully promoted as a globally competitive business location and partner for investment and innovation. |
Strategy |
|
DFAIT priority | DFAIT priority Ongoing: 1, 2; Key: 2, 3. |
Expected result | Canadian-based firms have access to international S&T. |
Strategy |
|
DFAIT priority | Ongoing: 5. |
EXPORT/IMPORT PERMITS |
|
This program sub-activity ensures that trade in restricted sectors is conducted in accordance with the Export and Import Permits Act to ensure the security of Canadians. The expected results for 2008-2009 are as follows:
Expected result | Canada's export controls achieve a successful balance between international security and economic prosperity. |
Strategy |
|
DFAIT priority | Ongoing: 1, 4, 5; Key: 2. |
3. Risks and Risk Management Practices
Significant risks from the department's Corporate Risk Profile that pertain to program activity #3: International Commerce:
Risk Event | Current Risk Mitigation |
Economic Conditions | Implement Global Commerce Strategy: maximize opportunities in emerging markets so as to diversify market risk |
Litigation, Treaty and Trade Disputes | Practices and methods of the legal bureau providing legal advice, Management Framework for International Trade Litigation |
4. Significant Findings from Internal or External Audits/Evaluations
Studies conducted by the Organisation for Economic Cooperation and Development and Asia-Pacific Economic Cooperation forum suggest that government's role is crucial to help small and medium-sized enterprises (SMEs) overcome trade barriers. This program activity is especially relevant as the Canadian economy is heavily dependent on SMEs.
5. Program Resources
Financial/human resources information:
Total Financial Resources
Financial Resources ($ millions) | |||
---|---|---|---|
Year
|
2008-2009 | 2009-2010 | 2010-2011 |
Total Planned Spending | 332.1 | 296.4 | 247.2 |
Total Human Resources
Human Resources (FTEs) | |||
---|---|---|---|
Year
|
2008-2009 | 2009-2010 | 2010-2011 |
FTEs | 1,832 | 1,842 | 1,838 |
Significant plans or performance issues with respect to human resources management capacity:
Lebanon evacuation, 2006 |
1. Description of Program Activity and Performance Expectations
Mandate, accountabilities and reach
Program sub-activities
Outputs
Outcomes
Performance measurement indicators
Context
The principal factors affecting this program activity are:
2. 2008-2009 Expected Results, Strategies and Links to Departmental Priorities
CONSULAR SERVICES IN CANADA (HEADQUARTERS-PROVIDED SERVICES) |
|
This program sub-activity guides and supports the consular services and advice provided to Canadians outside of Canada and provides consular services from Canada. Specific sub-sub-program activities include: Safe Travel Promotion; Distress Case Management; Emergency Services; and Consular Point of Service Coordination. The expected results for 2008-2009 are as follows:
Expected result | Canadians are better informed and well prepared to travel safely and responsibly. |
Strategy |
|
DFAIT priority | Ongoing: 5. |
Expected result | Canadians and Canadian interests are protected during times of crisis. |
Strategy |
|
DFAIT priority | Ongoing: 5. |
Expected result | Canadians in Canada have improved access to consular services. |
Strategy |
|
DFAIT priority | Ongoing: 5, 6. |
CONSULAR SERVICES OUTSIDE OF CANADA (MISSION-PROVIDED SERVICES) |
|
This program sub-activity delivers consular services and advice to Canadians outside of Canada. It exists because Canadians travel, work, live and die outside of Canada. Specific sub-sub-program activities include: Consular Assistance for Canadians in Distress Abroad and Routine Services for Canadians Abroad. The expected results for 2008-2009 are as follows:
Expected result | Canadians abroad receive increased access to consular services abroad. |
Strategy |
|
DFAIT priority | Ongoing: 5. |
3. Risks and Risk Management Practices
Significant risks from the department's Corporate Risk Profile that pertain to program activity #4: Consular Affairs:
Risk Event | Current Risk Mitigation |
Increasing Instability | Up-to-date website, travel reports, duty manuals, Registration of Canadians Abroad (ROCA) and statistics on numbers of Canadians travelling and services performed at each mission |
Hostile Actions | Robust consular contingency plans and warden networks |
Catastrophic Disasters | Standard operating procedures to manage the response to catastrophic natural disasters; ongoing training; use of a crisis module and crisis centre roster and 24/7 consular Operations Centre |
4. Significant Findings from Internal or External Audits/Evaluations
5. Program Resources
Financial/human resources information:
Total Financial Resources
Financial Resources ($ millions) | |||
---|---|---|---|
Year
|
2008-2009 | 2009-2010 | 2010-2011 |
Total Planned Spending | 46.4 | 41.4 | 41.5 |
Total Human Resources
Human Resources (FTEs) | |||
---|---|---|---|
Year
|
2008-2009 | 2009-2010 | 2010-2011 |
FTEs | 496 | 496 | 496 |
Significant plans or performance issues with respect to human resources management capacity:
1. Description of Program Activity and Performance Expectations
Mandate, accountabilities and reach
Outputs
Outcome
Performance measurement indicators
The main performance target for Passport Canada in 2008-2009 will be to deal with any surges associated with the Western Hemisphere Travel Initiative. Service standards and associated targets can be viewed at www.passportcanada.gc.ca.
Context
The principal trends, events, developments and factors affecting this program activity are:
2. 2008-2009 Expected Results, Strategies and Links to Departmental Priorities
Expected result | The passport application process is simplified without jeopardizing security. |
Strategy |
|
DFAIT priority | Ongoing: 5. |
Expected result | Passport services are made more convenient for Canadians. |
Strategy |
|
DFAIT priority | Ongoing: 5. |
Expected result | Improved service to Canadians through infrastructure improvement. |
Strategy |
|
DFAIT priority | Ongoing: 5. |
3. Risks and Risk Management Practices
Significant risks from Passport Canada's Corporate Risk Profile that pertain to program activity #5: Passport Canada:
Risk Event | Current Risk Mitigation |
Insufficient funding flexibility and capacities | Activity-based costing as a tool for forecasting and priority setting; enhanced governance and organizational structures |
Uncertain volume forecasts and underestimated costs | Increased frequency of forecasting from annually to three times per year; adjustments to internal work flows |
Increased difficulties in recruitment and retention of staff | Streamlined hiring, training, coaching and career development |
Significant challenges in entitlement decision making | Increased staffing for internal investigations and regional security; memorandums of understanding with Royal Canadian Mounted Police, Correctional Service of Canada, Citizenship and Immigration Canada, and Canada Border Services Agency for exchange of information; technological enhancements to allow access, password controls and upgrades to IRIS, the automated passport issuance system |
Instability and weakness in information technology software and hardware systems | Evergreening strategy and funding; review of all passport records by data quality analysis team; integrate information technology and hire more experienced technical staff |
4. Significant Findings from Internal or External Audits/Evaluations
5. Program Resources
Financial/human resources information:
Total Financial Resources
Financial Resources ($ millions) | |||
---|---|---|---|
Year
|
2008-2009 | 2009-2010 | 2010-2011 |
Total Planned Spending | 276.6 | 246.2 | 246.2 |
Total Human Resources
Human Resources (FTEs) | |||
---|---|---|---|
Year
|
2008-2009 | 2009-2010 | 2010-2011 |
FTEs | 2,633 | 2,059 | 2,059 |
Significant plans or performance issues with respect to human resources management capacity:
Canadian Embassy, Washington |
The Department's Program Activities Related to Canada's International Platform
Strategic outcome #3 relates to the department's management of Canada's international platform through services, infrastructure and support delivered at headquarters as well as at missions abroad. The Program Activities supporting this outcome are Canada's International Platform: Support at Headquarters and Canada's International Platform: Support at Missions Abroad.
Summary of 2008-2009 Plans and Priorities Related to Canada's International Platform
As part of its stewardship responsibility for the platform, the department will emphasize effectiveness and value for money by improving financial and administrative management policies, processes and practices that support the missions abroad; deploy financial, human and other resources to reflect changing priorities or conditions at missions abroad; and review business processes to modernize and improve efficiency.
The department will seek with federal departments and other partners co-located in the mission network a revised interdepartmental memorandum of understanding (MOU) on common services abroad, expected to take effect on April 1, 2009. To ensure that partners are fully satisfied with services provided, the department will use the results of a mission client survey to improve its facilitation, coordination and delivery of common services at headquarters and missions.
It will provide detailed information on Canada's international platform through its Annual Report on Common Services Abroad. The department will also create an International Platform Branch to better coordinate and manage the platform for the department and for federal departments and partners with representation abroad, in alignment with government priorities.
The department will ensure effective contingency planning, coordination and implementation of security measures at missions abroad. It will also produce an integrated human resources business plan, including a strategy for locally engaged staff, and update related training and resource material.
It will manage connectivity and information management and technology infrastructure at headquarters and missions abroad. It will ensure best value and resource allocation for all property projects for 2008-2009, in accordance with government expectations and priorities.
In support of Canada's NATO mission in Afghanistan, the department will work with partner departments to ensure that Government of Canada resources are deployed in mutually reinforcing ways.
The department's Core Services Board and the Mission Board provide overall direction and oversight of the missions abroad and all corporate services. These boards support program activities #6 and #7.
DFAIT Headquarters, Ottawa |
1. Description of Program Activity and Performance Expectations
Mandate, accountabilities and reach
Program sub-activities
Outcome
Performance measurement indicators
Context
The principal factors affecting this program activity are:
2. 2008-2009 Expected Results, Strategies and Links to Departmental Priorities
HEADQUARTERS-BASED SERVICES DELIVERED AT MISSIONS ABROAD |
|
This program sub-activity coordinates services and activities within DFAIT and with 28 partner departments and co-locators to support Canada's international policy objectives and program delivery abroad. Specific sub-sub-program activities include Policy and Coordination; Human Resources Services; International Financial Operations; and Diplomatic Mail/Courier Services. The expected results for 2008-2009 are as follows:
Expected result | Partner departments and co-locators are satisfied with the department's common services delivery. |
Strategy |
|
DFAIT priority | Ongoing: 6. |
Expected result | Human resources (HR) services at headquarters and overseas support Canada's representation abroad. |
Strategy |
|
DFAIT priority | Ongoing: 6. |
Expected result | Financial activities at missions abroad are monitored and controls are strengthened. |
Strategy |
|
DFAIT priority | Ongoing: 6; Key: 4. |
HEADQUARTERS-BASED INFRASTRUCTURE AT MISSIONS ABROAD |
|
This program sub-activity ensures that appropriate physical, information technology and security infrastructure is in place to support Canada's international policy objectives and program delivery abroad. Specific activities include Information Management and Technology; Physical Resources Management at Special Operating Agencies; and Security (e.g. physical, personal, information, technical). The expected results for 2008-2009 are as follows:
Expected result | Operations and services of the department and its partners abroad are supported by appropriate infrastructure. |
Strategy |
|
DFAIT priority | Ongoing: 6. |
Expected result | The accommodation infrastructure at missions is managed to meet government and departmental priorities. |
Strategy |
|
DFAIT priority | Ongoing: 6. |
Expected result | Missions are secure, personnel are safe, and assets and information are protected at missions abroad. |
Strategy |
|
DFAIT priority | Ongoing: 6. |
3. Risks and Risk Management Practices
Significant risks from the department's Corporate Risk Profile that pertain to program activity #6: Canada's International Platform: Support at Headquarters:
Risk Event | Current Risk Mitigation |
Process and Control Compliance | Acts, codes, policies and guidelines are communicated and in place, such as the Financial Administration Act, Guide to Budget Management, etc; financial analysts are assigned to each mission |
Information for Decision Making and Reporting | Integrated management system SAP accounting software; business intelligence software; political desk officers in Bilateral Relations and North America branches; and coordination of resources and support to missions from area management offices |
Alignment with Partners | Deputy Ministers' Subcommittee on Representation Abroad; the Common Services Abroad, Planning and Coordination Division provides strategic direction and planning of common services delivery to partner departments and co-locators at missions abroad; generic MOU for partner co-locations |
Business Recovery | A new Business Continuity Program; a departmental Security Officer; ongoing security support to missions |
4. Program Resources
Financial/human resources information:
Total Financial Resources
Financial Resources ($ millions) | |||
---|---|---|---|
Year
|
2008-2009 | 2009-2010 | 2010-2011 |
Total Planned Spending | 274.9 | 270.5 | 271.2 |
Total Human Resources
Human Resources (FTEs) | |||
---|---|---|---|
Year
|
2008-2009 | 2009-2010 | 2010-2011 |
FTEs | 914 | 914 | 914 |
Significant plans or performance issues with respect to human resources management capacity:
Canadian Embassy, Berlin |
9"Common Services is used here as an all-encompassing term, referring to the infrastructure, staff and services required to maintain Canada's representation abroad. All partners at missions abroad pay for the common services provided by this department on a cost-recovery basis. Likewise, components of this department pay for these same services out of their own budgets.
1. Description of Program Activity and Performance Expectations
Mandate, accountabilities and reach
Program sub-activities
Outcome
Performance measurement indicators
Context
The principal factors affecting this program activity are:
2. 2008-2009 Expected Results, Strategies and Links to Departmental Priorities
MISSION-BASED SERVICES DELIVERED AT MISSIONS ABROAD |
|
This program sub-activity coordinates services and ensures that common services are in place at missions to support Canada's international policy objectives and program delivery abroad. Specific sub-sub-program activities include Management and Administrative Services; and Support for Partner Programs Abroad. The expected results for 2008-2009 are as follows:
Expected result | Management and administrative services at missions are improved and cost-effective. |
Strategy |
|
DFAIT priority | Ongoing: 6. |
Expected result | Departmental and partner programs and activities are successfully supported at missions abroad. |
Strategy |
|
DFAIT priority | Ongoing: 6. |
MISSION-BASED INFRASTRUCTURE AT MISSIONS ABROAD |
|
This program sub-activity provides physical infrastructure, maintenance, property management, mission information management and technology, and mission security. Specific sub-sub-activities include Information Management and Technology Support and Communication Services; Property Management; and Security Services. The expected results for 2008-2009 are as follows:
Expected result | Operations and services at missions abroad are supported by information management and technology infrastructure. |
Strategy |
|
DFAIT priority | Ongoing: 6. |
Expected result | Government resources support Canada's objectives in Afghanistan. |
Strategy |
|
DFAIT priority | Ongoing: 6; Key: 1. |
3. Risks and Risk Management Practices
Significant risks from the department's Corporate Risk Profile that pertain to program activity #7: Canada's International Platform: Support at Missions Abroad:
Risk Event | Current Risk Mitigation |
Process and Control Compliance | Guide on Budget Management, monthly financial reports (called FINSTAT), mission contract review boards |
International Instability | Close monitoring of the countries of accreditation by mission political staff |
Hostile Actions | Robust security training and procedures to mitigate hostile actions |
4. Significant Findings from Internal or External Audits/Evaluations
5. Program Resources
Financial/human resources information:
Total Financial Resources
Financial Resources ($ millions) | |||
---|---|---|---|
Year
|
2008-2009 | 2009-2010 | 2010-2011 |
Total Planned Spending | 541.1 | 541.2 | 539.9 |
Total Human Resources
Human Resources (FTEs) | |||
---|---|---|---|
Year
|
2008-2009 | 2009-2010 | 2010-2011 |
FTEs | 4,251 | 4,251 | 4,251 |
Significant plans or performance issues with respect to human resources management capacity:
3.1 Table 1: PAA Crosswalk
3.2 Table 2: PAA Financial Crosswalk
3.3 Table 3: Departmental Link to the Government of Canada's Outcomes
3.4 Table 4: Sustainable Development Strategy (SDS)
1. SDS departmental goals Agenda 2009: A Sustainable Development Strategy for Foreign Affairs and International Trade Canada defines sustainable development initiatives for the 2007-2009 period. The initiatives support two broad goals and five objectives: |
|
Goal 1: Ensure greater integration of sustainable development into departmental policies, programs and operations.
Objective 1.1: Organizational structures and processes support meaningful and significant sustainable development objectives. |
Goal 2: Advance Canada's sustainable development interests related to foreign affairs and international trade.
Objective 2.1: Effective promotion of international security and respect for human rights, good governance and the rule of law as prerequisites for sustainable development. |
Key SDS results achieved in 2008 will be summarized in the Departmental Performance Report, and details on the status of SDS commitments will be outlined in the Agenda 2009 annual reports. Below are a few examples of commitments and expected results from Agenda 2009 for 2008. |
2. Federal SD goal, including Greening Government Operations (GGO) goals | 3. Performance measurement from current SDS | 4. Department's expected results for 2008-2009 |
Goal 6.1 and GGO target |
Number of green procurement targets that are developed and approved. Number of facilities where weapons-grade nuclear material will be secured. |
Three green procurement targets will be established and specific performance indicators will be identified. Nuclear materials at three to five facilities will be secured against potential threats. |
Negotiations on access and benefit sharing to assist countries in meeting the World Summit on Sustainable Development target of a significant reduction by 2010 in the current rate of loss of biological diversity. | Working with other countries to continue the elaboration of, and negotiation on, the overall international regime on access and benefit sharing (ABS) of genetic resources related to the Convention on Biological Diversity at the ABS Working Group and COP 9 (Ninth Session of the Conference of the Parties). |
Please note that the following tables are not published in the printed version of the RPP.
Details on Transfer Payment Programs: Summary
Over the next three years the department will manage the following transfer payment programs in excess of $5 million:
2008-2009
Program Activity 2: Diplomacy and Advocacy
2009-2010
Program Activity 2: Diplomacy and Advocacy
2010-2011
Program Activity 2: Diplomacy and Advocacy
Internal Services includes corporate, human resources, executive, legal and communications services as well as some services related to planning coordination and bilateral relations. It supports all seven program activities, enabling operations of the entire department.
Internal Services measures its performance according to the following indicators: the quality of the services and advice it provides, based on client feedback; and the degree to which it supports all strategic outcomes and program activities of the department. Internal Services also assesses its performance each year as part of the TBS Management Accountability Framework process.
Operating Context
The principal factors affecting Internal Services are:
2008-2009 Expected Results, Strategies and Links to Departmental Priorities
Bilateral Relations— The New Way Forward Political/Economic Renewal Initiative |
Expected result: Core services and service standards for the political/economic (PE) program are declared official and provide a basis on which to collect data on service delivery. Results can be demonstrated for the program. |
In February 2008, the department launched the New Way Forward (NWF) initiative to provide evidence-based results that will enable better alignment of departmental resources to international policy objectives and program delivery. The department will introduce a performance management system for collection of baseline performance data, with a focus on activities and outputs. Over time, it will incorporate indicators of outcomes and results into the system. All political/economic officers of the Foreign Service will receive related training, which will ensure greater standardization of service delivery and higher-quality services. Furthermore, the department will consult with partners to ensure clarity of roles and responsibilities.
Expected result: The effectiveness of PE service delivery should increase as PE work is increasingly aligned with Government of Canada priorities, focuses on core service delivery to key partners, and involves high-value-added work. |
The PE program will adopt the successful standard of the trade commissioner program with respect to client service and referral, thereby enabling the department to deliver higher-quality results more efficiently.
Expected result: Increased partner and client satisfaction with PE program service delivery and increased staff satisfaction. |
The department will undertake communications initiatives, outreach and consultations to inform partners and clients of the services offered by the program. The department's NWF Secretariat will comply with Treasury Board policy on measuring client satisfaction, and will develop measures to assess satisfaction with core services delivered. The NWF Secretariat will measure staff satisfaction periodically through the Public Service Employee Survey.
All expected results of the NWF initiative contribute to key priority 4.
Planning and Coordination |
Expected result: More timely decision making as well as better communications and coordination, greater alignment of departmental plans and priorities against resources, and better accountability for results. |
The department will strengthen its capacity to communicate its plans, priorities and policies more coherently and effectively to key audiences. An important element will be reconfiguration and integration of the annual business and mission planning processes. The department will better integrate aspects of planning and performance management within its risk management framework. It will also continue to enhance performance monitoring and measurement strategies to better respond to client needs and strengthen its reporting to senior management, central agencies and Parliament.
This expected result contributes to ongoing priority 6
Corporate Services |
Expected result: Enhanced financial management capacity to support the department's strategic outcomes and program activities, while addressing high-risk vulnerabilities. |
The department will undertake innovative recruitment and financial community development strategies, prepare for an efficient audit of departmental financial statements, and improve corporate financial management reporting.
Expected result: Provision of an information management and information technology (IM/IT) infrastructure at headquarters. |
This includes the application of effective, integrated and standardized IM/IT solutions to enhance business processes; coordination of the department's website; improved electronic access to information and services; and maintenance of a robust IM/IT infrastructure by reallocating resources and investment in engineering, training, user support and new technology.
Expected result: Enhanced cost-effectiveness and more strategic results for procurement activities. |
The department will implement Phase 2 of the Contract Control Framework, transform the organization to fall within the key principles of the Chief Financial Office model, and launch phased training and communications aimed at those engaged in procurement regarding the Contract Control Framework.
Expected result: Greater flexibility and efficiency in delivery of national accommodation services. |
The department will establish an accommodation advisory committee to approve large investments and acquisitions of new space as well as to control unfunded growth; and integrate environmental standards into construction projects and procurement of furniture.
Expected result: Continued development and expansion of the department's Business Continuity Planning Program, which provides for continued availability of services and associated assets critical to the health, safety, security or economic well-being of Canadians or to the effective functioning of government. |
The department will develop recovery strategies to ensure that essential services to Canadians, such as consular, passport and commercial services, can be maintained in the event of a business disruption, while ensuring effective management of resources.
All expected results of Corporate Services contribute to ongoing priority 6.
Human Resources |
Expected result: Better processes for timely staffing and retention of employees. |
The department will establish and assign a pool of candidates with the required skills, work with TBS to adapt the Foreign Service Directives to attract and retain employees in the United States and Afghanistan, and train employees to work under difficult conditions.
This expected result contributes to key priority 4.
Expected result: Renewal of the department's workforce. |
The department will identify succession plans for key positions, maximize the use of collective staffing, complete implementation of the "three-track approach" to renew executive staff designated as EX, improve the transfer of corporate knowledge, train new recruits for new functions, increase post-secondary recruitment and employment equity representation, and mobilize and assign staff in accordance with government priorities.
This expected result contributes to ongoing priority 6.
Office of the Inspector General |
Expected result: Strengthened departmental accountability, risk management, resources stewardship and good governance. |
The department will comply with TB policy on internal audit, develop a risk-based and fully costed annual assurance audit plan, establish the Chief Audit Executive Bureau, and implement a departmental Audit Committee with external members appointed jointly by the department and the Office of the Comptroller General.
Expected result: Provision of strategic information on mission management and operations to senior managers. |
The department will review mission inspection processes to make them less resource intensive, improve pre-inspection analysis and speed up reporting, establish three inspection teams, and continue to provide advice to missions and to Grants and Contribution Program managers.
Expected result: Evaluation information that underpins program design and allocation as well as reallocation decisions, and improves program effectiveness and efficiency. |
The department will develop and implement a five-year, risk-based evaluation plan, focused on government and departmental priorities and covering all direct program spending; develop a robust evaluation function focused on value for money and accountability; and assist the departmental Executive Council in using evaluation results to inform policy and resource decisions.
Expected result: Fuller integration of Public Service values in processes, procedures and management decision making to achieve high levels of values and ethics performance. |
The department will promote the Values and Ethics Code through awareness and information sessions at headquarters and missions abroad, develop related tools for employees and managers, develop a new code of conduct, and develop mandatory training for employees on the new policy on harassment prevention and resolution in the workplace.
All expected results of the Office of the Inspector General contribute to ongoing priority 6.
Communications |
Expected result: Increased appreciation at home and abroad of Canada's commitment to supporting freedom, democracy, human rights and the rule of law. |
The department will recommend departmental participation in targeted events, use common language in all external communications and coordinate its application in all federal communications material, and distribute strategic communications material on these issues to Heads of Missions for their use
This expected result contributes to ongoing priority 3.
Expected result: Increased awareness at home and abroad of the department's global commerce priorities, especially with respect to re-engagement in the Americas. |
The department will integrate public opinion research, environmental scans and interdepartmental consultations to develop a whole-of-government communications strategy; engage the media to promote public awareness and understanding of related government policies, programs and services; and provide a wide range of related communications products and services. It will also provide 24/7 domestic and international media monitoring, liaising closely with the consular Operations Centre, and track trends and issues in all media about related departmental priorities.
This expected result contributes to key priority 2.
Expected result: Increased awareness and use on the part of Canadian businesses of the department's commercial services, and increased public awareness of the need for greater Canadian participation in global investment and innovation networks. |
The department will continue to monitor issues related to trade and investment negotiations and provide communications support for ministerial participation in related events and announcements. It will also deliver ongoing communications and marketing advice and support to promote the department's commercial services for Canadian businesses and raise awareness of the need for Canadian participation in global investment and innovation networks through tools and tactics such as media relations, outreach, publishing, advertising, business community engagement, and ministerial announcements and events.
This result contributes to ongoing priorities 2 and 5 and to key priorities 2 and 3.
Expected result: Improved and more standardized internal communications. |
The department will use a strong internal communications program to support the department's transformation.
This expected result contributes to key priority 4.
Expected result: Parliament fully informed of, and engaged on, the foreign and trade policy agenda of the government. |
The department will provide support to ministers, the Secretary of State and parliamentary secretaries for Question Period, parliamentary debates and committee appearances; facilitate studies and associated foreign travel conducted by parliamentary committees and associations; and ensure timely responses to parliamentary petitions and written questions.
This expected result contributes to ongoing priority 6.
Expected result: Meeting of responsibilities under the Access to Information Act and the Privacy Act. |
The department will ensure ATIP division officers can manage the increasing workload and that ATIP requests are addressed within appropriate timelines, streamline processes and train departmental staff on ATIP, and develop better file tracking and monitoring functions.
This expected result contributes to ongoing priority 6.
Legal Services |
Expected result: Ongoing provision of timely advice on international legal issues at headquarters and missions abroad. |
The department will provide legal advice and related policy direction on diplomatic, consular and state immunities, on the application of Canadian laws and policies to the department's mandate as well as on new legislation and regulations, civil litigation support and public inquiries.
This expected result contributes to ongoing priority 6.
Telephone: | 1-800-267-8376 toll free in Canada or 613-944-4000 in the National Capital Region and outside Canada |
TTY: | 613-944-9136 |
Fax: | 613-996-9709 |
Email: | enqserv@international.gc.ca |
Mail: | Enquiries Services (BCI) Department of Foreign Affairs and International Trade 125 Sussex Drive, Ottawa, ON K1A 0G2 |
Web: | http://www.international.gc.ca |
Media Services: | 613-995-1874; fax 613-995-1405 |
How to Contact Organizations Related to the Department
Canadian Commercial Corporation | |
Mail: | 1100 50 O'Connor Street, Ottawa, ON K1A 0S6 |
Telephone: | 1-800-748-8191 toll free in Canada or 613-996-0034 in the National Capital Region and outside Canada |
Fax: | 613-995-2121 |
Web: | http://www.ccc.ca |
Canadian International Development Agency | |
Mail: | 200 Promenade du Portage, Gatineau, QC K1A 0G4 |
Telephone: | 1-800-230-6349 toll free in Canada or 819-997-5006 in the National Capital Region and outside Canada |
Fax: | 819-953-6088 |
Web: | http://www.acdi-cida.gc.ca |
Export Development Canada | |
Mail: | 151 O'Connor Street, Ottawa, ON K1A 1K3 |
Telephone: | 613-598-2500 |
Fax: | 613-237-2690 |
TTY: | 1-866-574-0451 |
Web: | http://www.edc.ca |
International Development Research Centre | |
Mail: | 150 Kent Street, Ottawa, ON K1P 0V2, P.O. Box 8500, Ottawa, ON K1G 3H9 |
Telephone: | 613-236-6163 |
Fax: | 613-238-7230 |
Web: | http://www.idrc.ca |
International Joint Commission | |
Mail: | Canadian Sector 234 Laurier Avenue West, 22nd Floor, Ottawa, ON K1P 6K6 |
Telephone: | 613-947-1420 |
Reception: | 613-995-2984 |
Fax: | 613-993-5583 |
Web: | http://www.ijc.org |
North American Free Trade Agreement | |
Mail: | (NAFTA)—Canadian Section, 90 Sparks Street, Suite 705, Ottawa, ON K1P 5B4 |
Telephone: | 613-992-9388 |
Fax: | 613-992-9392 |
Web: | http://www.nafta-sec-alena.org |
Passport Canada | |
Mail: | Passport Canada, Foreign Affairs and International Trade Gatineau, QC K1A 0G3 |
Telephone: | 1-800-567-6868 toll free in Canada or 819-994-3500 in the National Capital Region and outside Canada |
TTY: | 819-997-8338 or 1-866-255-7655 |
Web: | http://www.ppt.gc.ca |
Rights & Democracy: International Centre for Human Rights and Democratic Development | |
Mail: | 1001 de Maisonneuve Boulevard East, Suite 1100, Montreal, QC H2L 4P9 |
Telephone: | 514-283-6073 1-877-736-3833 |
Fax: | 514-283-3792 |
Web: | http://www.ichrdd.ca |
ADM | Assistant Deputy Minister |
APEC | Asia-Pacific Economic Cooperation forum |
ATIP | Access to Information and Privacy |
AU | African Union |
CARICOM | Caribbean Community |
CIDA | Canadian International Development Agency |
CSR | Corporate social responsibility |
DFAIT | Foreign Affairs and International Trade Canada |
EU | European Union |
FDI | Foreign direct investment |
FIPA | Foreign investment promotion and protection agreement |
FPT | Federal-provincial-territorial |
FTA | Free trade agreement |
FTE | Full-time equivalent |
G8 | Group of Eight (Group of Seven industrialized countries plus Russia) |
GCS | Global Commerce Strategy |
GPP | Global Partnership Program |
GPSF | Global Peace and Security Fund |
GSRP | Global Security Reporting Program |
HIV/AIDS | Human immunodeficiency virus/acquired immunodeficiency syndrome |
HOM | Head of mission |
IAEA | International Atomic Energy Agency |
ICT | Information and communications technologies |
IM/IT | Information management/information technology |
ISAF | International Security Assistance Force |
IT | Information technology |
MAF | Management Accountability Framework |
MINUSTAH | UN Stabilization Mission in Haiti |
MOU | Memorandum of understanding |
MRRS | Management, Resources and Results Structure |
NACD | Nuclear arms control and disarmament |
NAFTA | North American Free Trade Agreement |
NATO | North Atlantic Treaty Organization |
NORAD | North American Aerospace Defense Command |
NWF | New Way Forward (departmental renewal initiative) |
OAS | Organization of American States |
OECD | Organization for Economic Cooperation and Development |
OSCE | Organization for Security and Cooperation in Europe |
PAA | Program Activity Architecture |
PRT | Provincial Reconstruction Team (in Afghanistan) |
R&D | Research and development |
RBAF | Risk-Based Audit Framework |
RMAF | Results-based Management and Accountability Framework |
ROCA | Registration of Canadians Abroad |
RPP | Report on Plans and Priorities |
S&T | Science and technology |
SMEs | Small and medium-sized enterprises |
SPP | Security and Prosperity Partnership |
START | Stabilization and Reconstruction Task Force |
TBS | Treasury Board Secretariat |
TRIO | DFAIT's eCRM system-a tool to manage interactions with Canadian clients through the Virtual Trade Commissioner portal |
UN | United Nations |
UNESCO | UN Educational, Scientific and Cultural Organization |
VTC | Virtual Trade Commissioner |
WHTI | Western Hemisphere Travel Initiative |
WMD | Weapons of mass destruction |
WTO | World Trade Organization |
Table 1: Details on Transfer Payment Programs—Summary
Over the next three years the department will manage the following transfer payment programs in excess of $5 million:
2008-2009
Program Activity 2: Diplomacy and Advocacy
2009-2010
Program Activity 2: Diplomacy and Advocacy
2010-2011
Program Activity 2: Diplomacy and Advocacy
1 | Name of Transfer Payment Program: Organization for Security and Cooperation in Europe (OSCE) |
Start Date: January 1, 1993 | End Date: N/A |
Description: Canada's annual assessed contribution to the OSCE is an obligation arising out of Canada's commitments as one of the 56 participating states of the organization. Canada's contribution furthers its foreign policy goals by funding programs implemented by the OSCE's institutions and field operations in priority foreign policy areas for Canada
related to regional and international security.The OSCE is a focused regional forum with a comprehensive and cooperative approach to security. Canada's contribution to the organization's unified budget covers the costs associated with the implementation of the organization's work programs and activities in three dimensions: political and military aspects of security; economic and environmental cooperation; and cooperation in humanitarian and other fields. This integrated approach allows the OSCE to make a significant contribution to furthering European security and transatlantic cooperation through non-coercive measures. Canada's contribution also supports stronger partnership with Canadians in developing and implementing Canada's international security policy, through the involvement of members of Parliament in the work of the OSCE Parliamentary Assembly, the deployment of Canadians to OSCE field operations, and the contribution of Canadian experts to the organization. The OSCE unified budget, based on a programmatic approach, is approved by the OSCE Permanent Council on a yearly basis. The OSCE accounts are subject to an annual report by external auditors as well as an internal oversight annual report that 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. | |
Expected Results: The OSCE budget supports the programs of the OSCE Secretariat in Vienna, as well as the OSCE institutions (Office for Democratic Institutions and Human Rights, Representative on Freedom of the Media, and High Commissioner on National Minorities) and the organization's 18 field missions. The results expected 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. |
Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
|
Program activity | Diplomacy and Advocacy | |||
Total grants | - | - | - | - |
Total contributions | 15,365,000 | 14,809,000 | 14,809,000 | 14,809,000 |
Total other types of transfer payments |
- | - | - | - |
Total program activity | 15,365,000 | 14,809,000 | 14,809,000 | 14,809,000 |
Planned evaluations | ||||
Planned audits | The OSCE accounts are subject to an annual report by external auditors as well as an internal oversight annual report that are made available to participating states. |
2 | Name of Transfer Payment Program: Organization of American States |
Start Date: May 31, 1990 | End Date: N/A |
Description: To pay Canada's annual assessed contribution to the Organization of American States (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. | |
Expected Results:
|
Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
|
Program activity | Diplomacy and Advocacy | |||
Total grants | - | - | - | - |
Total contributions | 11,785,000 | 12,755,000 | 12,755,000 | 12,755,000 |
Total other types of transfer payments |
- | - | - | - |
Total program activity | 11,785,000 | 12,755,000 | 12,755,000 | 12,755,000 |
Planned evaluations | ||||
Planned audits | June 2008: Evaluation of the resources of the OAS General Secretariat is conducted by the Board of External Auditors, an external audit committee in charge of examining the accounts of the OAS. June 2008: Report of the Inspector General of the OAS (internal auditing procedures). |
3 | Name of Transfer Payment Program: Payments in lieu of taxes on diplomatic, consular and international organizations' property in Canada |
Start Date: January 18, 1979 | End Date: N/A |
Description: The purpose of this memorandum of understanding is to outline the relationship between Foreign Affairs and International Trade Canada and Public Works and Government Services Canada, National Capital Area, under the Diplomatic, Consular and International Organizations' Property Grants Order (P.C.1979-59, January 18, 1979), the Municipal Grants Act, and successor Orders and Acts. It establishes responsibilities and procedures governing the provision of services related to the payment of grants in lieu of real property and frontage or area taxes with respect to diplomatic property. These procedures are designed to ensure fiscal and operational accountability, while promoting efficient program delivery. | |
Strategic Outcome: CANADA'S INTERNATIONAL AGENDA— The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values. | |
Expected Results: To fulfill Canada's international obligations to foreign diplomatic and consular missions pursuant to the Vienna Convention on Diplomatic Relations and the Vienna Convention on Consular Relations as well as obligations pursuant to headquarters agreements in force between Canada and international organizations. |
Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
|
Program activity | Diplomacy and Advocacy | |||
Total grants | 11,424,000 | 11,424,000 | 11,424,000 | 11,424,000 |
Total contributions | - | - | - | - |
Total other types of transfer payments |
- | - | - | - |
Total program activity | 11,424,000 | 11,424,000 | 11,424,000 | 11,424,000 |
Planned evaluations | No evaluations are planned for this account | No data available | No data available | No data available |
Planned audits | No audits are planned for this account | No data available | No data available | No data available |
4 | Name of Transfer Payment Program: Projects and Development Activities Resulting from Francophone Summits |
Start Date: March 9, 1979 | End Date: N/A |
Description: This fund provides funding to cooperation programs and activities undertaken by the International Organization of the Francophonie (IOF). It also provides financial support to the Government of New Brunswick to foster its participation in international Francophonie activities. This fund helps to promote Canadian interests and is consistent with political and economic objectives Canada has set itself for La Francophonie. It also promotes active participation from the Government of New Brunswick in summits, ministerial conferences and other related Francophonie activities. |
|
Strategic Outcome: CANADA'S INTERNATIONAL AGENDA— The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values. | |
Expected Results: Because of Canada's contribution to this unique multilateral fund, over 80 projects and initiatives have been realized to contribute to the development of Southern countries in Asia and Eastern Europe that are members of the Francophonie. Some of these projects have been conducted by Canadian organizations and institutions, which allowed Canada to demonstrate its know-how and expertise throughout the international Francophonie. |
Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
|
Program activity | Diplomacy and Advocacy | |||
Total grants | - | - | - | - |
Total contributions | 7,458,000 | 7,500,000 | 7,500,000 | 7,500,000 |
Total other types of transfer payments |
- | - | - | - |
Total program activity | 7,458,000 | 7,500,000 | 7,500,000 | 7,500,000 |
Planned evaluations | ||||
Planned audits |
5 | Name of Transfer Payment Program: Grants in Aid of Academic Relations |
Start Date: January 1, 1989 | End Date: March 31, 2011 |
Description: Grants and contributions in aid of academic relations encompass support for:
The grants and contributions in aid of academic relations aim to:
|
|
Strategic Outcome: CANADA'S INTERNATIONAL AGENDA— The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values | |
Expected Results:
|
Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
|
Program activity | Diplomacy and Advocacy | |||
Total grants | 7,010,000 | 9,910,000 | 9,910,000 | 9,910,000 |
Total contributions | - | - | - | - |
Total other types of transfer payments |
- | - | - | - |
Total program activity | 7,010,000 | 9,910,000 | 9,910,000 | 9,910,000 |
Planned evaluations | None | None | Yes | None |
Planned audits | Final report due in January 2008 | None | Yes | None |
6 | Name of Transfer Payment Program: International Organization of the Francophonie (OIF) |
Start Date: March 9, 1972 | End Date: N/A |
Description: As a member of the OIF, Canada is required to contribute to the operational fees of the organization. | |
Strategic Outcome: CANADA'S INTERNATIONAL AGENDA— The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values. | |
Expected Results: Canada's contribution to the OIF supports a large array of initiatives, such as the realization of specific projects in response to needs expressed by countries or admissible organizations for the preparation of conferences or symposiums, and the implementation of action plans adopted during summits. These initiatives can come from Canadian organizations, institutions or Francophonie operators. |
Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
|
Program activity | Diplomacy and Advocacy | |||
Total grants | - | - | - | - |
Total contributions | 12,016,000 | 12,495,000 | 12,495,000 | 12,495,000 |
Total other types of transfer payments |
- | - | - | - |
Total program activity | 12,016,000 | 12,495,000 | 12,495,000 | 12,495,000 |
Planned evaluations | ||||
Planned audits | Audit planned for second half of 2010-2011 |
7 | Name of Transfer Payment Program: Commonwealth Secretariat |
Start Date: September 28, 1965 | End Date: N/A |
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 Canada's foreign policy goals related to international peace, security and development and, to this end, to enhance its relationships with 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. | |
Expected Results: 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. |
Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
|
Program activity | Diplomacy and Advocacy | |||
Total grants | - | - | - | - |
Total contributions | 5,947,000 | 5,949,000 | 5,949,000 | 5,949,0000 |
Total other types of transfer payments | - | - | - | - |
Total program activity | 5,947,000 | 5,949,000 | 5,949,000 | 5,949,0000 |
Planned evaluations | ||||
Planned audits | Planned audit: National Audit Office (U.K.)internal audits through Grant Thornton LLP | Planned audit: National Audit Office (U.K.)internal audits through Grant Thornton LLP | Planned audit: National Audit Office (U.K.)internal audits through Grant Thornton LLP |
8 | Name of Transfer Payment Program: Food and Agriculture Organization of the United Nations (FAO) |
Start Date: July 1982 | End Date: N/A |
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. | |
Expected Results: 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 toward an expanding world economy and ensuring humanity's freedom from hunger. |
Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
|
Program activity | Diplomacy and Advocacy | |||
Total grants | - | - | - | - |
Total contributions | 15,061,209 | 13,044,000 | 13,044,000 | 13,044,000 |
Total other types of transfer payments |
- | - | - | - |
Total program activity | 15,061,209 | 13,044,000 | 13,044,000 | 13,044,000 |
Planned evaluations | FAO accounts are subject to internal audit and evaluation, as well as audit by external auditors on a biennial basis. | |||
Planned audits | FAO accounts are subject to internal audit and evaluation, as well as audit by external auditors on a biennial basis. |
9 | 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. | |
Expected Results: Membership in the WTO helps Canada open world markets and contribute to a more stable, predictable and transparent trading environment. Canada continues to participate in the Doha Development Round of multilateral negotiations, and Canada will continue to engage other members to advance progress in the round and to secure a good deal for Canada's producers, manufacturers and services providers. We are seeking an ambitious outcome to the negotiations to provide a more level playing field for Canadian exporters competing in global markets, while increasing Canadian and global economic growth, prosperity and development. Canada is also seeking an outcome to the round that strikes a balance between development objectives, developing countries' concerns and Canadian commercial interests that would lead to better integration of developing countries into the world trading system. Achieving consensus among 151 members on multiple issues can be difficult and time-consuming; therefore, it is difficult to estimate when the Doha trade negotiations will conclude. |
Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
|
Program activity | Diplomacy and Advocacy | |||
Total grants | - | - | - | - |
Total contributions | 6,530,000 | 6,389,000 | 6,389,000 | 6,389,000 |
Total other types of transfer payments |
- | - | - | - |
Total program activity | 6,530,000 | 6,389,000 | 6,389,000 | 6,389,000 |
Planned evaluations | ||||
Planned audits | The World Trade Organization accounts are subject to an annual audit by external auditors. |
10 | Name of Transfer Payment Program: International Atomic Energy Agency (IAEA) |
Start Date: December 19, 1989 | End Date: N/A |
Description: Canada's assessed contribution to the IAEA is a legally binding obligation of membership. Payment is made to ensure that membership is in good standing and to maintain influence and credibility in a key international body, the aims of which Canada supports. The IAEA is the world's centre for nuclear cooperation and it works for the safe, secure and peaceful use of nuclear technology. Canada has significant interests at the IAEA, based on our belief in the importance of the Agency's role in advancing the goals of nuclear non-proliferation, safety and security, our advanced and extensive nuclear energy and radioisotope production industries, and our important uranium sector. | |
Strategic Outcome: CANADA'S INTERNATIONAL AGENDA— The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values. | |
Expected Results: The projection of Canadian values abroad, the preservation of Canadian national security, the strengthening of international stability and security, the promotion of world economic growth and prosperity, and support for multilateral institutions and mechanisms. In addition:
|
Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
|
Program activity | Diplomacy and Advocacy | |||
Total grants | - | - | - | - |
Total contributions | 11,552,000 | 12,124,000 | 12,124,000 | 12,124,000 |
Total other types of transfer payments |
- | - | - | - |
Total program activity | 11,552,000 | 12,124,000 | 12,124,000 | 12,124,000 |
Planned evaluations | Unavailable | |||
Planned audits | Unavailable |
11 | Name of Transfer Payment Program: International Labour Organization (ILO) |
Start Date: January 1, 1989 | End Date: N/A |
Description: Canada's annual assessed contribution to the ILO, a UN specialized agency, is a legally binding obligation of membership. The purpose of membership is to further the Government of Canada's foreign policy goals related to international labour and social policy issues and provide it with a voice in the international community. For further
information, see www.ilo.org. Four strategic objectives guide the ILO program and budget:
|
|
Strategic Outcome: CANADA'S INTERNATIONAL AGENDA— The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values. | |
Expected Results:
|
Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
|
Program activity | Diplomacy and Advocacy | |||
Total grants | - | - | - | - |
Total contributions | 10,641,500 | 10,529,000 | 10,529,000 | 10,529,000 |
Total other types of transfer payments |
- | - | - | - |
Total program activity | 10,641,500 | 10,529,000 | 10,529,000 | 10,529,000 |
Planned evaluations | ||||
Planned audits |
12 | Name of Transfer Payment Program: North Atlantic Treaty Organization (NATO) Civil Administration |
Start Date: January 1, 1989 | End Date: N/A |
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 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. | |
Expected Results: The NATO civil budget enables the operations of the NATO Secretariat and agencies. The results achieved include effective decision making by the alliance in pursuit of 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. |
Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
|
Program activity | Diplomacy and Advocacy | |||
Total grants | - | - | - | - |
Total contributions | 18,144,000 | 18,042,000 | 18,042,000 | 18,042,000 |
Total other types of transfer payments |
- | - | - | - |
Total program activity | 18,144,000 | 18,042,000 | 18,042,000 | 18,042,000 |
Planned evaluations | ||||
Planned audits | annually | annually | annually | annually |
13 | Name of Transfer Payment Program: Organization for Economic Cooperation 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. | |
Expected Results: Implement OECD work programs and policy positions that reflect input from across government and support domestic priorities; find solutions to common economic problems by working cooperatively with members (soft law, guidelines, agreements); influence the policy development of other members and non-members to improve the functioning of the international economic environment; and analyze new and emerging issues, both domestic and global, that impact our economy and standard of living. Continued sound management of the OECD; institutional reforms to improve the OECD's ability to cope with new issues and power dynamics; OECD enlargement; and improved engagement with non-members reflecting Canadian priorities to increase the long-term effectiveness of the organization. |
Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
|
Program activity | Diplomacy and Advocacy | |||
Total grants | - | - | - | - |
Total contributions | 11,916,000 | 13,497,000 | 13,497,000 | 13,497,000 |
Total other types of transfer payments |
- | - | - | - |
Total program activity | 11,916,000 | 13,497,000 | 13,497,000 | 13,497,000 |
Planned evaluations | ||||
Planned audits | Annually | Annually | Annually | Annually |
14 | Name of Transfer Payment Program: UN Educational, Scientific and Cultural Organization (UNESCO) |
Start Date: January 1, 1988 | End Date: N/A |
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. | |
Expected Results:
|
Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
|
Program activity | Diplomacy and Advocacy | |||
Total grants | - | - | - | - |
Total contributions | 11,705,000 | 11,481,000 | 11,481,000 | 11,481,000 |
Total other types of transfer payments |
- | - | - | - |
Total program activity | 11,705,000 | 11,481,000 | 11,481,000 | 11,481,000 |
Planned evaluations | ||||
Planned audits |
15 | Name of Transfer Payment Program: United Nations Organization |
Start Date: March 27, 1980 | End Date: N/A |
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. | |
Expected Results: Maintenance of international peace and security and the promotion of sustained economic growth and sustainable development in accordance with the Millennium Development Goals. In particular, progress in the development of Africa; the promotion of human rights; effective coordination of humanitarian assistance efforts; promotion of justice and international law; progress toward disarmament; and international cooperation for drug control, crime prevention and the combatting of international terrorism in all its forms and manifestations. |
Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
|
Program activity | Diplomacy and Advocacy | |||
Total grants | - | - | - | - |
Total contributions | 80,891,528 | 78,157,000 | 78,157,000 | 78,157,000 |
Total other types of transfer payments |
- | - | - | - |
Total program activity | 80,891,528 | 78,157,000 | 78,157,000 | 78,157,000 |
Planned evaluations | ||||
Planned audits |
16 | Name of Transfer Payment Program: World Health Organization (WHO) |
Start Date: January 1, 1990 | End Date: N/A |
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. | |
Expected Results:
|
Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
|
Program activity | Diplomacy and Advocacy | |||
Total grants | - | - | - | - |
Total contributions | 18,007,000 | 16,381,000 | 16,381,000 | 16,381,000 |
Total other types of transfer payments |
- | - | - | - |
Total program activity | 18,007,000 | 16,381,000 | 16,381,000 | 16,381,000 |
Planned evaluations | ||||
Planned audits |
17 | Name of Transfer Payment Program: International Criminal Court (ICC) |
Start Date: April 1, 2005 | End Date: N/A |
Description: This is an assessed contribution transfer payment to the ICC. | |
Strategic Outcome: CANADA'S INTERNATIONAL AGENDA— The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values. | |
Expected Results: Through Canada's support to the ICC, Canada has provided leadership in promoting accountability for the most serious criminal acts known to humankind. Canada was a key player in the creation of the ICC and has been successful in strengthening the role of the ICC as a main instrument in the global fight against impunity. This is a relatively new international organization; therefore, budget increases are anticipated. The first ICC trial commenced in November 2006; and a second accused was surrendered to the Court in October 2007. |
Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
|
Program activity | Diplomacy and Advocacy | |||
Total grants | - | - | - | - |
Total contributions | 7,938,000 | 8,672,000 | 8,672,000 | 8,672,000 |
Total other types of transfer payments |
- | - | - | - |
Total program activity | 7,938,000 | 8,672,000 | 8,672,000 | 8,672,000 |
Planned evaluations | Evaluations are the responsibility of the Committee on Budget and Finance, which comprises various states parties and meets twice a year. | |||
Planned audits | Audits are the responsibility of the Committee on Budget and Finance, which comprises various states parties and meets twice a year. |
18 | Name of Transfer Payment Program: Initiatives related to the destruction, disposition and securing of weapons of mass destruction |
Start Date: August 12, 2003 | End Date: March 2013 |
Description: To implement Canada's commitment to the G8 Global Partnership Against the Spread of Weapons and Materials of Mass Destruction, launched at the 2002 Kananaskis Summit through projects for the destruction of chemical weapons, the dismantlement of nuclear submarines, the enhancement of nuclear and radiological security, the employment of former weapons scientists, and biological non-proliferation. Canada committed up to $1 billion over 10 years to implement the goals of the Global Partnership. The justification for the Partnership was based on an assessment of threats to Canadian and international security following the terrorist attacks of September 2001. Evaluations at the G8 level have identified the continuing seriousness of the terrorist and weapons of mass destruction (WMD) threats and the ongoing value of the Global Partnership, an international cooperative threat reduction approach. Twenty-three countries have been engaged in projects, and close to US$20 billion has been pledged. | |
Strategic Outcome: CANADA'S INTERNATIONAL AGENDA— The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values. | |
Expected Results:
|
Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
|
Program activity | Diplomacy and Advocacy | |||
Total grants | - | - | - | - |
Total contributions | 82,183,679 | 54,950,000 | 44,950,000 | 19,750,000 |
Total other types of transfer payments |
- | - | - | - |
Total program activity | 82,183,679 | 54,950,000 | 44,950,000 | 19,750,000 |
Planned evaluations | ||||
Planned audits |
19 | Name of Transfer Payment Program: Global Peace and Security Fund and its component programs: the Global Peace and Security Program, the Global Peace Operations Program, and the Glyn Berry Program for Peace and Security |
Start Date: October 3, 2005 operationalized September 18, 2006 |
End Date: March 31, 2010 |
Description: The Global Peace and Security Fund (GPSF) and its component programs were initially established at $100 million per year for five years to support crisis response, stabilization and reconstruction in fragile states; to continue to address Canada's G8 commitments to help build global and regional peace operations capacity; and to shape the international policies, laws and institutions needed to prevent and resolve crises. This was increased, in June 2007, to $235 million for 2007-2008 and $152 million per year for each of 2008-2009 and 2009-2010. 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 at risk of crisis, but that are not properly the responsibility of the Department of National Defence and are outside Canada's traditional official development assistance program. Examples of these activities are supporting peace operations and peace processes, supporting justice and security system reform, addressing small arms and light weapons proliferation, enhancing transitional justice and reconciliation, and improving the peace enforcement and peace operations capacities of military and police in Africa and the Americas. Major recipients of funding are Afghanistan, Sudan and Haiti. | |
Strategic Outcome: CANADA'S INTERNATIONAL AGENDA— The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values. | |
Expected Results:
The ultimate result of the GPSF and its component programs is an improved Canadian contribution to peace and security and the safety and well-being of beneficiaries living in targeted areas. |
Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
|
Program activity | Diplomacy and Advocacy | |||
Total grants | - | - | - | - |
Total contributions | 176,103,846 | 109,316,000 | 111,800,000 | 0 |
Total other types of transfer payments |
- | - | - | - |
Total program activity | 176,103,846 | 109,316,000 | 111,800,000 | 0 |
Planned evaluations | ||||
Planned audits |
20 | Name of Transfer Payment Program: UN Peacekeeping Operations |
Start Date: October 5, 2000 | End Date: N/A |
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. | |
Expected Results:
|
Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
|
Program activity | Diplomacy and Advocacy | |||
Total grants | - | - | - | - |
Total contributions | 185,156,000 | 189,936,000 | 189,936,000 | 189,936,000 |
Total other types of transfer payments |
- | - | - | - |
Total program activity | 185,156,000 | 189,936,000 | 189,936,000 | 189,936,000 |
Planned evaluations | ||||
Planned audits |
Name of Evaluation | Evaluation Type | Status | Expected Completion Date |
---|---|---|---|
Assessed Contributions | Formative Evaluation | Planned | 2008-2009 |
Climate Change | Formative Evaluation | Planned | 2008-2009 |
Country Study | Summative Evaluation | Planned | 2008-2009 |
Counter-Terrorism Capacity Building (CTCB) | Formative Evaluation | Planned | 2008-2009 |
Global Commerce Strategy | Formative Evaluation | Planned | 2008-2009 |
Global Peace and Security Fund (GPSF)-Afghanistan | Formative Evaluation | Planned | 2008-2009 |
HQ Support to Afghanistan | Formative Evaluation | Planned | 2008-2009 |
International Business Development Meta Evaluation | Summative Evaluation | Planned | 2008-2009 |
Impact of the Export and Import Controls | Formative Evaluation | Planned | 2008-2009 |
Investment Negotiations | Formative Evaluation | Planned | 2008-2009 |
International Science and Technology Partnerships Program | Formative Evaluation | Planned | 2008-2009 |
Lebanon Evacuation | Summative Evaluation | Planned | 2008-2009 |
Partner Department Support Abroad | Formative Evaluation | Planned | 2008-2009 |
Receiving Agents | Formative Evaluation | Planned | 2008-2009 |
Americas Strategy | Formative Evaluation | Planned | 2009-2010 |
Canadian Passport Renewal Project | Formative Evaluation | Planned | 2009-2010 |
Consular Evaluation | Formative Evaluation | Planned | 2009-2010 |
La Francophonie-Quebec Summit | Summative Evaluation | Planned | 2009-2010 |
Global Partnership Program-Main Destruction Building 2 | Formative Evaluation | Planned | 2009-2010 |
Global Partnership Program for Competitiveness (GPPC)-Investment | Formative Evaluation | Planned | 2009-2010 |
GPSF | Summative Evaluation | Planned | 2009-2010 |
GPSF-Glyn Berry Program | Formative Evaluation | Planned | 2009-2010 |
Public Safety and Anti-terrorism (PSAT) Initiative-Personal Safety | Summative Evaluation | Planned | 2009-2010 |
PSAT-Security at Missions Abroad | Summative Evaluation | Planned | 2009-2010 |
Trade Policy and Negotiations | Formative Evaluation | Planned | 2009-2010 |
Climate Change | Summative Evaluation | Planned | 2010-2011 |
Country Study | Summative Evaluation | Planned | 2010-2011 |
CTCB | Summative Evaluation | Planned | 2010-2011 |
Forum of Federations | Summative Evaluation | Planned | 2010-2011 |
GPPC-Innovation | Formative Evaluation | Planned | 2010-2011 |
HQ Support to Afghanistan | Summative Evaluation | Planned | 2010-2011 |
Life Science Sector | Formative Evaluation | Planned | 2010-2011 |
Northern Dimension of Canadian Foreign Policy | Summative Evaluation | Planned | 2010-2011 |
Physical Infrastructure/ Accommodations | Formative Evaluation | Planned | 2010-2011 |
Public Diplomacy (academic, arts and culture) | Summative Evaluation | Planned | 2010-2011 |
Science and Technology | Summative Evaluation | Planned | 2010-2011 |
Softwood Lumber Agreement | Summative Evaluation | Planned | 2010-2011 |
Electronic Link to Internal Audit and Evaluation Plan: Note: The new Evaluation Plan has not yet been approved by the Departmental Evaluation Committee; therefore, the list of evaluations named above may be subject to change. A final and approved Evaluation Plan will be available in February 2008. |
1 | Name of recipient: Asia Pacific Foundation of Canada | |
Start date: March 31, 2005 | End date: N/A | Total funding: $50 million |
Description: The Asia Pacific Foundation of Canada, created by an Act of Parliament in 1984, is an independent, not-for-profit think tank on Canada's relations with Asia. The Foundation functions as a knowledge broker, bringing together people and knowledge to provide current and comprehensive research, analysis and information on Canada's trans-Pacific relations. It promotes dialogue on economic, security, political and social issues, fostering informed decision making in the Canadian public, private and non-governmental sectors. The Foundation also provides grants to support policy research and informed discussion on Canada's relations with Asia. The Foundation is funded primarily by the proceeds of an endowment of $50 million from the Government of Canada. | ||
Strategic outcome: CANADA'S INTERNATIONAL AGENDA—The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values. Canada's support of the Foundation aims to enhance Canada's influence in the Asia-Pacific region, and helps to influence public policy and foster informed decision making in the Canadian public, private and non-governmental sectors. |
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Summary of annual plans of recipient, 2008-2009: With core funding from the Government of Canada secured following an endowment in 2005, the Foundation has continued to redefine its strategic direction as a knowledge-based organization with a special focus on public policy issues central to the Canada-Asia relationship. Guided by this fundamental
shift, corporate plans have been developed, taking into account the Foundation's Strategic Plan 2005-2008, the 2005 Conditional Grant Agreement with the Government of Canada, and Canadian foreign policy priorities with regard to the Asia-Pacific region. For 2008-2009, the Foundation has focused on three primary research themes: the Asia Pacific Gateway, transnational migration, and the impact of global Asia on Canada. It has also retained flexibility to respond to fast-breaking topics and hot-button issues on other subjects. The grants program will be refocused to be more proactive in promoting Foundation priorities and selecting recipients. A new funding model will be employed for collaborative research projects in which the Foundation commits seed money and leverages its funds through partnerships with government departments and private sector institutions. On the Asia Pacific Gateway, the Foundation will undertake a series of activities to keep the broader vision of the Gateway under public discussion and to identify specific areas where comprehensive thinking can stimulate innovation and community benefit. On transnational migration, the Foundation will pursue a policy research agenda to bring together interests from across a range of government departments and organizations (including at the provincial level, where education and health care benefits are pertinent), while also maintaining a holistic view of Canadians abroad and their long-term significance to the country. The Foundation will connect the issue of Canadians abroad with immediate government priorities, especially where economic issues such as international competitiveness, innovation and productivity are concerned. The Foundation will consult with government departments, private sector organizations, and funding agencies on strategies and options for a comprehensive study on Canadians abroad—one that is both forward looking and policy-focused. On global Asia and its impact on Canada, the Foundation will undertake a multi-sector study of the Canada-India relationship and next-generation educational partnerships. The Foundation will continue to work on Canada-China two-way investment and is in discussions with potential funding partners about further research and policy development. The Foundation will conduct a national survey of Canadian opinions about Asia, with a special focus on issues related to product safety, perceptions of India, and perceptions of China in the Olympic Games year. |
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Planned evaluation(s): As per the Conditional Grant Agreement, an evaluation of the Foundation, at the expense of the Department of Foreign Affairs and International Trade, will be conducted in 2008-2009, including but not limited to a review of its corporate governance, management, transparency, accountability, activities and successes. | ||
Planned audit(s): As per the Conditional Grant Agreement, and to ensure compliance with that agreement, the Minister of Foreign Affairs or the Auditor General of Canada will undertake in 2008-2009 a compliance audit of the Foundation, by auditor(s) of his/her choosing and at the expense of the Department of Foreign Affairs and International Trade.
The audit will include environmental effects, a review of its effectiveness, adequacy of internal controls, verification of performance information, propriety, and compliance with this agreement and the Act. The Foundation will also undertake an annual independent audit as part of its annual reporting cycle. |
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URL of recipient site: www.asiapacific.ca/ |
2 | Name of recipient: Forum of Federations | |
Start date: April 1, 2005 | End date: March 31, 2011 | Total funding: $20 million |
Description: The grant provided by Foreign Affairs and International Trade Canada (DFAIT) to the Forum of Federations provides concrete help to the Forum's efforts to promote programs of mutual cooperation. These programs are designed to help develop best practices in countries with federal systems of government, provide expertise and promote
exchanges with other countries interested in federal approaches, and assume an international leadership role on work related to federal political systems. The Forum's independence, and its ability to draw on both Canadian experiences and international resources, is the best existing mechanism internationally to provide this exploration of federalism. This grant also covers
Canada's annual $50,000 contribution as a member of the Forum's Strategic Council, an advisory body to the Forum's Board of Directors consisting of partner governments that have signed a Framework Arrangement with the Forum. Funding of Forum activities reaffirms Canada's commitment to the Forum to the world, thus encouraging other governments to partner with the Forum and further promoting its internationalization. The drawdown nature of the grant anticipates an increase in funding from other partner governments that will diminish Canada's financial commitment in the future as the sole or principal source of funding, while concurrently sending a clear message to foreign governments that Canada supports the important work of the Forum and is committed to its becoming a global organization. The pursuit of internationalization will help to further its reputation and prominence by integrating a broader base of federal experiences and continuing to attract high-quality international personnel. Likewise on the domestic front, the Forum plays to a core value of our national political identity: Canada's commitment to open federalism. Now that it has established its credibility on the international stage, we anticipate that the Forum's neutral status and expertise could continue to pave the way for further activities in the domestic arena, including as a source of ideas on flexible federalism through its new Canada Program. |
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Strategic outcome: CANADA'S INTERNATIONAL AGENDA—The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values. Canada's support of the Forum of Federations aims to enhance Canada's influence internationally by allowing dialogue on the principles and practice of federalism among key opinion leaders and decision makers and by promoting democratic governance in fragile states, predisposing other countries to Canadian values and interests. In doing so, the Government of Canada also seeks the participation of provinces and territories in Strategic Council meetings, thus promoting a federalism of openness and further enhancing the Canadian model internationally. |
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Summary of annual plans of recipient: With core funding from the Government of Canada secured until 2011, the Forum's transformation from a Canadian organization with an international Board to a truly international organization with a diversified funding base continues to be a critical focus of the organization. Guided by this fundamental shift,
corporate plans have been developed, taking into account the Forum's Strategic Plan 2004-2010, the 2005 Grant Agreement with the Government of Canada and the adopted Concept Paper on the Forum's Role, Programs and Methods, which was reviewed by the Forum's Strategic Council and adopted by the Forum's Board. Initial plans for 2008-2009 are outlined below; however, due to the incompatibility of planning cycles, specific details related to the upcoming year are unavailable. Annual plans must be approved by the Forum's Board (scheduled to meet in February 2008) prior to presentation to DFAIT. Geographic Programming: North America: Canada The Forum will examine issues of federal-provincial/state governance likely to focus on internal trade and environmental assessment. The Forum will work with the Government of Mexico to develop a five-year plan, focusing primarily on the intergovernmental relations and public security sectors. Programming in the United States is expected to be limited to a Global Dialogue roundtable, although the Forum will explore interest indicated by the State Department in joining the Forum. Asia: The Forum will pursue work with civil society in Sri Lanka on "Federalism 101" (provision of documents, translations, etc.) and service delivery at the local government level. Engaging female politicians will be an important focus. In Nepal, the Forum is implementing a multi-year program consisting of two tracks: (1) working with the constituent assembly (technical advice on how to implement federal government structures); and (2) providing "Federalism 101" support to civil society. A three-year program is being developed in Australia based on the new government's priorities (climate change and health care likely). The Forum will continue its work with the Government of India to establish an institute on good governance, which may be tied to an expected cash contribution to the organization. The situations in Pakistan, the Philippines and Indonesia will continue to be monitored. Africa: The Forum will continue to pursue activity in its priority African states: Sudan (federal governance awareness and training, including technical support to the Fiscal and Financial Allocation and Monitoring Commission); Ethiopia (enhancing federalism, with a focus on fiscal federalism and intergovernmental relations and conflict, through academic development, training and policy research, technical assistance and outreach); and Nigeria (intergovernmental relations and service delivery, fiscal federalism and constitutional review). Europe: At the request of Germany, the Forum will assist government officials on benchmarking in federalist states. A joint partnership has been established with Expo Zaragoza to host a meeting on water governance, to be held in Spain in July 2008. The situation in Russia will be monitored, with an exploratory mission under consideration. Middle East: Work in Iraq will continue. Global Dialogue Program: The theme for the Global Dialogue Program in 2008-2009 will be "diversity in federal countries." Twelve countries will be examined, including Canada. Operations: Secondments of Swiss and German staff are concluding, with continuations being pursued through partnership agreement negotiations. A German version of Federations magazine will be made available beginning in 2008. |
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Planned evaluation(s): As per the Grant Agreement, and as outlined in the Accountability, Risk and Audit Framework that was developed to assist DFAIT in managing this grant, the Forum has agreed to carry out an independent third-party evaluation of activities funded through the grant, according to a framework based on recognized evaluation
standards and at a time to be approved by the Board. The terms of reference for the third-party evaluation have been shared with the Minister of Foreign Affairs. The evaluation will measure the overall performance of the Forum in achieving the outcomes identified in the Grant Agreement. The evaluation will also assess the appropriateness and effectiveness of the grant and the fund as a longer-term financing mechanism. |
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Planned audit(s): As per the Grant Agreement, the Forum agrees to have carried out an independent performance (value-for-money) audit to ensure economy, efficiency and effectiveness of its activities. The report shall be made public and a copy sent to the Minister of Foreign Affairs. A deadline was not identified for this audit, although a
recommendation has been made to the Forum to consider including a value-for-money component into the independent third-party evaluation and audit to be carried out in 2008-2009. In initial discussions, the DFAIT Audit Division suggested a follow-up audit be conducted in 2008-2009 to check on the status of the recommendations made in the Compliance Audit of March 2007. The DFAIT Intergovernmental Relations Division, responsible for the management of this grant, will determine whether this is required. |
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URL of recipient site: www.forumfed.org |
3 | Name of recipient: Centre for International Governance Innovation (CIGI) | |
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 annual plans of recipient: N/A | ||
Planned evaluation(s): An independent third-party evaluation is currently under way. The evaluation report must be approved by CIGI's Operational Board of Directors by March 31, 2008. | ||
Planned audit(s): N/A | ||
URL of recipient site: www.cigionline.org |
How is your department planning to meet the objectives of the Policy on Green Procurement? Foreign Affairs and International Trade Canada is planning to meet the objectives of the Policy on Green Procurement by implementation of the green procurement commitments established by the Office of Greening Government Operations, and captured in the department's Sustainable Development Strategy. The commitments will be tracked and monitored directly through the department's Environmental Management System. |
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Has your department established green procurement targets? Yes |
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Describe the green procurement targets that have been set by your department and indicate the associated benefits anticipated.
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Name of horizontal initiative: Global Peace and Security Fund | |||||
Name of lead department(s): Foreign Affairs and International Trade Canada | Lead department program activity: Lead department program activity: | ||||
Start date of the horizontal initiative: Initiated October 2, 2005; operationalized September 18, 2006 | End date of the horizontal initiative: March 31, 2010 | ||||
Total federal funding allocation (start to end date): $792.6 million | |||||
Description of the horizontal initiative (including funding agreement): The Global Peace and Security Fund (GPSF) and its component programs (Global Peace and Security Program, Global Peace Operations Program, and the Glyn Berry Program for Peace and Security) were initially established at $100 million per year for five years to support crisis response, stabilization and reconstruction in fragile states; to continue to address Canada's G8 commitments to help build global and regional peace operations capacity; and to shape the international policies, laws and institutions needed to prevent and resolve crises. This was increased, in June 2007, to $235 million for 2007-2008 and $152 million per year each for 2008-2009 and 2009-2010. 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 at risk of crisis, but that are not properly the responsibility of the Department of National Defence and are outside Canada's traditional official development assistance program. Examples of these activities are supporting peace operations and peace processes, supporting justice and security system reform, addressing small arms and light weapons proliferation, enhancing transitional justice and reconciliation, and improving the peace enforcement and peace operations capacities of military and police in Africa and the Americas. Major recipients of funding are Afghanistan, Sudan and Haiti. | |||||
Shared outcome(s):
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Governance structure(s): The GPSF is managed by the Stabilization and Reconstruction Task Force (START) Secretariat in the context of a whole-of-government approach coordinated through the START Advisory Board. Chaired by the Director General of the START Secretariat and comprising senior officials from across government, the START Advisory Board is responsible for establishing a whole-of-government strategic policy, priority setting and direction with respect to fragile states and complex emergencies within the framework of individual departmental authorities, as well as providing a platform for information exchange on program-related activities to ensure complementarily and avoid duplication. The START Secretariat is located in the International Security Branch of the department and is accountable to DFAIT, which is responsible for the financial, human resources 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) (in $ M) | Planned Spending for 2008-2009 (in $ M) | Expected Results for 2008-2009 |
1. Royal Canadian Mounted Police (RCMP) | PA 1: Federal and International Operations | Canadian Police Agreement | $43.517 | $11.396 | Implementation of RCMP international police peacekeeping projects |
2. Department of National Defence (DND | PA 1: Contribute to Canada and the international community | Operations in Afghanistan | $28.0 | $8.35 | Supporting the Provincial Reconstruction Team and implementation of projects in Kandahar |
3. Canadian International Development Agency (CIDA) | PA 1: Geographic Programs | Peace Support Operation and Peacebuilding Support in Sudan | $168.0 | N/A | Implementation of peace support operation and peacebuilding projects in Sudan |
4.Correctional Service of Canada (CSC) | PA 1: Correctional Interventions | Operations in Afghanistan and Stabilization and Reconstruction support in Haiti | $6.0 | $1.5 | Implementation of GPSF projects in Afghanistan and Haiti. |
5. Canada Border Services Agency (CBSA) | PA 1: Security | Operations in Afghanistan (Pakistan-Afghanistan border); Canada's support to the Middle East Peace Process; and Stabilization and Reconstruction support in Haiti | $2.5 | $0.75 | Implementation of GPSF projects in the Afghanistan-Pakistan border area, in Haiti, and in support of the Middle East Peace Process |
6. Justice Canada | PA 1: Justice policies, laws and programs | Operations in Afghanistan and peacebuilding support in Sudan | $2.0 | $1.0 | Implementation of GPSF projects in Afghanistan and in Sudan |
Total $250.017 | Total $21.996 | ||||
Results to be achieved by non-federal partners (if applicable): The GPSF works with a wide array of implementing partners, including international and regional organizations, such as the United Nations and its bodies, the Organization of American States and the African Union, as well as with non-governmental organizations, academic institutions, foreign governments and other legal entities. Further information on GPSF projects can be found in the DFAIT 2007-2008 Departmental Performance Report. | |||||
Contact information: Robert Derouin, Director General, Foreign Affairs and International Trade Canada, Tel. 613-995-6689, Fax: 613-944-1226, Email robert.derouin@international.gc.ca |
Name of Internal Audit | Audit Type | Status | Expected Completion Date | Electronic Link to Report |
---|---|---|---|---|
Planned Audits for 2008-2009 | ||||
International Security Branch, Counter-Terrorism Capacity Building Program | Program and Operational Processes | Planned | 2008-2009 | N/A |
International Security Branch, Transfer Payments | Program and Operational Processes | Planned | 2008-2009 | N/A |
Investment, Innovation and Sectors Branch, Support and Services to SMEs | Program and Operational Processes | Planned | 2008-2009 | N/A |
Mission Security Strategy | Strategic Initiatives and Priorities | Planned | 2008-2009 | N/A |
Integrated Management System (IMS) General Computer Controls: Phase 1 | IM/IT Systems | Planned | 2008-2009 | N/A |
IMS General Computer Controls: Phase 2 | IM/IT Systems | Planned | 2008-2009 | N/A |
Revenue and Receivables Audit | Administrative and Financial Processes | Planned | 2008-2009 | N/A |
Cash and Banking | Administrative and Financial Processes | Planned | 2008-2009 | N/A |
Identity Authentication Process | Passport Canada | Planned | 2008-2009 | N/A |
International Processing, U.S. Missions | Passport Canada | Planned | 2008-2009 | N/A |
Follow-up: Audit of Public Diplomacy Bureau and Intergovernmental Relations and Domestic Outreach Bureau | Follow-up | Planned | 2008-2009 | N/A |
Follow-up Audit of Records Management | Follow-up | Planned | 2008-2009 | N/A |
Follow-up Audit of the Office of Protocol | Follow-up | Planned | 2008-2009 | N/A |
Follow-up Audits of Salary Expenditures and Employee Benefit Plan, Salary Devolution, and Accounts Payable and Accrued Liabilities | Follow-up | Planned | 2008-2009 | N/A |
Follow-up Audit of Global Partnership Program | Follow-up | Planned | 2008-2009 | N/A |
Planned Mission Inspections for 2008-2009 | ||||
Kuala Lumpur, Singapore, Bandar Seri Begawan | Consulting—Mission Operations | Planned | Fieldwork to be completed May 2008 | N/A |
Santiago, Buenos Aires, Montevideo | Consulting—Mission Operations | Planned | Fieldwork to be completed May 2008 | N/A |
Rome, Vatican, Permanent Mission of Canada to the Food and Agriculture Organization | Consulting—Mission Operations | Planned | Fieldwork to be completed September-October 2008 | N/A |
Hanoi, Ho Chi Minh City, Phnom Penh | Consulting—Mission Operations | Planned | Fieldwork to be completed October-November 2008 | N/A |
Bogota, Havana | Consulting—Mission Operations | Planned | Fieldwork to be completed December 2008 | N/A |
Miami, Atlanta, Raleigh-Durham | Consulting—Mission Operations | Planned | Fieldwork to be completed January-February 2009 | N/A |
Tunis, Rabat | Consulting—Mission Operations | Planned | Fieldwork to be completed February-March 2009 | N/A |
In Progress Internal Audits, 2008-2009 | ||||
START Secretariat, Global Peace and Security Fund | Program and Operational Processes | In Progress | 2008-2009 | N/A |
Management of Information Technology Security | IM/IT Systems | In Progress | 2008-2009 | N/A |
Property Growth Charge | Administrative and Financial Processes | In Progress | 2008-2009 | N/A |
Revenue Processing Audit | Passport | In Progress | 2008-2009 | N/A |
Entitlement Policy Framework | Passport | In Progress | 2008-2009 | N/A |
Follow-up Audit of Official Languages | Follow-up | In Progress | 2008-2009 | N/A |
In Progress Mission Inspections, 2008-2009 | ||||
Almaty, Moscow | Consulting—Mission Operations | In Progress | Reports to be finalized March 31, 2008 | N/A |
New Delhi, Mumbai, Chandigarh, Bangalore, Chennai | Consulting—Mission Operations | In Progress | Report to be finalized March 31, 2008 | N/A |
Tokyo, Nagoya | Consulting—Mission Operations | In Progress | Report to be finalized March 31, 2008 | N/A |
Brussels, Permanent Mission of Canada to the European Union, Canadian Delegation to the North Atlantic Council, Helsinki | Consulting—Mission Operations | Planned | Fieldwork to be completed February-March 2008 | N/A |
Planned Audits for 2009-2010 | ||||
BDP—Going Global Science and Technology Program | Program and Operational Processes | Planned | 2009-2010 | N/A |
Export Import Controls Bureau | Program and Operational Processes | Planned | 2009-2010 | N/A |
Geographic Bureau | Program and Operational Processes | Planned | 2009-2010 | N/A |
Sustainable Development Strategy | Strategic Initiatives and Priorities | Planned | 2009-2010 | N/A |
Information Management: Regional Trade Offices (Preliminary Survey) | IM/IT Systems | Planned | 2009-2010 | N/A |
Capital Assets—IT | Administrative and Financial Processes | Planned | 2009-2010 | N/A |
Leases—Operating and Capital | Administrative and Financial Processes | Planned | 2009-2010 | N/A |
Travel Expenditures | Administrative and Financial Processes | Planned | 2009-2010 | N/A |
Staff Relations Division | Passport Canada | Planned | 2009-2010 | N/A |
Contracting | Passport Canada | Planned | 2009-2010 | N/A |
Follow-up Audit of Mission Passport Services | Follow-up | Planned | 2009-2010 | N/A |
Follow-up Audit of Revenue Processing | Follow-up | Planned | 2009-2010 | N/A |
Follow-up Audit of Network Content Security | Follow-up | Planned | 2009-2010 | N/A |
Planned Mission Inspections for 2009-2010 | ||||
Belgrade, Beirut | Consulting—Mission Operations | Planned | Fieldwork to be completed April-May 2009 | N/A |
Lusaka, Lilongwe, Stockholm | Consulting—Mission Operations | Planned | Fieldwork to be completed May-June 2009 | N/A |
Harare, Maputo, Addis Ababa, Khartoum | Consulting—Mission Operations | Planned | Fieldwork to be completed September-October 2009 | N/A |
Budapest, Sarajevo, Zagreb | Consulting—Mission Operations | Planned | Fieldwork to be completed October-November 2009 | N/A |
Seattle, Anchorage, Dallas, Houston | Consulting—Mission Operations | Planned | Fieldwork to be completed December 2009 | N/A |
Beijing, Guangzhou, Chongqing, Shanghai, Hong Kong | Consulting—Mission Operations | Planned | Fieldwork to be completed January-February 2010 | N/A |
Pretoria, Cape Town, Johannesburg | Consulting—Mission Operations | Planned | Fieldwork to be completed February-March 2010 | N/A |
Electronic Link to Internal Audit and Mission Inspection Plan: For internal audits: the Chief Audit Executive will be submitting the proposed plans to the departmental Audit Committee for its approval. As no formal plan has been approved, no electronic link is currently available. For mission inspections: The department is going through a restructuring exercise, and appropriate committees are being created to approve plans as well as reports. The Inspector General will submit the proposed plans to the Senior Executive Committee for its approval. As no formal plan has yet been approved, no electronic link is currently available. |
($ millions) | Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
Canada's International Platform: Support at Missions Abroad | ||||
Working capital advance for loans and advances to personnel working or engaged abroad in accordance with Vote L12c | 3.5 | 3.5 | 3.5 | 3.5 |
Working capital advance for advances to missions abroad in accordance with Vote 630 | 1.5 | 1.5 | 1.5 | 1.5 |
Total | 5.0 | 5.0 | 5.0 | 5.0 |
Regulations | Expected Results |
Allocation Method Order (2009)—Softwood Lumber Products | This regulation will establish eligibility criteria for export allocations (also referred to as "export quota") respecting softwood lumber products first processed in Option B regions (Manitoba, Ontario, Quebec and Saskatchewan) for a given year. |
Export Control List (2007 Guide, 2008 Guide) | Amendment. Order in Council to amend the Export Control List to bring into force the 2007 Guide to Canada's Export Controls and to update the Export Control List to reflect recent amendments to the Export and Import Permits Act. |
General Export Permit No. 41 (Wassenaar Dual-Use Items) | New Regulation. Ministerial Order to create General Export Permit No. 41 and to repeal General Export Permit numbers 29 and 30 in order to streamline the licensing of less sensitive Wassenaar Arrangement items. |
General Export Permit No. 27 (Nuclear-Related Dual-Use Goods) | Amendment. Ministerial Order to amend General Export Permit No. 27 (Nuclear-Related Dual-Use Goods) to reflect changes to the Export Control List and to include a list of countries where individual permits would be required in order for nuclear-related dual-use goods to be shipped there. |
Import Control List | Amendment. Housekeeping Measures. Order to update references to the updated Export Control List numbers, update the firearms-related references and remove the import permit requirements of Group 2 goods imported from South Africa. |
General Import Permit No. 108 (Chemical Weapons Convention Toxic Chemicals and Precursors) | Amendment. Ministerial Order to update General Import Permit No. 108 (CWC Toxic Chemicals and Precursors) to reflect changes made to the Export Control List. |
General Export Permit No. 14 (Specimens) | Repeal. Ministerial Order to repeal General Export Permit No. 14 (Specimens) as the goods are no longer controlled under the Export Control List. (Control of wildlife specimens is now under the authority of the Minister of Environment.) |
General Export Permit No. 15 (Eggs) | Repeal. Ministerial Order to cancel General Export Permit No. 15 (Eggs) as the goods are no longer controlled under the Export Control List. |
General Export Permit No. 16 (Egg Products) | Repeal. Ministerial Order to cancel General Export Permit No. 16 (Egg Products) as the goods are no longer controlled under the Export Control List. |
Export Permits Regulations | Amendment. Ministerial Order to address a difference in s.3(2)(b) between the English and French versions of the Export Permits Regulations further to comments received from the Standing Joint Committee for the Scrutiny of Regulations. |
Order Amending the Canadian Passport Order | To provide Passport Canada the flexibility to extend passports beyond five years to Canadians in distress abroad or where time does not permit the issuance of a new passport. This will allow a quicker response in emergency situations. |
Order Amending the Canadian Passport Order | To limit Passport Canada's authority to refuse or revoke passports when someone is charged with commission of an indictable offence to cases when the offence is listed as being a "serious offence." This will ensure passport denial actions are taken only in the most serious circumstances involving criminality. |
Order Amending the Canadian Passport Order | To provide that the Foreign Affairs Minister may authorize the Minister of Human Resources and Skills Development to perform some activities as receiving agent in the course of the administration of the passport program. This clarifies the existing partnership between the two departments. |
Regulations Amending the Passport Services Fees Regulations | To revoke the automatic adjustment fee provision related to increases in postal costs. This ensures Passport Canada's fee regulations better reflect the competitiveness of the market. |
Order Amending the Import Control List | Order to ensure that import monitoring of carbon and specialty steel products will be continued by placing these products on the Import Control List pursuant to the Export and Import Permits Act. |
Ministerial Order Amending the Allocation Method Order (Beef and Veal) | Amendment. To address the needs of the industry section affected by bovine spongiform encephalopathy and to clarify eligibility criteria. Making this change in the revised period will result in less disruption to the industry. |
Order In Council Repealing the Exemption Regulations (Beef and Veal Imports) | To have the Exemption Regulations repealed. |
Table 9A: Passport Canada Revolving Fund—Statement of Operations ($ millions)
Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
|
Total Respendable Revenue | 299.6 | 276.6 | 246.2 | 246.2 |
Operating Expenses: | ||||
Salaries and employee benefits |
186.7 | 176.2 | 151.0 | 151.0 |
Passport material usage | 20.0 | 19.5 | 19.3 | 19.3 |
Passport operations at missions abroad |
4.6 | 4.4 | 4.4 | 4.4 |
Accommodation | 12.0 | 13.1 | 9.2 | 9.2 |
Professional and special services |
24.1 | 17.1 | 9.7 | 9.7 |
Amortization | 16.0 | 30.3 | 13.4 | 13.4 |
Freight, express and cartage | 30.6 | 27.0 | 24.1 | 24.1 |
Telecommunications | 4.5 | 3.8 | 3.5 | 3.5 |
Printing, stationery and supplies |
1.7 | 0.7 | 2.9 | 2.9 |
Other | 19.6 | 13.3 | 11.3 | 11.3 |
Total Expenses | 319.8 | 305.4 | 249.0 | 249.0 |
Surplus (Deficit) | (20.2) | (28.8) | (2.8) | (2.8) |
Table 9B: Passport Canada Revolving Fund—Statement of Cash Flows ($ millions)
Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
|
Surplus (Deficit) | (20.2) | (28.8) | (2.8) | (2.8) |
Add non-cash items: | ||||
Amortization | 16.0 | 30.3 | 13.4 | 13.4 |
Passport material usage | 20.0 | 19.5 | 19.3 | 19.3 |
Provision for employee termination benefits |
2.4 | 2.2 | 2.2 | 2.2 |
Total non-cash items | 38.4 | 52.0 | 34.9 | 34.9 |
Add cash inflows: | ||||
Treasury Board funding to increase Passport capacity |
45.0 | 10.0 | 0.0 | 0.0 |
Total cash inflows | 45.0 | 10.0 | 0.0 | 0.0 |
Change in working capital | (28.8) | (27.7) | (23.1) | (23.1) |
Investing activities: | ||||
Acquisition of depreciable assets |
(52.9) | (5.5) | (9.0) | (9.0) |
Cash Surplus (Requirement) | (18.5) | (0.0) | (0.0) | (0.0) |
Table 9C: Passport Canada Revolving Fund—Projected Use of Authority ($ millions)
Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
|
Authority* | 4.0 | 4.0 | 4.0 | 4.0 |
Drawdown: | ||||
Balance as of April 1 | 50.9 | 32.4 | 32.4 | 32.4 |
Projected surplus (drawdown) |
(18.5) | 0.0 | 0.0 | 0.0 |
Total non-cash items | 32.4 | 32.4 | 32.4 | 32.4 |
Projected Balance at March 31 |
36.4 | 36.4 | 36.4 | 36.4 |
* Note: Four million dollars is the maximum amount that may be drawn down at any time from the Consolidated Revenue Fund.
2008-2009 | Total |
Accommodation provided by Public Works and Government Services Canada (PWGSC) | 29.8 |
Contributions covering employer's share of employees' insurance premiums and expenditures paid by the Treasury Board of Canada Secretariat (excluding revolving funds) | 53.0 |
Workers' compensation coverage provided by Human Resources and Social Development Canada | 0.3 |
Salary and associated expenditures of legal services provided by the Department of Justice Canada | 3.9 |
Total 2008-2009 Services Received Without Charge | 87.0 |
Note: Totals may not add due to rounding.
Respendable Revenue | Forecast Revenue 2007-2008 |
Planned Revenue 2008-2009 |
Planned Revenue 2009-2010 |
Planned Revenue 2010-2011 |
Diplomacy and Advocacy | ||||
International youth exchange | 5.5 | 7.1 | 7.1 | 7.1 |
5.5 | 7.1 | 7.1 | 7.1 | |
International Commerce | ||||
Trade fairs and missions | 3.1 | 3.1 | 3.1 | 3.1 |
3.1 | 3.1 | 3.1 | 3.1 | |
Consular Affairs | ||||
Specialized consular services | 3.2 | 3.5 | 3.5 | 3.5 |
3.2 | 3.5 | 3.5 | 3.5 | |
Passport Canada | ||||
Passport fees | 299.6 | 276.6 | 246.2 | 246.2 |
299.6 | 276.6 | 246.2 | 246.2 | |
Canada's International Platform: Support at Headquarters | ||||
Real property services abroad | 9.3 | 9.3 | 9.3 | 9.3 |
Telecommunications services | 2.1 | 2.1 | 2.1 | 2.1 |
Training services | 5.9 | 5.9 | 5.9 | 5.9 |
17.3 | 17.3 | 17.3 | 17.3 | |
Total Respendable Revenue | 328.7 | 307.6 | 277.2 | 277.2 |
Non-respendable Revenue | Forecast Revenue 2007-2008 |
Planned Revenue 2008-2009 |
Planned Revenue 2009-2010 |
Planned Revenue 2010-2011 |
International Commerce | ||||
Import and export permit fees | 12.0 | 12.0 | 12.0 | 12.0 |
Contributions repaid under the Program for Export Market Development | 0.8 | 0.6 | 0.6 | 0.6 |
12.8 | 12.6 | 12.6 | 12.6 | |
Consular Affairs | ||||
Consular fees | 88.2 | 91.9 | 88.8 | 104.8 |
88.2 | 91.9 | 88.8 | 104.8 | |
Canada's International Platform: Support at Headquarters | ||||
Adjustment to previous year's expenditures | 2.4 | 2.0 | 2.0 | 2.0 |
2.4 | 2.0 | 2.0 | 2.0 | |
Canada's International Platform: Support at Missions Abroad | ||||
Sale of real property | 84.0 | 36.0 | 20.9 | 35.4 |
Employee rent shares | 20.0 | 20.0 | 20.0 | 20.0 |
Services provided to the Passport Office | 4.4 | 4.4 | 4.4 | 4.4 |
Adjustment to previous year's expenditures | 2.4 | 2.4 | 2.4 | 2.4 |
110.8 | 62.8 | 47.7 | 62.2 | |
Total Non-respendable Revenue | 214.2 | 169.3 | 151.1 | 181.6 |
Total Respendable and Non-respendable Revenue | 542.9 | 476.9 | 428.3 | 458.7 |
Note: Totals may not add due to rounding.
($ millions) | Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
International Policy Advice and Integration | 1.4 | 1.4 | 1.3 | 1.4 |
Diplomacy and Advocacy | 1.5 | 1.3 | 1.2 | 0.8 |
International Commerce | 0.5 | 5.3 | 2.9 | 1.8 |
Consular Affairs | 0.2 | 0.2 | 0.2 | 0.2 |
Passport Canada | 52.9 | 5.5 | 9.0 | 9.0 |
Canada's International Platform: Support at Headquarters | 61.2 | 61.3 | 60.6 | 60.7 |
Canada's International Platform: Support at Missions Abroad | 86.4 | 53.3 | 59.5 | 58.4 |
Total | 204.1 | 128.2 | 134.8 | 132.3 |
Note: Totals may not add due to rounding.
Name of User Fee | Fee Type | Fee-setting Authority | Reason for Planned Introduction of or Amendment to Fee | Effective Date of Planned Change | Consultation and Review Process Planned |
---|---|---|---|---|---|
1. Property-Related Lettings and Sublettings | (o) Other-Cost Recovery (Lease of public property) | Department of Foreign Affairs and International Trade Act, FAA, TB Cost Recovery and Charging Policy, 1997 TB decision on Net Voting, TB Real Property Revenue Policy | This fee is modified as per each agreement to reflect market value | As per terms of each agreement | The fees are negotiated as part of a specific agreement with each licensee/ sublesee and in relation to each property for a specific time period. At the expiry of each agreement, the terms and fees are renegotiated to reflect market value |
2. International Youth Program Participation Fee | Program Participation Fee | User Fee Act | To expand and enhance the International Youth Program | October 12, 2007 | Consultations completed |