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Section II: Analysis Of Program Activities By Strategic Outcome

2.1 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. Two program activities contribute to this strategic outcome: International Policy Advice and Integration; and Diplomacy and Advocacy.

The department will use the following performance indicators and targets to measure its performance for this strategic outcome.

Performance Indicators	Targets
Percentage of international partners and institutions that recognize and support key Canadian positions on political and trade relations	Establish baseline data
Percentage of self-evaluations reporting that Canada's policies and interests have been advanced, either bilaterally or multilaterally	Establish baseline data

2.1.1 Description of Program Activity 1: International Policy Advice and Integration

This program activity provides strategic direction, intelligence and advice, including integration and coordination of Canada's foreign and international economic policies. It allows the department to plan and strategically coordinate its international activities with a view to integrating Canada's foreign and international economic policies.

Benefits to Canadians: This program activity ensures Canada's international policy coherence through planning, integration and coordination across the federal government. With respect to Canada's global commerce policies, this program activity develops country-specific and multilateral strategies to inform Canada's bilateral and regional relations. This program activity also includes strategic research, analysis and evaluation of issues of interest to the international community, which involves collecting, evaluating and disseminating intelligence to other federal government departments.

Planning Table: The following table indicates this program activity's total human and financial resources over the planning period, the expected results as well as the performance indicators and targets.

Human Resources (FTEs) and Planned Spending ($ millions)
2009-10		2010-11		2011-12
FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
879	120.3	882	121.1	882	118.5

Expected Result	Performance Indicators7	Targets
The Government of Canada has the information, intelligence and advice it needs to make informed decisions on foreign and international economic policies, programs and priorities	Level of satisfaction of the government with the information, intelligence and advice	Establish baseline data
	Management Accountability Framework (MAF) assessment: Area of Management (AoM) 4 (Effectiveness of Extra-Organizational Contribution) and 5 (Quality of Analysis in Treasury Board Submissions)	MAF assessment results are "acceptable" or higher
	Use of consultation mechanisms with stakeholders	Establish baseline data

Planning Highlights:

• Demonstrate leadership in Canada's re-engagement in the Americas by collaborating with strategic partners in the region on key issues, including Haiti, and by highlighting important initiatives on economic prosperity, security and democratic governance.
• Provide strategic advice in support of the Government of Canada's relations with the new United States administration.
• Provide ongoing support for Canada's whole-of-government engagement in Afghanistan, and coordination with international allies and partners.
• Provide integrated political and economic policy advice on emerging markets such as China, India and Brazil.
• Develop policies and programs to address international security, crime and terrorism threats and to foster greater security cooperation in priority regions.
• Provide leadership in planning and coordinating Canada's positions on international security issues, in cooperation with key partners in the hemisphere (the United States and Mexico) as well as with the G8 and NATO.
• Provide comprehensive and streamlined policy advice to DFAIT ministers and senior managers, based on regular monitoring of ministerial priorities and policy coordination and consultation with other departments, notably through the Deputy Ministers' Committee on Global Affairs, Security and Human Rights.
• Lead in planning for Canada's turn as host of the 2010 G8 Summit, as well as developing and coordinating Canada's policy priorities for its G8 presidency in 2010.
• Work with partner departments and stakeholders to improve the effectiveness of Canada's International Assistance Envelope; develop and refine Canadian foreign policy with respect to the Arctic (in support of the government's Northern Strategy); and support the government's goal to create a democracy promotion agency.
• Align the department's organization and focus on delivery of the government's foreign and trade policy priorities as well as change the way the department operates to respond more quickly and flexibly to new and emerging priorities as they arise.
• Strengthen the department's policy and program capacity in areas that are at the core of its mandate: peace and security, trade and investment, international law and human rights as well as geographic expertise.
• Increase the availability and timeliness of information on international security and stability issues.

⁷ The department is in the process of finalizing its Performance Measurement Framework. In the near future, it will submit this framework to TBS for final review and approval. As a result of this review, some of the performance indicators noted in this report could be subject to change.

2.1.2 Description of Program Activity 2: Diplomacy and Advocacy

This program activity engages and influences international players and delivers international programs and diplomacy. It allows Canada to implement its international policies to foreign audiences inside and outside of Canada and thus fulfill the mandated roles and responsibilities that are associated with the diplomatic work of a foreign and international trade ministry.

Benefits to Canadians: This program activity connects Canada and Canadians to the world by managing Canada's bilateral and multilateral relations and by delivering programs that advance this country's international interests and values. It also raises international awareness of Canada, its policies, interests and values, while engaging Canadians inside and outside the country on key global issues.

Planning Table: The following table indicates this program activity's total human and financial resources over the planning period, the expected results as well as the performance indicators and targets.

Human Resources (FTEs) and Planned Spending ($ millions)
2009-10		2010-11		2011-12
FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
1,545	991.9	1,556	979.0	1,545	936.2

Expected Result	Performance Indicators8	Targets
Canada's diplomatic efforts and programs engage and influence international players to protect and build support for Canadian interests and values	Reflection of Canadian foreign and international economic policy priorities in bilateral and multilateral actions, decisions, declarations and agreements	Establish baseline data
	Effectiveness of programs in achieving results and aligning with priorities	Establish baseline data

Planning Highlights:

• Implement the government's Global Commerce Strategy to deepen Canadian access to global markets for trade, investment and innovation by seeking to conclude negotiations on free trade agreements, foreign investment protection agreement and air transport agreements. In addition, launch negotiations with the European Union for a comprehensive economic agreement and seek further negotiations with other partners.
• Implement the Americas Strategy, with a focus on specific initiatives to promote greater economic prosperity, security and democratic governance through enhanced bilateral and multilateral engagement.
• Position and support whole-of-government advocacy efforts to effectively manage Canada-United States relations. This integrated approach will involve implementing a comprehensive strategy for relations with the United States to address important bilateral issues, including the global economy, peace and security, trade relations, the border, energy and climate change, and development of common approaches to Afghanistan and the Arctic.
• Advance Canada's trade interests in the World Trade Organization by working towards the successful conclusion of the Doha Round and by making effective use of the multilateral rules-based system to manage trade relations, including by the use of the WTO dispute settlement mechanism.
• Prepare to host the 2010 G8 Summit in Huntsville, Ontario.
• Lead Canadian efforts to enhance North American competitiveness, in partnership with the United States and Mexico, by way of a reinvigorated NAFTA work plan that will remove or reduce barriers to trade and investment and implementing liberalizing amendments to the NAFTA rules of origin.
• Implement a robust Arctic foreign policy that delivers on the international dimensions of the government's Northern Strategy: environmental protection, social and economic development, improved governance, and sovereignty.
• Advance Canada's environmental objectives through active engagement in comprehensive bilateral and global negotiations on climate change, including a post-2012 agreement on climate change and more intensive work on environment and energy security.
• Advance Canada's six priorities and signature projects in Afghanistan through a focused diplomatic engagement strategy. DFAIT is the lead department for promoting three of Canada's priorities in Afghanistan: rule of law, reconciliation and enhanced border management.
• Use the Stabilization and Reconstruction Task Force (START) to support Canada's priorities, such as rule of law, good governance, human rights and Pakistan-Afghanistan cooperation, in Afghanistan, Sudan and Haiti.
• Promote democracy, human rights, the rule of law and environmental stewardship through a targeted approach in priority countries and regions using multilateral and bilateral diplomacy.
• Implement policies to address international security, crime and terrorism threats and to foster greater security cooperation in priority regions.
• Actively seek a seat for Canada on the UN Security Council for 2011-12 and advance Canada's objectives at multilateral organizations, including promotion of democracy, human rights, the rule of law and environmental stewardship, engagement on peace and security, and protection of civilians in Afghanistan, Haiti, Israel, the West Bank and Gaza, the Middle East, Sudan and the Congo/Great Lakes region of Africa.
• Support the capability of NATO, the Organization for Security and Cooperation in Europe, and the UN and its agencies in order to deliver on key security, defence, crisis management, non-proliferation and disarmament issues. Multilateral negotiations will continue to be pursued on non-proliferation, disarmament and peaceful uses of nuclear technology.
• Develop a comprehensive partnership with the European Union.
• Enhance bilateral engagement to deepen Canada's relationships with India, Japan, China and Korea, consistent with Canada's interest and values.
• Implement Canada's G8 commitments, through the Global Partnership Program, to reduce threats posed by weapons and materials of mass destruction.
• Deliver the Counter-Terrorism Capacity Building Program to assist key partners and developing states, and to enhance project delivery in areas of priority interest for the Government of Canada, notably the Americas, Afghanistan and South Asia, North Africa and the Horn of Africa.
• Deliver anti-crime capacity-building programming through groups such as the UN Office on Drugs and Crime and the Organization of American States Inter-American Drug Abuse Control Commission, to improve the international response to crime and drug issues, with a particular focus on Afghanistan and the Americas.
• Effectively engage the provinces and territories and, through a public outreach program, the Canadian public in the successful pursuit of Canadian interests and priorities abroad.
• Provide opportunities for Canadians to gain international experience through study and work abroad.
• Expand international education and youth programs to more effectively and efficiently advance departmental priorities, including contributing to Canada's economic competitiveness and promoting democracy, the rule of law and human rights.
• Effectively manage public diplomacy policy and initiatives with respect to international affairs.

⁸ The department is in the process of finalizing its Performance Measurement Framework. In the near future, it will submit this framework to TBS for final review and approval. As a result of this review, some of the performance indicators noted in this report could be subject to change.

2.2 Strategic Outcome 2: International Services for Canadians

Canadians are satisfied with commercial, consular and passport services. This outcome focuses on the practical and timely services provided to Canadians to enable their participation on the world stage and in global markets. This outcome is pursued by the program activities of International Commerce, Consular Affairs and Passport Canada.

The department will use the following performance indicator and target to measure its performance for this strategic outcome.

Performance Indicator	Target
Percentage of clients: overall departmental clients of commercial services, consular services and passport services that express a high level of satisfaction (70% or more) with the departmental services	70%

2.2.1 Description of Program Activity 3: International Commerce

This program activity works to expand the participation of Canadian business in world markets and increase its interaction with global business partners, while promoting Canada as a competitive location and partner for investment, innovation and value-added production.

Benefits to Canadians: A range of practical business services is delivered to Canadian entrepreneurs by trade commissioners located in more than 150 cities worldwide and at regional offices in Canada, by staff at headquarters, as well as online through the Virtual Trade Commissioner (http://www.infoexport.gc.ca/) and the Export and Import Controls (www.international.gc.ca/eicb/menu-en.asp) websites.

The Canadian Trade Commissioner Service helps Canadian business prepare for international markets, assess market potential, identify qualified contacts and solve problems. As well, the Trade Commissioner Service network includes investment officers in key markets abroad who collaborate with partner organizations in Canada to promote this country as a preferred destination for foreign direct investment, thereby contributing to the attraction, expansion and retention of investment in Canada (http://www.investincanada.gc.ca/).

This program activity also monitors and authorizes trade in certain goods, ensuring the security of Canada and its allies by restricting trade in military and strategic goods and other materials such as arms, ammunition, and nuclear materials and equipment.

Planning Table: The following table indicates this program activity's total human and financial resources over the planning period, the expected results as well as the performance indicators and targets.

Human Resources (FTEs) and Planned Spending ($ millions)9
2009-10		2010-11		2011-12
FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
1,433	88.3	1,447	20.0	1,447	49.4

Expected Results	Performance Indicators10	Targets
International commercial activity performed by Canadian business clients, such as exporting, direct investment abroad, and technology commercialization, has increased	Number of agreements in the areas of exports, direct investment abroad, and technology commercialization signed by Canadian business clients	Establish basline data
Foreign direct investment in proactive sectors and from key markets to which DFAIT contributes has increased in number and value	Number and value of foreign direct investments made in proactive sectors and from key markets to which DFAIT contributed	Number: 148
Overall high-quality international commerce services are delivered to Canadian exporters, importers, investors and innovators	Percentage of clients (Trade Commissioner Service (TCS) and Export and Import Controls) who have responded satisfactorily regarding the quality of services provided by the department (baseline for TCS is 76% in 2004)	TCS: 80% Export and Import Controls: Establish basline data

Planning Highlights:

• Complete an upgrade plan for two web-based business applications that process export and import permit applications from clients and support quota management activities (the Export Import Controls System and Export Control On-Line), and seek approval and funding to implement the plan in 2009-10 and 2010-11.
• Use the Vancouver 2010 Winter Games as a key event at which to launch a global visibility campaign to brand Canada in a way that complements the department's facilitation services to foreign investors, reflects the country's strengths and showcases it as a preferred location for investment, through pre-Games events (such as a Forbes CEO conference, and an investor visits program centred in British Columbia and at key Canadian embassies worldwide) as well as through a tailor-made Investment VIP Visitor Program at Games time for select business leaders to advance the level of investor interest in Canada.
• Provide more focused service to Canadian business with the establishment of structured and virtual practices that bring together private sector expertise and key government networks in order to better match client interest and capacity with international demand (structured practices to be based at headquarters and virtual practices at the department's regional offices most relevant to each sector, for example the Calgary regional office for the oil and gas sector).
• Consolidate the client acquisition models used in the Trade Commissioner Service in order to establish a new model that better reflects global business realities, resulting in development and modernization of tools and strategies.

⁹ Note: International Commerce includes budgetary and non-budgetary statutory budgets of Export Development Canada for the purpose of facilitating and developing trade between Canada and other countries under the terms of the Export Development Act (2009-10 $1M budgetary, -$120.5 M non-budgetary; 2010-11 $0.5M budgetary, -$183.7 M non-budgetary; 2011-12 $0.5M budgetary, -$153.3 M non-budgetary). These figures are reflected under Export Development Canada in the Main Estimates.

¹⁰ The department is in the process of finalizing its Performance Measurement Framework. In the near future, it will submit this framework to TBS for final review and approval. As a result of this review, some of the performance indicators noted in this report could be subject to change.

2.2.2 Description of Program Activity 4: Consular Affairs

This program activity manages and delivers consular services and advice to Canadians. This work is done through consular agents and officers at missions abroad and through the use of the website http://www.voyage.gc.ca/. The main target groups are Canadians outside Canada and Canadians planning to travel or live abroad.

Benefits to Canadians: This program activity prepares Canadians for international travel by informing them about safe travel habits and providing them with credible and timely information and advice to enable them to make responsible decisions about travel to foreign countries (www.voyage.gc.ca/consular_home-en.asp).

As well as responding to routine requests for services, this program activity assists Canadians outside Canada (24 hours a day, seven days a week) in handling individual cases of distress and, in cooperation with partners and missions, it provides a coordinated Government of Canada response to emergencies abroad.

Planning Table: The following table indicates this program activity's total human and financial resources over the planning period, the expected results as well as the performance indicators and targets.

Human Resources (FTEs) and Planned Spending ($ millions)
2009-10		2010-11		2011-12
FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
536	54.5	565	51.0	565	51.0

Expected Results	Performance Indicators11	Targets
Canadians are better informed and well prepared to travel safely and responsibly	Percentage of travelers surveyed who list (unprompted) Consular communication tools as a source for safety and security information on new destinations	17%
Canadians receive satisfactory assistance abroad	Percentage of clients who respond favourably regarding the services they received abroad	65%
	Percentage of travellers surveyed who respond that they would contact a mission if they found themselves in trouble in a foreign country	75%

Planning Highlights:

• Develop the Emergency Management Bureau to provide a common services platform for the coordination within DFAIT and with partner departments for the coordination of Canada's response to emergencies overseas where Canadian citizens and Canadian national interests are affected.
• Create regional consular and emergency support offices abroad staffed with experienced management consular officers (MCOs) to be able to respond rapidly to large-scale emergencies.
• Develop a robust contingency planning function that integrates all types of hazards (security, consular, pandemic, natural disasters, etc.) into a single streamlined approach for headquarters and missions abroad.
• Design a training program for all staff involved in emergency management, including consular and other mission staff.
• Increase the reach of advertising and outreach through all media in order to keep all Canadians well informed about consular issues.
• Develop a clear "path of escalation" for passport and citizenship-related issues originating at missions abroad. Complex questions often arise as consular staff at missions abroad process passport or citizenship applications. A clear path of escalation would provide a simple framework whereby consular staff could consult with Passport Canada and Citizenship and Immigration Canada on complex questions and receive guidance quickly so that such problems could be resolved promptly, resulting in more efficient use of limited consular resources.
• Implement projects to support renewal of the MCO stream so that the department has sufficient numbers of well-trained MCOs available to conduct consular work at headquarters and at missions abroad.
• Improve capacity to address complex consular issues through the identification and analysis of trends and emerging issues and the development of tools to assist in the delivery of consular services at headquarters and missions abroad.
• Strengthen the department's ability to resolve consular cases in which Canadian children are victimized, such as abduction of children from Canada, custody disputes, welfare cases abroad, forced marriages, etc. Renewed efforts will be made to increase the number of signatory countries to the Hague Convention on the Civil Aspects of International Child Abduction, to provide assistance to signatory countries that face implementation difficulties and to engage countries that are not prepared to join the Hague Convention.

¹¹ The department is in the process of finalizing its Performance Measurement Framework. In the near future, it will submit this framework to TBS for final review and approval. As a result of this review, some of the performance indicators noted in this report could be subject to change.

2.2.3 Description of Program Activity 5: Passport Canada¹²

This program activity manages and delivers passport services through the use of the Passport Canada Revolving Fund. It enables the issuance of secure travel documents to Canadians, which facilitates their travel and contributes to international and domestic security. This work is done through the authentication of identity and entitlement of applicants using a diversity of service channels and the production of secure travel documents. The main target group is Canadian travellers.

Benefits to Canadians: This program activity provides Canadians with secure travel documents through an extensive domestic network of points of service on a fee-for-service basis. Provision of secure travel documents facilitates travel and contributes to domestic and international security.

Canada's secure travel documents have advanced anti-fraud protection measures. A high level of client service is provided by the domestic network of 33 regional offices and the central directorate. Service is also provided through a network of receiving agents in partnership with Service Canada and Canada Post. Clients may also receive service by mail. Overseas, passport services are offered through the network of Canadian missions abroad. As a Special Operating Agency, Passport Canada operates on a revolving-fund basis and operations are financed primarily through user fees.

Planning Table: The following table indicates this program activity's total human and financial resources over the planning period, the expected results as well as the performance indicators and targets.

Human Resources (FTEs) and Planned Spending ($ millions)
2009-10		2010-11		2011-12
FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
2,790	344.2	2,792	372.2	2,792	384.7

Expected Result	Performance Indicators13	Targets
Canadians receive innovative, reliable, consistent and accessible passport services	Percentage of clients who have indicated that they have been satisfied with the passport services they have received	Nine out of 10 clients (90%) are satisfied to some extent with the overall service experience with Passport Canada14
	Percentage of Canadians having access to a point of service within 100 km	95%

Planning Highlights:

• Passport Canada is planning flexible operations to meet the anticipated extraordinary demand for services as a result of Phase II of the Western Hemisphere Travel Initiative, scheduled for implementation in June 2009. Plans include the transfer of applications between offices to smooth workload across operations, the transfer of telephone inquiries between call centres, extension of working hours as required, including adding evening and weekend shifts and the development of flexible staffing options.
• Past preparations for Phase I significantly increased the Passport Canada workforce. This increase in salary expenditure affects the financial flexibility of Passport Canada in that some other planned initiatives may need to be delayed to future years. Moreover, the fee structure might not be able to sustain increased fixed costs caused by major technological and capital investments in infrastructure. Consideration must also be given to uncertainties in projected volumes and the related impact on revenue, which is the source of funding of the organization.
• Implement e-passport pilot project to improve service to Canadians as well as to reduce and deter fraud. Full implementation of e-passports will begin in 2011.

¹² Passport Canada is a Special Operating Agency (SOA) reporting to the Deputy Minister of Foreign Affairs.

¹³ The department is in the process of finalizing its Performance Measurement Framework. In the near future, it will submit this framework to TBS for final review and approval. As a result of this review, some of the performance indicators noted in this report could be subject to change.

¹⁴ 2007 National Client Satisfaction Survey.

2.3 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. Two program activities contribute to this strategic outcome: Canada's International Platform: Support at Headquarters and Canada's International Platform: Support at Missions Abroad.

The department will use the following performance indicator and target to measure its performance for this strategic outcome.

Performance Indicator	Target
Percentage of clients who responded favourably to common services they received	75%

2.3.1 Description of Program Activity 6: Canada's International Platform: Support at Headquarters

This program activity reflects a key departmental responsibility of managing and delivering services and infrastructure at headquarters to enable Canada's representation abroad. This work is done by coordinating with the various branches, bureaus and divisions within DFAIT and with the partner departments (currently 30 federal departments, agencies, Crown corporations and provincial governments) and co-locators (provincial government departments and Crown corporations) who are deployed overseas. The main target group is the Government of Canada network of missions abroad, departmental branches, bureaus and divisions, as well as the partner departments and co-locators abroad.

Benefits to Canadians: This program activity ensures that DFAIT headquarters provides effective and efficient services and infrastructure in support of Canada's evolving presence internationally. The global presence, policies and programs of the Government of Canada depend on these services.

Planning Table: The following table indicates this program activity's total human and financial resources over the planning period, the expected results as well as the performance indicators and targets.

Human Resources (FTEs) and Planned Spending ($ millions)
2009-10		2010-11		2011-12
FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
775	349.8	775	314.6	775	324.9

Expected Result	Performance Indicators15	Targets
Common services and support are efficient and cost-effective in supporting Canada's representation abroad	A modified costing framework for common services is in place to ensure proper allocation of resources to support Canada's representation abroad	A modified costing framework is established
	A master agreement for common services is in place to ensure proper allocation of resources to support Canada's representation abroad	An updated master agreement for common services is established
	Extent to which the department meets its Strategic Review, Expenditure Review Committee and Budget 2006 reduction targets	100% met

Planning Highlights:

• Ensure that representation abroad reflects Canada's interests and evolving international needs and requirements in a more effective and efficient manner.
• Increase staff deployment to missions abroad.
• Develop and implement new Foreign Service Directives (FSD).
• Develop new policies for locally engaged staff and spousal employment.
• Improve the costing framework for common services, sustain the accuracy of financial costs, implement a new services model and prepare for an increase in departmental representation abroad.
• Develop and implement standards for physical protection, with special emphasis on blast mitigation; develop an online security course for all employees; and implement a revised security infractions policy.

¹⁵ The department is in the process of finalizing its Performance Measurement Framework. In the near future, it will submit this framework to TBS for final review and approval. As a result of this review, some of the performance indicators noted in this report could be subject to change.

2.3.2 Description of Program Activity 7: Canada's International Platform: Support at Missions Abroad

This program activity manages and delivers services and infrastructure at missions to enable Canada's representation abroad. This work is done by coordinating with the various branches, bureaus and divisions within the department and with the partner departments (currently 30 federal departments, agencies, Crown corporations and provincial governments) and co-locators (provincial government departments and Crown corporations) who are deployed overseas. It ensures that human resources services, financial management services, asset and materiel services, comptrollership services, mail and diplomatic courier services, and acquisition of bandwidth are in place at missions to support Canada's international policy objectives and program delivery abroad.

The main target group is the Government of Canada network of missions abroad, departmental branches, bureaus and divisions, as well as partner departments and co-locators abroad.

Benefits to Canadians: This program activity ensures management and delivery of common services and infrastructure at missions to support the operations of the Government of Canada's representation abroad. The global operations of the federal government depend on these services. Human resources policy and operational support are provided to the department and its partners for management of locally engaged staff. Construction, acquisition and refurbishment of office and residential accommodation ensure alignment with government and departmental priorities at missions. Procurement, contracting and asset management services, as well as administration of common services, are performed locally. Services for the security of mission premises and safety of personnel are delivered. Other services provided at the missions and at regional offices include information management and technology services and diplomatic mail, shipping and supply-chain services.

Planning Table: The following table indicates this program activity's total human and financial resources over the planning period, the expected results as well as the performance indicators and targets. The FTE figures for this program activity includes over 1,700 locally engaged employees delivering partner programs in missions abroad.

Human Resources (FTEs) and Planned Spending ($ millions)
2009-10		2010-11		2011-12
FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
4,349	449.6	4,349	441.3	4,349	438.4

Expected Results	Performance Indicators16	Targets
The department and its partners are satisfied with provision of common services	Percentage of clients who respond favourably to common services they receive at missions	75% satisfaction
	Service standards for all common services are in place	Establish baseline for common services (2009-10)
The department is responsive in addressing Canada's evolving presence abroad	Percentage of approved mission opening/closing requests completed on schedule	95%
	Percentage of approved mission position changes completed on schedule	95%
	Percentage of staff deployed to missions on schedule	95%

Planning Highlights:

• Enable Canada's objectives and evolving presence in growing and emerging markets, as well as in the United States and throughout the hemisphere, through the provision of common services in a responsive and effective manner.
• Enable Canada's objectives and evolving presence in Afghanistan through the provision of common services in a responsive and effective manner.
• Support the recently opened 22 missions and four regional offices in locations that are in line with Government of Canada priorities.
• Strengthen the management of locally engaged employees abroad and create more opportunities for spouses of Canadian staff serving at missions abroad.
• Implement a new service delivery model, based on regional service centres, to streamline common services abroad and consolidate repetitive, resource-intensive tasks previously performed at each mission.
• Relocate selected authorities and accountabilities from headquarters to the regional service centres in order to improve operational support and decision making.
• Increase mission security.

¹⁶ The department is in the process of finalizing its Performance Measurement Framework. In the near future, it will submit this framework to TBS for final review and approval. As a result of this review, some of the performance indicators noted in this report could be subject to change.

2.4 Description of Program Activity: Internal Services

Internal Services are activities that make possible all of the department's operations. Without Internal Services, the department could not carry out its mandated functions or advance its strategic outcomes. Because Internal Services are included in the department's Program Activity Architecture, they are presented as a separate program activity starting with this report. Treasury Board of Canada Secretariat divides internal services into three broad categories: governance and management support; resource management services; and asset management.

Benefits to Canadians: Internal Services enable the delivery of program activities 1 through 7 described earlier in this report. The department has reviewed its processes and activities in order to improve the quality and alignment of its resources (human, financial, physical and technological) with its international policy objectives and program delivery. Departmental plans for Internal Services integrate lessons learned from internal and external reports as well as from the department's Management Accountability Framework (MAF) assessments.

Planning Table: The following table indicates this program activity's total human and financial resources over the planning period, the expected results as well as the performance indicators and targets.

Human Resources (FTEs) and Planned Spending ($ millions)
2009-10		2010-11		2011-12
FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
1,317	114.5	1,317	87.8	1,317	70.9

Expected Results	Performance Indicators17	Targets
Governance and Management Support: Management and Oversight
Full alignment with the TBS and departmental policies on audit, evaluation, inspections, and values and ethics	Alignment with current policies on internal audit, evaluation, inspections, and values and ethics; and, MAF assessment results for the relevant Area of Management (AoM)	MAF assessment results in relevant AoM are "acceptable" or higher
Resource Management Services: Human Resources (HR)
High-quality HR services are consistently delivered in support of core services	Establishment of service standards for classification and staffing	80% adherence to these standards
	Establishment and communication of service standards for compensation	80% adherence to these standards
The department is effectively staffed to deliver its business priorities	Existence of Integrated Human Resource Plan and accuracy of forecasted departmental needs	1 plan
	Percent reduction of the gap in identified shortage groups	80%
	Percentage of employees who have access to relevant Learning Advisory Services and cost effective training	80%
Resource Management Services: Financial Management; and, Asset Management: Acquisitions
Efficient and effective financial and procurement management service (which is based on a solid organizational foundation consisting of sound business practices, processes, systems and people) is delivered	MAF assessments for AoM 16 (Effective Procurement) and AoM 17 (Effectiveness of Financial Management and Control)	MAF assessment results are "acceptable" or higher
	Results of external and internal audit reports	Results of external and internal audits confirm compliance with policies
	Results of annual client surveys	The majority of client survey responses regarding services, information and communication are positive
Clients receive value-added financial and procurement management services in a timely manner	Results of annual client surveys	The majority of client survey responses regarding services are positive
	Service levels for all major financial and procurement services	Service levels are in place for all major financial and procurement services
	A common understanding of risks regarding finance and procurement	Finance and procurement risk profile is undertaken and agreed to by stakeholders and finance/procurement
Resource management strategies and solutions are offered that maximize the efficiency of program delivery	MAF assessments for AoM 16 (Effective Procurement) and AoM 17 (Effectiveness of Financial Management and Control)	MAF assessment results for finance and procurement are "acceptable" or higher
	Departmental Audit Committee (DAC) assessments	DAC assessment of timeliness and quality of information is positive
	Annual client survey regarding stewardship and decision making	Client survey responses regarding stewardship and decision are positive in the majority
	Quality and timeliness of reporting to senior management	Senior management assessment of quality and timeliness of reporting by finance and procurement is positive
Resource Management Services: Information Management
MAF assessment results for information management services are "acceptable" or higher	MAF assessment for AoM 12 (Effectiveness of Information Management)	MAF assessment results are "acceptable" or higher

Planning Highlights:

• Strengthen accountability and align fully with TBS and departmental policies on audit, evaluation, inspections, and values and ethics. Improve the department's ability to fulfill its obligations under Access to Information and Privacy legislation.
• Renew departmental human resources (recruitment, retention and training, including increasing foreign-language capacity of our workforce ready to serve abroad) and strengthen HR data integrity to improve planning capacity and simplify HR processes.
• Deliver an efficient and effective financial and procurement management service based on a solid organizational foundation consisting of sound business practices, processes, systems and people.
• Upgrade the department's classified information system to allow faster and safer protected communications; provide tailored, practical solutions to improve the management and sharing of information and corporate memory; implement e-collaboration tools to enhance internal communications and employee networking and implement a web content management system to improve the efficiency and effectiveness of departmental websites.
• Promote key departmental initiatives and ensure whole-of-government communication messaging for key priorities; increase use of e-communications to improve awareness and understanding of Canada's foreign and international trade policies among domestic and international audiences; increase the awareness among Canadians (the general public, business community, key stakeholders) of the importance of Canada's commercial participation in global investment and innovation networks and highlight the value of trade for Canada's prosperity; increase the effectiveness of both traditional and innovative methods of communication (mail-outs, e-newsletters, multimedia materials, advertising, podcasting, social networking sites, etc.); maximize reach to a broad audience and increase awareness across Canada and around the world of the department's services.

¹⁷ The department is in the process of finalizing its Performance Measurement Framework. In the near future, it will submit this framework to TBS for final review and approval. As a result of this review, some of the performance indicators noted in this report could be subject to change.

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