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The Honourable Ed Fast
Minister for International Trade and Minister for the Asia-Pacific Gateway
The Honourable John Baird
Minister of Foreign Affairs
We are pleased to present the 2012-13 Report on Plans and Priorities for Foreign Affairs and International Trade Canada (DFAIT). This report provides a summary of the department's operational priorities for the coming year with a focus on advancing the government's Global Commerce Strategy and international prosperity and security agenda in five key areas.
Expanding trade and opening new markets for Canadian businesses will remain a core priority for DFAIT. We will intensify our pursuit of new and deeper trading relationships with large, dynamic and fast-growing economies like China, India, and Brazil. We will ensure that Canada's brand is used to its greatest advantage in promoting our trade objectives, including the broadening of our trading relationships and the conclusion of trade agreements with the European Union, India and Japan. We will continue to pursue our efforts to join the Trans-Pacific Partnership at the earliest opportunity, and focus on capacity building in the Americas.
Our second priority will be to continue reinforcing an already robust Canada-U.S. relationship. We will advance trade and security objectives through the Canada-U.S. Shared Vision for Perimeter Security and Economic Competitiveness, and will continue to promote Canada as a supplier of choice for energy. We will expand our commercial engagement in the broader hemisphere while working with countries such as Mexico and Haiti to strengthen security and the rule of law.
Promoting democracy and respect for human rights, and contributing to effective global governance and international security is our third priority. We will support peaceful, democratic transitions and stabilization in the Arab world, and the launch the operations of the Office of Religious Freedom. We will continue to address international security challenges, including transnational crime and terrorism, cyber security, and the proliferation of weapons of mass destruction.
Our fourth priority will be further implementation of Canada's Arctic foreign policy. This will include working to resolve boundary issues, securing international recognition for the full extent of Canada's extended continental shelf, and strengthening the operations and policy role of the Arctic Council, which Canada will chair in 2013-15.
Finally, we will work to modernize consular services, collaborate with partner ministries to improve visa granting mechanisms, and introduce a new, more secure ePassport.
For more details on the government's international agenda and the department's work we invite all Canadians to visit the Foreign Affairs and International Trade Canada website (www.international.gc.ca/).
DFAIT is responsible for the conduct of Canada's international affairs, including international trade and commerce. It advances Canada's interests internationally, shapes Canada's responses to international issues and events, manages bilateral and multilateral relationships and delivers programs worldwide. It provides commercial, consular and passport services to Canadians at home and abroad and manages Canada's global network of missions in 107 countries, which serves as the Government of Canada's international platform.
The department's mandate is set out in the Department of Foreign Affairs and International Trade Act and can be summarized as follows:
The department advances Canada's priorities abroad by undertaking diplomacy and programming in support of international peace and security, democracy, human rights and the rule of law, and provides whole-of-government coordination in response to unanticipated events, such as international crises and natural disasters abroad.
DFAIT generates international opportunities for Canadian business by negotiating agreements to open and expand markets, facilitating two-way trade and investment, and encouraging innovation through international science and technology partnerships.
DFAIT's program activity architecture consists of three strategic outcomes, supported by seven program activities, as well as internal services, which support all program activities and strategic outcomes.
Priority | Type | Strategic Outcome(s) |
---|---|---|
Contribute to economic prosperity and job creation through continued implementation of the Global Commerce Strategy, with an emphasis on expanding and diversifying commercial relationships with emerging and high-growth markets. | Ongoing | Aligned to SO 1 and SO 2. |
Description | ||
Why is this a priority? Continued trade liberalization, improved access to new and traditional markets, and promotion of two-way trade and investment are essential to protecting and advancing Canada's prosperity and competitiveness. A major component of the Global Commerce Strategy is to enhance Canada's economic relationships with emerging economies, among which China, India and Brazil are key, given their size and dynamism. Concluding the Comprehensive Economic and Trade Agreement with the European Union will generate new economic opportunities with Canada's second-largest trading partner, while also setting a key benchmark for high-quality trade agreements. Plans for meeting the priority For 2012-13, the department will:
|
Priority | Type | Strategic Outcome(s) |
---|---|---|
Reinforce the Canada-U.S. relationship and expand Canada's engagement in the hemisphere. | Ongoing | Aligned to SO 1 and SO 2. |
Description | ||
Why is this a priority? While Canada works to diversify its economic relations, the United States will remain Canada's most important economic and security partner (see Canada-U.S. Relations). Canada's security and prosperity are inextricably linked to effective management of the relationship with the United States on a range of bilateral, regional and global issues. The Americas is a region of strategic and commercial interest for Canada. Canada's vision for the hemisphere remains focused on prosperity, security and democratic governance. In particular, DFAIT will continue to contribute to the careful management of the shared border to ensure security in the face of new and emerging threats, without diminishing the competitiveness of integrated Canadian and U.S. businesses. DFAIT will also pursue activities under the Canada-U.S. Regulatory Cooperation Council through greater alignment and better mutual reliance in our regulatory approaches with a view to enhancing efficiency of supply chains, increasing trade and investment, generating new export opportunities, and creating jobs on both sides of the border. Plans for meeting the priority
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Priority | Type | Strategic Outcome(s) |
---|---|---|
Promote democracy and respect for human rights, and contribute to effective global governance and international security. | Ongoing | Aligned to SO 1. |
Description | ||
Why is this a priority? Strengthening global security and economic stability remains a key priority. Improved security abroad directly contributes to Canada's own security and to expanded economic opportunity. Canadian foreign policy remains focused on promoting free markets and open societies, and advancing the values of freedom, democracy, human rights and the rule of law. The emergence of a multi-polar world has fundamentally challenged the capacity of conventional international governance to address issues that have a global dimension. There is an urgent need to address challenges related to recovery of the global economy, the rise of democratic movements in the Middle East, and security challenges related to fragile states, the proliferation of weapons of mass destruction (WMD) and, international crime and terrorism. Plans for meeting the priority
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Priority | Type | Strategic Outcome(s) |
---|---|---|
Implement Canada's Arctic foreign policy to exercise sovereignty in the Arctic, in support of the Northern Strategy. | Ongoing | Aligned to SO 1. |
Description | ||
Why is this a priority? The Arctic is fundamental to Canada's national identity, and represents tremendous potential for Canada's future. Canada's Arctic foreign policy, the international component of the government's Northern Strategy, is founded on Canada's vision of the Arctic as a stable, rules-based region with clearly defined boundaries, dynamic economic growth and trade, vibrant Northern communities, and healthy and productive ecosystems. We must ensure that the Arctic Council responds to the needs of Canadians, delivers concrete results, and demonstrates to non-Arctic states that we are effectively governing the region. Plans for meeting the priority
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Priority | Type | Strategic Outcome(s) |
---|---|---|
Improve passport service to Canadians. | New | Aligned to SO 2. |
Description | ||
Why is this a priority? The ePassport will contain an electronic chip embedded in the book, containing the same information that is currently found on the data page of the passport. This will enhance the Canadian passport's current security features, provide greater protection against tampering and reduce the risk of fraud. Plans for meeting the priority
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DFAIT is among the most complex departments in the Government of Canada, responsible for the conduct of Canada's international affairs, including global trade and commerce. It faces a particularly wide array of risks arising from uncertainties in the international, domestic and internal environment in which it operates. From natural disasters to security threats at home and abroad, DFAIT success in fulfilling its mandate largely depends on its ability to manage risks related to developments beyond its control.
Through its 2012-13 Corporate Risk Profile, DFAIT has identified four key corporate risks that could affect its ability to deliver results against the plans and priorities identified in this RPP in all three of its strategic outcomes. These risks will be actively managed by DFAIT's senior managers, who will be accountable to report quarterly to the Deputy Ministers and governance boards on their progress in reducing the department's risk exposure. These are described below.
Corporate risk 1: Emergency response: Maintaining services to Canadians abroad in the face of emergencies
DFAIT will enhance its emergency preparedness to reduce the risk that natural disasters, hostile actions or civil unrest at mission(s) could significantly disrupt departmental operations. It will reinforce its capacity to respond rapidly and efficiently to emergencies by improving consular environmental scanning and emergency response structures and further enhancing emergency management training for employees. It will work to enhance partnerships with key federal departments involved in emergency management, and reach out to Canadians abroad with better information on safe travel practices. DFAIT will actively manage this risk through its Operations Committee, supported by the assistant deputy minister (ADM) for Consular, Security and Emergency Management and relevant geographic colleagues.
Corporate risk 2: Cyber threats: Ensuring the security of electronic information
DFAIT continues to face challenges arising from the risk of cyber-attacks. A successful breach of the department's IT system could result in the leaking of sensitive information, the blocking of access to IT systems and the interruption of communications and the delivery of services to Canadians. DFAIT will work with Shared Services Canada, given their new ownership of information technology (IT) infrastructure, to mitigate this risk by developing investment plans to ensure the timely implementation of DFAIT's IT Infrastructure Renewal Project. DFAIT will also work towards providing better training in security of information to its staff, including locally engaged staff, and work to improve compliance through better enforcement. This risk will be managed through DFAIT's Operations Committee, supported by the ADM for Consular, Security and Emergency Management and the ADM, International Platform Branch.
Corporate risk 3: Personnel security: Protecting our staff
The department will work to improve the safety and security of its overseas operations to mitigate the risk that inadequate security could result in severe injury or death of Canadian personnel (including Canada-based and locally engaged employees), dependents or contractors. It will continue to conduct extensive threat and risk assessments and enhance its security infrastructure. It will provide employees with enhanced personal security training, including by working with its partner departments in Canada's network abroad. DFAIT will actively manage this risk through its Operations Committee, supported by the ADM for Consular, Security and Emergency Management and the ADM, International Platform Branch.
Corporate risk 4: Financial and human resource management: Maintaining sustainability while managing change
Maintaining financial and human-resource sustainability while implementing a significant change-management agenda over the next year will present several risks that DFAIT will actively manage through its Resource Management Committee, supported by the chief financial officer as well as the Executive Council. Improving corporate planning, the alignment of resources to priorities, and financial and human resources management has been identified as a corporate priority for 2012-13. DFAIT will strengthen financial training for all managers and employees, and closely monitor spending practices. Active communications with all employees will be crucial to ensuring a good understanding of workforce adjustment strategies and a common vision for the organization. DFAIT will also communicate actively with managers and employees to ensure clarity on their new roles and responsibilities.
2012-13 | 2013-14 | 2014-15 |
---|---|---|
3,075.8 | 2,676.5 | 2,651.4 |
2012-13 | 2013-14 | 2014-15 |
---|---|---|
13,367 | 12,708 | 12,943 |
Performance Indicators | Targets |
---|---|
Percentage of international partners and institutions that recognize and support key Canadian positions. | 75% |
Program Activity | Forecast Spending 2011-12 |
Planned Spending | Alignment to Government of Canada Outcomes | ||
---|---|---|---|---|---|
2012-13 | 2013-14 | 2014-15 | |||
1.1 International Policy Advice and Integration | 100.3 | 105.1 | 93.0 | 93.5 | A safe and secure world |
1.2 Diplomacy and Advocacy | 1,150.2 | 1,183.0 | 939.4 | 932.5 | |
Total SO 1 | 1,250.5 | 1,288.1 | 1,032.4 | 1,026.0 |
Performance Indicators | Targets |
---|---|
Percentage of clients who were satisfied with consular, passport and commerce services provided by the department. | 70% |
Program Activity | Forecast Spending 2011-12 |
Planned Spending | Alignment to Government of Canada Outcomes | ||
---|---|---|---|---|---|
2012-13 | 2013-14 | 2014-15 | |||
2.1 International Commerce | 173.3 | 172.4 | 167.5 | 168.2 | A prosperous Canada |
2.2 Consular Services and Emergency Management | 72.3 | 65.7 | 62.9 | 62.9 | A safe and secure world |
2.3 Passport Canada | 330.7 | 369.6 | 285.3 | 315.6 | |
Total SO 2 | 576.3 | 607.7 | 515.7 | 546.7 |
Performance Indicators | Targets |
---|---|
Percentage of Government of Canada clients who responded favourably to the common services they received. | 75% |
Percentage of maintenance work and modifications made to the mission network to meet the schedule prepared in accordance with Government of Canada interests. | 100% |
Program Activity | Forecast Spending 2011-12 |
Planned Spending | Alignment to Government of Canada Outcomes | ||
---|---|---|---|---|---|
2012-13 | 2013-14 | 2014-15 | |||
3.1 Governance, Strategic Direction and Common Service Delivery | 701.9 | 783.1 | 736.7 | 687.0 | A safe and secure world |
3.2. Government of Canada Benefits | 223.7 | 197.1 | 197.0 | 197.0 | |
Total SO 3 | 925.6 | 980.2 | 933.7 | 884.0 |
Program Activity | Forecast Spending 2011-12 |
Planned Spending | Alignment to Government of Canada Outcomes | ||
---|---|---|---|---|---|
2012-13 | 2013-14 | 2014-15 | |||
Internal Services | 201.5 | 199.8 | 194.7 | 194.7 |
Program Activity | Forecast Spending 2011-12 |
Planned Spending | Alignment to Government of Canada Outcomes | ||
---|---|---|---|---|---|
2012-13 | 2013-14 | 2014-15 | |||
Total DFAIT Planned Spending | 2,953.9 | 3,075.8 | 2,676.5 | 2,651.4 |
International Policy Advice and Integration: Increase is mainly due to the re-profiling of funds related to the costs of producing Canada's submission to the Commission on the Limits of the Continental Shelf ($3.6 million) and for funds related to the G-8 and G-20 summits to fulfill carbon offsetting programs ($2.2 million), offset by a decrease in statutory employee compensation ($1.2 million).
Diplomacy and Advocacy: Increase is mainly due to a transfer of funds from the Canadian International Development Agency for the Canada Fund for Local Initiatives ($18 million) and forecasted surpluses of $72 million in 2011-12, including: softwood lumber litigation costs to be returned to Treasury Board Secretariat ($16 million); International Assistance Envelope crisis pool ($10 million); and grants and contributions (Vote 10) surpluses related to the Global Partnership Program ($21.9 million) and the Global Peace and Security Fund ($7.7 million). These increases were offset by a $56.5 million reduction in the cost of assessed contributions due to currency fluctuations and the completion of mandates for some assessed contributions.
International Commerce: Slight reduction in spending is related to a $1.3 million increase in funding for the continuation of the International Science and Technology Partnerships Program, offset by a decrease of $1.5 million due to the sunset of funds for the work of an advisory panel on the International Education Strategy.
Consular Services and Emergency Management: Decrease is mainly due to the one-time $6.1 million of capital funds received in 2011-12 for the new Emergency Watch and Response Centre.
Passport Canada: Increase is mainly due to costs related to the implementation of the ePassport as well as the variations in passport application volume and associated costs.
Governance, Strategic Direction and Common Service Delivery: Increase is mainly due to $35.5 million of incremental funding for strengthening security at missions abroad; $41 million of forecasted surplus in Vote 5 capital funds in 2011-12; and $41 million increase due to the forecasted capital budget carry-forward for 2012-13. These increases were offset by a $34 million reduction related to the transfer of IM/IT infrastructure to Shared Services Canada.
Government of Canada Benefits: Reductions are largely related to a decrease in the forecasted cost of funding for pensions, insurance and social security of locally engaged staff at missions abroad ($19.4 million) as well as a decrease from currency fluctuations for foreign service allowances provided to Canada-based employees working at diplomatic missions abroad ($9.6 million).
Internal Services: No significant increases or decreases.
The Federal Sustainable Development Strategy (FSDS) outlines the Government of Canada's commitment to improving the transparency of environmental decision-making by articulating its key strategic environmental goals and targets. The department ensures that consideration of these outcomes is an integral part of its decision-making processes. In particular, through the federal strategic environmental assessment process, any new policy, plan, or program initiative includes an analysis of its impact on attaining the FSDS goals and targets. The results of SEAs are made public when an initiative is announced, demonstrating the department's commitment to achieving FSDS goals and targets.
DFAIT contributes to Theme II: Maintaining Water Quality and Availability, as denoted by the following visual identifier.
These contributions are components of PA 1.2: Diplomacy and Advocacy, and are further explained in Section II.
For additional details on DFAIT's activities to support sustainable development please see Section II of this RPP and DFAIT's web site. For complete details, see the Federal Sustainable Development Strategy website.
Actual spending ($ millions) | Forecast Spending ($ millions) |
Planned spending ($ millions) | ||||
---|---|---|---|---|---|---|
2008-09 | 2009-10 | 2010-11 | 2011-12 | 2012-13 | 2013-14 | 2014-15 |
2,499.6 | 2,516.9 | 2,705.1 | 2,953.9 | 3,075.8 | 2,676.5 | 2,651.4 |
Over the period 2008-09 to 2014-15, actual and planned spending varies from a high of $3.1 billion in 2012-13 to a low of $2.5 billion in 2008-09. Included in the department's spending trend is Passport Canada, which in 2012-13 accounted for $67.7 million in planned expenditures and $301.9 million in respendable (or net voted) revenue. Overall, the department's spending profile is as follows: operating costs 57%; grants and contributions 33%; capital costs 8%; and LES pensions 2%.
Notes:
Given DFAIT's international operations, its annual expenditures are influenced by fluctuations in foreign currencies, varying rates of foreign inflation and changes in assessed contributions related to memberships in international organizations. Since fiscal year 2008-09, DFAIT's reference levels have been increased as a result of incremental funding for significant new initiatives, such as: implementation of the Canada-U.S. Softwood Lumber Agreement; establishment of the Counter-Terrorism Capacity Building Program and the Anti-Crime Capacity Building Program; creation of the Consular Services and Emergency Management branch; transfer of the Investment Cooperation program to DFAIT from CIDA; measures to strengthen DFAIT's network abroad and security at missions; and expansion and opening of new missions in key emerging markets.
The increase in spending from 2010-11 to 2011-12 was due primarily to new program authorities for: locally engaged staff (LES) pension, insurance and social security programs; Canada's engagement in Afghanistan; and operating and capital budget carry-forward spending. The increase in planned spending from 2011-12 to 2012-13 is due primarily to new program authorities for Canada's engagement in Afghanistan and estimated operating and capital carry forward spending. The decrease in planned spending from 2012-13 to 2013-14 is mainly due to the sunsetting of funds for the Global Peace and Security Fund and the Global Partnership Program as well as a decrease in Passport Canada's planned spending, attributable to forecasted variations in passport application volumes and associated costs.
For information on our organizational appropriations, please see the Main Estimates.