Treasury Board of Canada Secretariat
Symbol of the Government of Canada

ARCHIVED - RPP 2006-2007
Department of Foreign Affairs and International Trade


Warning This page has been archived.

Archived Content

Information identified as archived on the Web is for reference, research or recordkeeping purposes. It has not been altered or updated after the date of archiving. Web pages that are archived on the Web are not subject to the Government of Canada Web Standards. As per the Communications Policy of the Government of Canada, you can request alternate formats on the "Contact Us" page.

Part III

3.1 Summary of Plans and Priorities for 2006-2009

This part of the report deals exclusively with the department's foreign affairs component.

3.1.1 Planning Cycle and Strategic Outcomes
priorities

From here to the end of this Report on Plans and Priorities, the information on the department's foreign affairs and trade components will be presented separately. This will make the document simpler and easier to use, allowing readers to zero in more easily on the information in which they are interested.

3.1.1.1 Strategic Outcomes

The department's three strategic outcomes related to foreign affairs (in bold below) are as follows:

  • In advancing Canada's interests internationally, the department projects Canada and its values to the world and pursues Canada's interests abroad in partnership with other federal departments, other levels of government across the country and Canadians. It also pursues the country's global agenda from a government-wide perspective, analyzes national and international trends and developments, and interprets the world for Canadians. This strategic outcome recognizes the department as the government's centre of expertise in leading the formulation and coordination of Canada's international policies and the promotion of the international dimension of Canada's domestic interests, as well as advancing them on a bilateral and multilateral basis. Principal support for this strategic outcome comes from political/economic officers of the Foreign Service. Five program activities contribute to this strategic outcome: Strategic Policy and Planning, International Security, Global Issues, Bilateral Relations and Protocol.
  • In serving government abroad, the department manages Canada's missions abroad, delivering cost-effective and efficient services and infrastructure to enable the international operations of federal and provincial departments and agencies co-located there. Management/consular officers of the Foreign Service support the work of this strategic outcome by coordinating the services provided to partners co-located at missions abroad, including contracting, procurement and human resources management. Three program activities contribute to this strategic outcome: Bilateral Relations, Common Services and Infrastructure (support from Headquarters and missions abroad), and Human Resources.
  • In serving Canadians abroad, the department provides effective assistance, guidance, services and advice related to travel documents and consular needs. This ensures that Canadians receive the assistance they need when they are travelling, working or living abroad. Management/consular officers of the Foreign Service support the work of this strategic outcome by providing consular and passport services abroad. Two program activities contribute to this strategic outcome: Consular Affairs and Passport Canada.

The MRRS-PAA enables more effective, results-based management of its operations by clustering together the policy instruments and programs that fit logically under each strategic outcome, as follows:

  • The five program activities under Advancing Canada's Interests Internationally make up the tool set needed to achieve this outcome, which is oriented to delivering this country's global agenda.
  • Under Serving Government Abroad, all elements needed to provide the federal platform abroad are combined in a government-based manner. In this way, the department serves government as a community.
  • Consular Affairs and Passport Canada fit naturally under Serving Canadians Abroad. Delivery of these transactional and operational activities enables Canadians to participate in the international community.

Strategic Outcome: Advancing Canada's Interests Internationally: in partnership with Canadians, Canada and its values are projected to the world, Canada's interests are pursued abroad and Canadians are better able to interpret the world.
Program Activities:
Strategic Policy and Public Diplomacy: leading the formulation of Canada's overall international policy and interdepartmental development of whole-of-government strategies, including public diplomacy.

International Security: advocating Canadian international security interests and human security program interests bilaterally and multilaterally, as well as managing the department's responsibilities with respect to security and intelligence.

Global Issues: advocating a stronger and more effective multilateral system, capable of addressing Canada's interests in global issues, particularly international economic relations and development, the environment and sustainable development, human rights and human security.

Bilateral Relations: conducting and promoting Canada's bilateral diplomatic relations in Canada and abroad (two components: North America and the world beyond North America).

Protocol: managing and facilitating the presence of foreign diplomats in Canada, as well as planning and leading official travel by the Governor General, the Prime Minister, Ministers of the Portfolio and all official diplomatic events.

Strategic Outcome: Serving Government Abroad: the government of Canada delivers its programs and achieves its results in a secure environment through cost-effective and efficient services and infrastructure at Canada's missions abroad.
Program Activities:
Common Services and Infrastructure (support from Headquarters and missions abroad): managing and delivering Headquarters- and mission-provided common services to government programs and partners operating abroad.

Strategic Outcome: Serving Canadians Abroad: Canadians travelling and living abroad are provided with effective assistance, guidance, advice and services for their travel documents and consular needs.
Program Activities:
Consular Affairs: managing and delivering consular services to Canadians.

Passport Services: managing and delivering passport services to Canadians (through use of the Passport Revolving Fund).

 
 
3.1.1.2 Alignment with Government of Canada Priorities

The department's priorities are in keeping with the April 2006 Speech from the Throne, which noted the government's intention to strengthen "our role in the world" by:

  • building "stronger multilateral and bilateral relationships, starting with Canada's relationship with the United States, our best friend and largest trading partner;"
  • working "cooperatively with our friends and allies, and constructively with the international community to advance common values and interests;"
  • supporting "Canada's core values of freedom, democracy, the rule of law and human rights around the world;"
  • supporting "a more robust diplomatic role for Canada, a stronger military and a more effective use of Canadian aid dollars;" and
  • striving to "defend our national interests, combat global terrorism and help the Afghan people make a new start as a free, democratic and peaceful country."

The department's strategic outcomes and program activities align with Government of Canada outcomes identified in Canada's Performance, an annual report to Parliament on the federal government's performance, prepared by Treasury Board. The outcomes it lists under the policy area of Canada's Place in the World are as follows:

  • a strong and mutually beneficial North American partnership;
  • a prosperous Canada through global commerce;
  • a safe and secure world through international cooperation; and
  • global poverty reduction through sustainable development.
3.1.1.3 How Foreign Affairs Plans

It may be instructive to explain briefly the actual mechanics of the planning cycle.

Each year, the process usually begins in the summer when the department's formal decision-making committees collaborate to identify key priorities for the year ahead and planned outcomes for the full three-year planning period. The committees ensure that these priorities comply with-and complement-government-wide priorities, as outlined in the most recent Speech from the Throne and Annual Report to the Prime Minister on the Public Service of Canada from the Clerk of the Privy Council. In addition, the department ensures that its plans incorporate:

  • feedback from parliamentary and Cabinet committees, the missions abroad and the Canadian public; and
  • performance information outlined in the most recent Departmental Performance Report and the department's Management Accountability Framework (MAF) (http://www.tbs-sct.gc.ca/maf-crg/documents/booklet-livret/bookletlivret_ e.asp) assessment in order to enable the application of lessons learned from the preceding year's experience. The MAF, established by Treasury Board Secretariat, sets out a comprehensive and coherent accountability regime that enables departments to strengthen their management capacities. Central agencies work with departments on MAF-based assessments in order to identify management strengths and weaknesses.

Also in the summer, the department's senior managers ensure that identified priorities for the coming year support long-term strategic outcomes and are aligned with resources, as outlined in the MRRS-PAA. The department's program activities flow in a direct and logical manner from its strategic outcomes, while its short- and medium-term outcomes flow from identified priorities. To enable accurate and reliable assessment of the department's performance over the planning period, specific performance indicators are identified and presented in a matrix arrangement, corresponding to each of the department's planned outcomes (see the related logic model in Part III, section 3.1.5).

In the late fall/early winter, the department initiates the business planning process, in accordance with priorities identified in its Strategic Planning Framework. This framework guides preparation of the department's branch and bureau plans as well as its country-specific strategies (formerly referred to as mission plans). The country strategies are developed from a government-wide perspective. Their purpose is to:

  • recognize the whole-of-government role played by missions abroad and make Canada's activities in each country more coherent and cohesive;
  • identify that Heads of Missions are accountable for delivery of government-wide priorities, in collaboration with partner departments; and
  • ensure that Heads of Missions have clear guidance and resource allocations.

These strategies are reviewed by the department's federal partners co-located at missions abroad. Their feedback is incorporated in the country strategies.

When the department's plans are completed, they are reviewed by senior managers and, once approved, resourced appropriately. From April to June, the department uses the approved plans and strategies 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 their staff, guided by the Performance Management Program. This program is a key component of the department's strategy for monitoring performance. Essentially, its purpose is to link individual accountability to departmental and government-wide strategies and priorities and to clearly identify performance expectations and priorities related to planning and leadership. At the end of the performance cycle, employees are assessed on results achieved, measured against identified performance indicators.

The department also uses its approved plans and strategies as the basic material for its Report on Plans and Priorities. This report, which is a compilation and explanation of the department's annual business plans, is an official element in the Estimates process. Like its counterpart, the Departmental Performance Report, this document is tabled in Parliament and is made available to all Canadians and others with an interest in Canada's foreign policy.

3.1.2 Planning Context: Challenges and Risks

The complexity and volatility of the international community in which the department operates poses a number of challenges and risks-both strategic and operational-which must be identified and considered in its annual planning cycle.

3.1.2.1 Internal Challenges

The principal internal challenges include:

  • the ongoing need to ensure seamless service delivery, while carrying out a reorganization related to its recent reintegration and finalizing implementation of its ongoing departmental transformation agenda;
  • the necessity for further security enhancements at Headquarters and missions abroad to address ongoing risks of terrorist activities, cyber-crime espionage and vulnerabilities due to natural hazards;
  • the need to realign the Foreign Service to increase representation abroad from the department, shifting more officers from Headquarters to missions;
  • the fact that some 37 percent of the department's financial resources are made up of grants and contributions, approximately 80 percent of which is accounted for by assessed contributions to cover Canada's membership in international organizations-a critical factor not only to the operations of the department but also to many other federal partners;
  • the department's aging workforce and the shortage of qualified employees in key occupational groups have prompted the department to adopt new strategies to address its future human resources needs; and
  • the need for the department to strengthen its economic literacy and overall policy-making and project management capacity, especially on new and emerging issues that cut across the mandates and activities of a number of federal departments and agencies.

The department is involved in major horizontal files. It has the lead on, and responsibility for, the Enhanced Representation Initiative (http://www.tbs-sct.gc.ca/rma/eppi-ibdrp/hrdb-rhbd/eri-ireu/description-eng.asp). This initiative has increased Canada's representation in the United States through a partnership of seven federal departments and agencies. It provides a coordinated and integrated approach to managing and advancing Canada's advocacy, trade, business development, science and technology, and investment interests in the United States.

Other horizontal files on which the department is active include:

3.1.2.2 External Challenges

Seven major external challenges currently affect Canadian foreign policy:

  • the rapid pace of globalization, reflected in the diminished significance of national borders with respect to the production of goods and services and the movement of people and capital;
  • the considerable influence of the United States in world affairs as well as the importance of Canada's economic relationship with that country;
  • the growing significance of continental issues and the need for effective trilateral cooperation (Canada, the United States and Mexico) in addressing them;
  • ongoing threats related to terrorism, such as the June 2006 arrest of 17 people in Toronto for terrorism-related offences, the July 2005 bombing of the transit system in London, England, recent attacks on Canadians in Afghanistan since January 2006, which resulted in the deaths of Foreign Service Officer Glyn Berry and military personnel as well as additional casualties; the transnational spread of diseases such as avian flu and HIV/AIDS; natural disasters such as Hurricane Katrina, which caused extensive damage along the United States Gulf Coast in August 2005 and the May 2006 earthquake in Indonesia; environmental degradation; and the number of failed or fragile states worldwide;
  • international debate over the legitimacy and effectiveness of multilateral organizations, prompting the need for urgent reforms and more results-oriented multilateralism;
  • the rise of some major new players in the international community, notably Brazil, Russia, India, China and Mexico, which underscores the need for the department to develop country strategies from a whole-of-government perspective;
  • the growing number of federal departments and agencies that are becoming active internationally, which emphasizes the need for this department to:
    • lead and coordinate Canada's approach to international relations, acting as a central agency to build policy coherence and a whole-of-government approach;
    • heighten the focus on foreign policy by the government as a whole as well as by Parliament, the provinces, territories and the public; and
    • place continued emphasis on innovation and productivity in the global economy, which is highly competitive and knowledge based.

It is also noteworthy that Canadians are travelling abroad in greater numbers and taking a keener interest in foreign policy issues, including international relief efforts, foreign aid (notably by the G8) and the treatment of Canadians abroad (particularly in reference to the Maher Arar inquiry and the death of photojournalist Zahra Kazemi in Iran). As a result, the department continues to face growing demands for its services from partners, clients and the Canadian public.

Throughout 2006, the department will be coordinating several major events in Canada, including the Francophonie conference-the Conférence ministérielle sur la prévention des conflits et la sécurité humaine (Saint-Boniface, Manitoba) in May, the NATO (North Atlantic Treaty Organization) Parliamentary Assembly (Quebec City) in November and the state visit by the King and Queen of Sweden in October. In addition, the department will coordinate Canada's participation at numerous international meetings of significance, including the World Economic Forum (Davos) in January, the G8 Summit (St. Petersburg) in July, the NATO Summit (Riga, Latvia) in November, the UN General Assembly (New York City) in September, the Association of Southeast Asian Nations (ASEAN) Summit (the Philippines) in December, the London Conference on Afghanistan (London, England) in January/February and the Asia-Pacific Economic Cooperation (APEC) Summit in Vietnam in November.

3.1.2.3 Risks

The department identifies and closely monitors risks associated with its mandate on an ongoing basis. This work is based on the Treasury Board framework (see http://www.tbs-sct.gc.ca/pubs_pol/dcgpubs/RiskManagement/rmf-cgr01-1-eng.asp#An%20Integrated%20Risk) , which helps departments identify, manage and communicate risk from an organization-wide perspective. Risk management is an integral element of the department's Strategic Planning Framework.

Currently, the department has in place a large number of risk mitigation strategies for certain programs and overall operations. However, more work needs to be done in this area, given that some elements of the department still use informal methods of risk assessment and management. As its policy and program capacity is strengthened, the department continues to make progress in improving its assessment, management and communication of risks.

At present, the main strategic risks for the department are as follows:

  • Canada faces ongoing security risks at home and abroad as well as other threats related to international pandemics, the environment, international crime and terrorism.
  • Canada's prosperity could be adversely affected if political and economic relations with key partners are unproductive, if global imbalances undermine the international financial architecture and global economy, or if the threat of terrorism impedes trade with the United States.
  • Advancement of Canada's interests could be negatively affected by increasing unilateralism worldwide as well as by the ineffectiveness of multilateral institutions and tools in addressing global problems.
  • The growth of regional powers worldwide could diminish Canada's influence in the international community and weaken the multilateral system in favour of new regional arrangements.
3.1.2.4 Other Environmental Factors

Major Publications of Relevance to Foreign Affairs

Over the past year, a number of publications have addressed the future direction of Canadian foreign policy, UN reform, the attainment of the Millennium Development Goals and human security, as follows:

A further study of note, although unrelated to foreign policy, is Accenture's 7th annual global report on government service delivery ((http://www.accenture.com/xdoc/ca/locations/canada/acn_2006_govt_report_FINAL_sm.pdf). The report includes interviews with senior government executives from 11 nations, including Canada, that have consistently ranked highly in the company's yearly survey on e-government. In fact, Canada is one of only two countries listed by the report as trendsetters in this field.

Parliamentary Committee Business

The House of Commons Standing Committee on Foreign Affairs and International Trade (SCFAIT) has issued reports on a broad range of issues over the past year, including the humanitarian crisis in Darfur, international aid and the participation of Israel in the UN. In addition, the committee reviewed Bill C-25 (An Act Governing the Operation of Remote Sensing Space Systems) and Bill S-36 (An Act to amend the Export and Import of Rough Diamonds Act) and reported back to the House of Commons.

The government responded to SCFAIT reports on issues that included Canada's relations with countries of the Muslim world and mining in developing countries/corporate social responsibility.

In November 2005, the Standing Committee on Public Accounts tabled in Parliament the SCFAIT report Passport Office- Passport Services, a review of an April 2005 Passport Canada audit that had been conducted by the Auditor General. Due to the dissolution of Parliament on November 29, 2005, the government has not tabled a response.

The Senate Standing Committee on Foreign Affairs continued its special study on Africa, focusing on development and security challenges, the response of the international community, Canada's policy related to Africa and Canadian activity on that continent. The Senate committee also examined Bills C-25 and S-36.

Public Opinion Research of Relevance to the Department

A recent 33-country poll, conducted for the BBC by GlobeScan and the University of Maryland's Program on International Policy Attitudes, rated the international influence of various nations and regions. The majority of respondents viewed Canada's global influence as mainly positive, including in the United States (70 percent), France (75 percent), China (70 percent), Nigeria (58 percent) and Brazil (54 percent). In fact, Canada ranked third (after Japan and Europe) as a force for good in the international community among 10 countries and regions. The poll of 39,435 people was conducted between October 2005 and January 2006. Since surveys in some countries were conducted only in urban areas, the aggregated results are unlikely to be representative of national populations. Therefore, a margin of error cannot be applied. More details about the poll's overall findings are available at http://www.globescan.com/news_archives/bbcpoll06- 3.html.

North American relations were the subject of a recent EKOS survey (part of their Rethinking North American Integration project, which interviewed 2,005 Canadians and 1,505 Americans in October 2005, with margins of error of +/-2.2 percent and +/-2.5 percent respectively). While 52 percent of Americans described their country's relations with Canada as good, only 29 percent of Canadians expressed the same view. Compared to a similar survey conducted four months earlier, these results showed a small decline in favourable attitudes on both sides of the border. In June 2005, 55 percent of Americans and 34 percent of Canadians had rated bilateral relations as good.

In August 2006, the second quarter Anholt-GMI Nation Brands Index ranked 35 countries worldwide in terms of the global appeal of their nation brands (http://www.nationbrandindex.com/nbi_q206-canada-press-release.phtml). Canada placed third overall, after the European Union and the United Kingdom. Canada's other standings in specific categories included first place in people, second in investment (good place to study, live or work for a substantial period), third in governance and eighth in exports (the country's contributions to innovation and science). The survey was conducted in 35 countries between May 18 and June 4, 2006, using feedback from 25,093 online respondents.

According to the International Policy Survey conducted by the University of Ottawa in October 2005 (a sample of 1,000 Canadians with a margin of error of +/-3.1 percent, 19 times out of 20):

  • 91 percent of Canadians think Canada plays a very active role in world affairs;
  • 87 percent describe Canada as a promoter of peace and human rights;
  • 82 percent consider Canada to be a generous donor of aid to poorer countries;
  • 82 percent view Canada as a mediator in conflicts involving other countries; and
  • 83 percent said the Government of Canada should pursue an independent foreign policy, even if this leads to problems with the United States

The public's view of the department's performance has been monitored over the past four years in annual surveys. In 2005, two-thirds (66 percent) of Canadians gave the department's diplomats high marks for representing Canada internationally. Sixty-nine percent said that the department does well in promoting human rights around the world, 64 percent approved of the way it promotes world peace and security and 61 percent approved of the way it helps Canadian travellers abroad. The public was somewhat less buoyant (at 53 percent) about departmental efforts to address poverty in developing nations (the Department of Foreign Affairs and International Trade Communications Survey 2005, which had a margin of error of +/-2.2 percent, 19 times out of 20).

In September/October 2005, the department commissioned Environics Research Group to conduct 2,024 telephone interviews of adult Canadians. This survey had a margin of error of +/-2.2 percent, 19 times out of 20. Among its findings:

  • 89 percent of Canadians said Canada should build stronger diplomatic and trade ties with emerging countries such as Brazil, Russia, India and China;
  • 87 percent of Canadians agree with reforming the UN so that it would be easier to send peacemaking forces to protect civilians in war-torn regions;
  • 80 percent agree that Canada should have better security and intelligence relationships with moderate Muslim countries; and
  • 80 percent agree that Canada should forgive the debt of the world's poorest countries such as those in sub-Saharan Africa.
3.1.3 Plans and Priorities
3.1.3.1 The Six Strategic Priorities of the Department Related to Foreign Affairs

Over the next three years, the department is committed to expanding its capacities related to policy and program delivery and project management, while taking the lead in ensuring foreign policy coherence across the federal government. At the same time, the department aims to make itself more relevant to the government and to Canadians by strengthening and making more effective Canadian diplomacy and repositioning the Foreign Service as a strategic agency that connects Canadians to the world.

In setting its priorities for the planning period, the department has laid a logical, achievable and specific course for Canadian foreign policy. First, it confirms that Canada's geopolitical base is in North America and underscores the primary importance of greater collaboration with the United States and increased cooperation with partners in the entire hemisphere. Second, it addresses the continued need to ensure the safety and security of Canada, and of Canadians at home and abroad, while contributing significantly to global peace and security efforts such as counterterrorism, and actively addressing the root causes of terrorism by working to increase freedom, democracy, the rule of law and human rights. Specifically, Canadian diplomacy will remain active in Afghanistan and work to engage the Muslim world. Third, it applies Canadian thinking to help reinvigorate the multilateral system to increase its effectiveness. Fourth, it recognizes the need for Canada to engage more fully with like-minded partners in the G8 as well as emerging economies such as Brazil, Russia, India and China, whose influence and involvement in global affairs is increasing. Fifth, it continues to strengthen its vital passport and consular services to Canadians. Finally, the department will focus priority on its continuing transformation agenda in order to ensure that it has greater effectiveness and operational flexibility to help create a more influential role in global affairs. The six strategic priorities for the planning period are:

  • Greater collaboration with the United States and increased cooperation with all hemispheric partners: The department will continue to work from the solid foundation of Canada's longstanding collaboration with the United States to advance issues important not only to this pivotal bilateral relationship, such as border security, but also international matters of shared interest. At the same time, the department will collaborate on key issues with all its partners in this hemisphere.
  • A more secure world for Canada and Canadians: In the post-9/11 environment, security is a high-profile issue worldwide. This priority focuses on a government-wide approach to peace and security issues facing this country, and is addressed by the department's Counter-Terrorism Capacity Building Program. A new international convention against corruption and the strengthening of international crime-related instruments will help address the destabilizing consequences of crime, drugs and human smuggling. The department's Global Partnership Program, with funding of up to $1 billion over 10 years since its inception in 2003, is helping to reduce the threat posed by weapons of mass destruction.
  • A revitalized multilateralism, responding to the new challenges of globalization and putting outcomes ahead of processes: Reinvigoration of multilateral approaches to global problems remains a Canadian foreign policy priority. The focus is not only on the UN, where Canada is co-chairing a management reform process. It also encompasses advancement of a more results-oriented agenda for other institutions, including the G8, APEC and the Organization of American States (OAS).
  • Greater engagement with like-minded partners in the G8 as well as emerging economies such as Brazil, Russia, India and China: The department will focus on Canada's role in the G8, working with other members on issues and priorities identified by the group. It will endeavour to strengthen Canada's relations with emerging powers such as the BRIC countries (Brazil, Russia, India and China).
  • Strengthened consular and passport services, able to respond rapidly and flexibly: This priority addresses vital means of ensuring the safety and security of Canadians at home and abroad. The importance of ensuring that consular services continue to be consistent, effective and universally accessible cannot be overemphasized. Likewise, it is imperative that the Canadian passport continues to be recognized worldwide as a secure, state-of-the-art travel document.
  • A foreign ministry that is recognized as modern and agile: This priority concentrates on finalization of the department's transformation agenda (in Part II, section 2.1.3.7). It continues modernization of human resources and infrastructure management at Headquarters and missions abroad.

The following table identifies the outcomes planned for the next one to three years for each priority.



Strategic Priorities


Outcomes Planned for Next 1 to 3 Years

1. Greater collaboration with the United States and increased cooperation with all hemispheric partners
  • Strengthened cooperation with the United States on border, transboundary and security issues
  • Strengthened bilateral relations with the United States and Mexico in a number of key areas
  • Greater dialogue and understanding among Canadians, Americans and Mexicans
  • Strengthened North American cooperation on security, prosperity and quality of life

2. A more secure world for Canada and Canadians
  • Improved political and economic stability of failed and fragile states such as Afghanistan, Haiti, Sudan and states in the Middle East
  • Increased capacity of developing states to counter terrorism, corruption and transnational crime
  • More timely, coordinated, whole-of-government responses to international crises
  • Reduced opportunities for the proliferation of weapons and materials of mass destruction
  • Confidence in identity, entitlement and integrity of travel documents

3. A revitalized multilateralism, responding to the new challenges of globalization and putting outcomes ahead of processes
  • International consensus achieved and progress made on key UN reforms
  • A whole-of-government global issues agenda developed and implemented internationally to advance Canadian objectives in areas such as migration, health, energy security, cities, the environment and sustainable development
  • A renewed human security agenda is advanced internationally
  • Canada's international contributions to democratic development are more focused and better coordinated
  • A strengthened international framework on criminal matters, with an increasing number of countries ratifying and implementing the Rome Statute of the International Criminal Court

4. Greater engagement with likeminded partners in the G8 as well as emerging economies such as Brazil, Russia, India and China
  • Enhanced relations with the following G8 partners: France, Germany, Italy, Japan, Russia and the United Kingdom, as well as with the European Union
  • Strengthened relationships with rising powers (Brazil, Russia, India and China)

5. Strengthened consular and passport services, able to respond rapidly and flexibly
  • Increased capacity to deal with growing demands and emerging challenges placed on the Consular Program
  • Continued delivery of high-quality consular services
  • Deepened understanding on the part of the Canadian public and media of the nature and extent of consular services
  • Improved client satisfaction of Passport Services
  • Optimize and diversify funding

6. A foreign ministry that is recognized as modern and agile
  • More effective leadership of, and coherence on, international policy issues and strategies
  • Better integration and management of the department's public diplomacy resources
  • Canadians better informed about, and more engaged in, international policy
  • Greater program, policy and project management capacity both at Headquarters and at missions abroad
  • Greater capacity to integrate economic considerations into international policy and activities at home and at missions abroad
  • Representation abroad better aligned to reflect shifting distribution of global power and dominance
  • Human resource management that is modernized and supports the department's transformation agenda
  • Better management of, and accountability for, financial and non-financial resources
  • More efficient and effective corporate services in support of the department and partners and a more secure platform at home and abroad

3.1.4 Planned Spending: Financial and Human Resource Utilization
3.1.4.1 Financial Resource Utilization


Financial Resources ($ millions)


Year

2006-2007 2007-2008 2008-2009

Total Planned
Spending

2,020.1 1,898.0 1,860.4


The budget of the department's foreign affairs component is allocated through Main and Supplementary Estimates approved by Parliament. Given the timing of this year's federal election, funding was provided in an exceptional manner- through Main Estimates as well as by means of a Governor General Special Warrant (the established instrument for obtaining funds when Parliament is dissolved for the purpose of a general election).

As indicated in the table above, the foreign affairs-related planned spending for 2006-2007 will be $2,020.1 million, an increase of $78.9 million over the amount allocated in the 2006-2007 Main Estimates of $1,941.2 million. This increase is intended to cover:

  • higher costs related to severance and maternity leave payments for Canada-based and locally engaged staff as well as increased salaries, as per collective agreements;
  • increased funding for Canada's Global Peace and Security Fund as well as the Counter-Terrorism Capacity Building Program, Human Security Program and public diplomacy and cultural programs;
  • increased funding for assessed peacekeeping contributions;
  • budget transfers (re-profiling) for various initiatives from 2005-2006 to 2006-2007 as approved by Treasury Board; and
  • increases in foreign inflation rates.

These higher costs will be offset by decreases resulting from:

  • budget cuts associated with phase 2 of the $1 billion government-wide expenditure review initiative, in keeping with the 2005 Budget; and
  • operating surpluses generated by currency gains (rise in the value of the Canadian dollar vis-à-vis other currencies).

The department has three voted appropriations (related to operating expenditures, capital expenditures, and grants and contributions) and three statutory authorities. For 2006-2007, the budget will be allocated as follows: roughly 53 percent for operating expenditures, 6 percent for capital expenditures, and 37 percent for grants and contributions. Approximately 80 percent of the grants and contributions are made up of assessed contributions. Statutory expenditures account for the rest of the budget.

Human resources expenditures, excluding $80 million related to employee benefits plans, account for approximately 36 percent of the budget. In general, human resources expenditures, aside from those related to Passport Canada, are funded through voted appropriations. However, employee benefit plans are statutory payments. All expenses related to Passport Canada are statutory payments approved by Parliament.

A detailed breakdown of the planned spending of the department's foreign affairs component can be found in Part III, section 3.1.4. The financial resources are distributed across the nine program activities as follows:

  • $46.4 M-Strategic Policy and Public Diplomacy
  • $361.0 M-International Security
  • $513.0 M-Global Issues
  • $165.7 M-Bilateral Relations
  • $38.7 M-Protocol
  • $212.8 M-Common Services and Infrastructure (support from Headquarters)
  • $630.7 M-Common Services and Infrastructure (missions abroad)
  • $51.7 M-Consular Affairs
  • $0.0 M-Passport Services

Planned spending for 2006-2007 includes scheduled funding reductions of $19.78 million-$13 million for specific initiatives of the department and $6.78 million related to procurement reform (part of a process led by Public Works and Government Services Canada [PWGSC]). While these cuts are incorporated into its business plans, the department continues to work closely with Treasury Board, PWGSC and other affected departments on implementation of the procurement reforms and associated cuts, with particular emphasis on their expected impact on operations in the years ahead.

3.1.4.2 Human Resource Utilization

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.



Human Resources (FTEs)


Year

2006-2007 2007-2008 2008-2009

Total Planned
FTEs

10,144 10,298 10,596


FTEs refers to full-time equivalents, the human resources required to sustain an average level of employment over 12 months, based on a 37.5-hour work week. The figure above indicates the approximate number of FTEs the department used in the last fiscal year.

The department's workforce is made up of three separate groups. First, there are Canada-based rotational staff, mainly Human resources (FTEs) are distributed across the nine program activities as follows:

  • 162-Strategic Policy and Public Diplomacy
  • 411-International Security
  • 470-Global Issues
  • 1,009-Bilateral Relations
  • 59-Protocol
  • 994-Common Services and Infrastructure (support from Headquarters)
  • 4,719-Common Services and Infrastructure (missions abroad)
  • 405-Consular Affairs
  • 1,915-Passport Services

The success of any organization depends entirely on its employees. This is especially true for the department, which requires a unique blend of highly skilled people. The department is continuing to modernize its human resources management. Several significant change initiatives are still under way-some in keeping with government-wide legislative change (e.g. implementation of the Public Service Modernization Act) and others related to the department's transformation agenda and management priorities, including implementation of the Performance Management Program, restructuring of the Foreign Service and development of a human resources plan for the management and consular affairs officers group.

3.1.5 Performance Monitoring

The department is continually working to improve transparency and accountability throughout its operations, with a focus on results-based management. In so doing, it is increasing its performance-related data collection and is starting to identify and apply more stringent and informative performance indicators.

Given the broad scope of the department's mandate and activities, it must employ both quantitative and qualitative indicators. The reason is simple: while work related to serving government and Canadians abroad lends itself to numerical and statistical analysis, efforts related to advancing Canada's interests internationally must be assessed to a large extent in a much more qualitative manner. For instance, while client surveys and service records are effective and insightful guides as to how well the department is providing passport services, they are not as useful in assessing the department's contribution to international threat reduction and counterterrorism.

Quantitative indicators: To evaluate work associated with serving government and Canadians abroad, the department has adopted, or is in the process of adopting, a systematic approach. The following are four key examples of this work:

  • The department's Consular Management and Operations System (COSMOS) tracks each consular case and event in real time, enabling the collection of statistics and the identification of trends. During 2005-2006, the department improved its ability to measure its performance against consular service standards and promoted the use of identified performance indicators by missions in completing country-specific strategies. The department has made improvements in the methods used to count visitors to the department's consular website. It has also better identified target audiences for its publications on safe travel. Through focus groups and a national client survey, it has broadened overall understanding of its client base. The survey also provided information on public expectations with respect to consular services abroad.
  • Passport Canada measures performance in real time, using an internal control panel display.
  • Passport Canada conducts client surveys each year to solicit feedback on performance. They use all the information gathered to compare actual performance with the service standards they have set, making adjustments accordingly.
  • In providing services to partners co-located at missions abroad, the department has established a generic Memorandum of Understanding and related service delivery standards. These agreements have proven highly effective in resolving outstanding issues related to common services provided by the department to its partners.

To assess its human resources management and identify related issues, the department uses results of employee surveys, both Public Service-wide and departmental; internal audits and evaluations; the annual report of the Canadian Foreign Service Institute; the yearly Organizational Health Report; and ongoing human resources profiles of branches. The Performance Management Agreement is also a useful tool for evaluating the skills and competencies of the department's executive cadre.

Quantitative and qualitative indicators: To measure the department's progress in advancing Canada's interests internationally, the department uses performance indicators that include:

  • agreements that Canada has reached with other nations on a bilateral or multilateral basis;
  • ratifications related to initiatives (such as the Ottawa Convention to ban landmines) that were led by Canada;
  • the degree to which Canadian proposals and interests are included in international agreements and declarations and/or endorsed or implemented by the country, countries and/or organization(s) in question;
  • visits by heads of state and government in Canada and abroad;
  • contributions (monetary or non-monetary) to international programs, activities and actions that Canada supports;
  • Canadian leadership of international processes or initiatives;
  • coordination of whole-of-government positions and approaches to assure coherence and effectiveness of Canadian positions internationally;
  • feedback from opinion leaders and decision makers in Canada and elsewhere as well as from stakeholders and Canadians in general;
  • attendance at events and involvement in activities sponsored by the department to advance Canada's interests as well as feedback from participants;
  • domestic and foreign media coverage of Canada and its international role as well as coverage of the department and its activities;
  • public opinion research conducted for the department;
  • information about the department and its activities derived from other outside sources, including reports like the Landmine Monitor and public opinion research such as the Anholt-GMI Nation Brands Index; and
  • use of departmental websites and publications by target audiences.

Readers should understand that this list of performance measures is by no means fixed or exhaustive. The department is refining its means of performance monitoring on an ongoing basis in order to ensure that it remains credible and effective. More detailed performance indicators for specific program activities are included in Part III, section 3.2. It should also be pointed out that the department's performance indicators tend to be specific to each priority and planned outcome rather than applicable across all activities, given the broad and diverse scope of the department's functions.

Each year, the department undertakes a series of targeted audits and evaluations throughout its operations to provide senior management with performance information (see Part III, section 3.3, table 3.15 for more details).

This report identifies specific performance indicators related to each of the department's policy and management ties. These indicators will be used to assess the department's performance in relation to the plans identified in this report, which will be discussed in full in the 2006-2007 Departmental Performance Report.



PERFORMANCE INDICATORS


Strategic Priority 1: Greater collaboration with the United States and increased cooperation with all hemispheric partners

Key Priority Indicators: Milestones achieved marking negotiation progress; increased cooperation on range of government activity to advance Canadian interests and promote better understanding of Canada's relations with the United States and Mexico; more agreements and fewer disputes; increasing number of staff posted to missions and collaborative networks.

Strategic Priority 2: A more secure world for Canada and Canadians

Key Priority Indicators: Increased international recognition of Canadian security assistance; tangible elimination of weapons and materials of mass destruction; increased capacity to plan and deliver whole-of-government responses to international crises; increased knowledge and capacity of developing states to take necessary measures to counter terrorism, corruption and transnational crime.

Strategic Priority 3: A revitalized multilateralism

Key Priority Indicators: Pace of UN reforms; level of international acceptance of Canadian global issues and human security agenda; level of success in creating a whole-of-government platform to advance global issues and the human security agenda.

Strategic Priority 4: Greater engagement with like-minded partners in the G8 as well as emerging economies such as Brazil, Russia, India and China

Key Priority Indicators: Milestones achieved marking negotiation progress.

Strategic Priority 5: Strengthened consular and passport services

Key Priority Indicators: Client satisfaction ratings; the extent to which citizenship applications are reviewed and forwarded to the Registrar of Citizenship within the 10-day Service Standard; the extent to which contact with detainees meets service standards; the extent to which service standards are met for passport services; results of focus-group testing and a national survey designed to better understand consular clients; results of employee surveys on the new strategy for consular services.

Strategic Priority 6: A modern foreign ministry

Key Priority Indicators: Treasury Board Secretariat's Management Accountability Framework assessment; recognition of departmental leadership on administrative and management issues; progress in program and policy renewal; level of integration of corporate systems into decision-making processes; increase in number of political, economic relations and public affairs officers abroad; agreement of federal partners on special operating agency concept.


All the performance indicators noted above are referenced in the pages that follow. In addition, this report identifies numerous Internet sites at which readers can find verification of information provided as well as more details about virtually all aspects of the department and its activities.

The following graph shows the logic model for the department at a glance, identifying:

  • the strategic outcomes (short-, medium- and longer-term);
  • the way in which program activities support them; and
  • the way in which human and financial resources are correspondingly allocated.
logic model

3.2 Foreign Affairs Program Activities by Strategic Outcome

This section explains how each program activity (or program or service) supports the department's plans, priorities and expected results identified in Part III, section 3.1. The following graph shows the department's foreign affairs-related Program Activity Architecture.

Program Activity Architecture
3.2.1 Strategic Outcome: Advancing Canada's Interests Internationally
3.2.1.1 Program Activity: Strategic Policy and Public Diplomacy
3.2.1.1.1 Description of Program Activity and Related Planning Context

Program Activity: leading the formulation of Canada's overall international policy and the interdepartmental development of whole-of-government strategies, including public diplomacy.

In carrying out this activity, the department:

  • provides strategic policy analysis on a wide range of emerging and global issues;
  • develops and implements a corporate research agenda focused on issues of growing interest to government, including evolving geopolitics (emergence of Brazil, Russia, India and China), state failure and changing global demographics;
  • develops and coordinates international policy throughout its operations, as well as in collaboration with missions abroad, other government departments and other foreign ministries;
  • ensures its policies reflect whole-of-government priorities and objectives, taking fully into account the international security agenda and emerging global issues that have the potential to affect Canada;
  • provides strategic direction for Canada's international public diplomacy and advocacy activities and develops and implements the department's Public Diplomacy Strategy, which is designed to showcase Canadian achievements and advance Canadian interests abroad, while engaging Canadians at home in advancing the country's foreign policy and international objectives; and
  • builds and strengthens its relationships with partners through means such as initiatives to enhance cooperation with the provinces and territories on international issues of interest to them and through policy planning dialogues with other foreign ministries on global issues. In the April 2006 Speech from the Throne, the government indicated that it will "facilitate provincial participation in the development of Canadian positions that affect areas of provincial responsibility." It also noted that it "recognizes the special cultural responsibilities of the Government of Quebec,"inviting it to play a greater role within the Canadian delegation at UNESCO (the United Nations Educational, Scientific and Cultural Organization). In May 2006, the Prime Minister and the Premier of Quebec signed an agreement establishing a range of new and unprecedented mechanisms, which will guarantee a more important and cooperative role for Quebec within UNESCO, an organization that often addresses linguistic and cultural issues (see details of the agreement at http://www.pm.gc.ca/eng/media.asp?id=1153).

This activity contributes to the department's objectives of advancing and defending Canadian interests internationally by bringing coherence to the department's strategic policy development and priority setting, developing and coordinating its public diplomacy activities to help promote an international environment predisposed to Canadian values and interests and increasing the understanding of Canadians about global issues and foreign policy.

The activity listed above also delivers real benefits to Canadians by:

  • contributing to the government's ability to deliver a coherent international policy, reflecting a whole-of-government, whole-of-Canada approach that is responsive to evolving global realities and that takes into account any emerging global issues with the potential to affect Canada;
  • advancing Canada's interests through the use of targeted, coordinated advocacy strategies;
  • building a positive, modern image of Canada, which enhances the country's influence internationally and supports dialogue on crucial global issues;
  • contributing to global peace and security as well as strengthening Canada's relationships with rising powers through ongoing cooperation and dialogue;
  • expressing Canada's global citizenship by addressing important issues related to sustainable development, education, cultural diversity, youth and values through dialogue, research and cooperation; and
  • engaging Canadians in foreign policy and enabling them to contribute to projecting Canada abroad.

Planning Context: The following factors affect the strategic planning and public diplomacy functions of the department:

  • the growing interdependence of domestic and international interests and the corresponding need to address this issue in developing and promoting foreign policy;
  • the increasing number of federal departments and agencies that are becoming active internationally, which emphasizes the need for this department to lead and coordinate overall Canadian approaches to international relations, acting as a central agency to build policy coherence;
  • the necessity for clearly targeted and highly focused messaging in order to garner attention in an international environment dominated by 24-hour electronic communications; and
  • the need to build international influence through dialogue, profile raising and the expansion of networks of opinion leaders and decision makers in key countries.

The department manages significant grant and contribution programs related to its strategic policy and public diplomacy programs, including grants in aid of academic and cultural relations. Most of these programs help increase international awareness of Canadian distinctiveness and culture, while helping to articulate Canadian attitudes and positions in foreign media, business, cultural and academic circles. These programs also help young Canadians to travel and work abroad, which not only enriches their own experiences but also benefits the host countries. In 2006-2007, the department will spend just over $22 million on these grant and contribution programs.

3.2.1.1.2 Plans and Priorities for the Strategic Policy and Public Diplomacy Program Activity

The priorities are:

  • greater collaboration with the United States and increased cooperation with hemispheric partners, leading to greater security and prosperity;
  • a revitalized multilateralism, responding to the new challenges of globalization and putting outcomes ahead of processes;
  • greater engagement with like-minded partners in the G8 as well as emerging economies such as Brazil, Russia, India and China; and
  • a foreign ministry that is recognized as modern and agile.

Each of the strategic priorities for this program activity is supported by one or more one- to three-year outcomes. The department will advance the achievement of these outcomes by taking the following actions:

Greater collaboration with the United States and increased cooperation with all hemispheric partners, leading to greater security and prosperity

  • The department will continue to support the growing role of the Foundation for Educational Exchange between Canada and the United States in promoting relations between the two countries. This foundation, supported by the department and the United States Department of State, engages Canadian and American scholars in exchanges consistent with the highest standards of academic excellence.
  • Support for Canadian studies in the United States and Mexico will continue to be a major means of promoting knowledge of Canada throughout North America among academics, students and key audiences through research, student mobility, curriculum development and hosting of conferences. The department will also work closely with the Network for North American Studies in Canada (NNASC), a new initiative of the Foundation for Educational Exchange.
  • The department will promote further academic exchanges with Mexico.
  • It will promote programs of youth mobility, dialogue, connectivity and partnership, as well as develop other linkages among existing networks targeted to international policy priorities and emerging issues in order to foster ideas exchange and dialogue.
  • It will support bilateral and trilateral cultural and educational programming to foster dialogue and understanding among North American Free Trade Agreement (NAFTA) partners, including issues related to human capital.
  • It will advance Canadian interests through the use of targeted, whole-of-government advocacy strategies on issues of bilateral and trilateral importance.

Together, these initiatives will help encourage greater dialogue and understanding among Canadians, Americans and Mexicans.

A revitalized multilateralism, responding to the new challenges of globalization and putting outcomes ahead of processes

  • The department will leverage the impact of government and non-governmental actors to create synergies and share information to promote collaboration and coordination in international democracy assistance. This will result in a more focused and better coordinated Canadian contribution to democratic development internationally.
  • It will develop Canadian positions on cultural diversity that Canada hopes UNESCO will adopt. These will serve as an example to other countries in terms of the importance of cultural diversity.
  • In 2007-2008, the international polar research community will celebrate the 125th anniversary of the first International Polar Year (IPY) and the 50th anniversary of the International Geophysical Year (IGY). These two initiatives have brought significant new insights into global processes and laid the foundation for decades of invaluable polar research. An intense global campaign of coordinated polar observations and analysis will be bipolar in focus, multidisciplinary in scope and international in terms of participation. Canadian IPY activities will address both the Arctic and Antarctica, involve scientists from a range of disciplines and maintain a focus on compelling scientific questions.

A greater engagement with like-minded partners in the G8 as well as emerging economies such as Brazil, Russia, India and China

  • The department will increase the number of exchanges and discussions with rising powers, particularly Brazil, Russia, India and China, on a variety of sociopolitical and economic topics, leading to strengthened relationships.

A foreign ministry that is recognized as modern and agile

  • In collaboration with federal partners, the department will provide an annual international policy update to Parliament. It will be used by the department and its federal partners to help assess their related performance. This update will also be used as a tool for debate, serving to inform Canada's international priorities in the future.
  • It will transfer additional positions from Headquarters in Ottawa to missions abroad in order to achieve the target of having 50 percent of the Foreign Service working outside Canada by 2010.
  • It will use the country strategy process to task Heads of Missions with coordination of overall government policy at missions abroad.
  • It will expand use of the federal/provincial/territorial (FPT) consultative mechanism.
  • It will work with FPT partners to increase international awareness of Canada and its values through enhanced cooperation with other federal states.
  • It will encourage the provinces and territories to send representatives as members of Canadian delegations to international meetings in which they have a direct interest.
  • It will assist the international activities of municipalities, while helping to identify and act on new areas of cooperation.
  • In preparing material for meetings of the Cabinet Committee on Foreign Affairs and National Security as well as interdepartmental committees chaired by the Deputy Minister, the department will provide more effective government-wide leadership and coordination with respect to international policy.

The following initiatives will enable Canadians to be better informed about, and more engaged in, international policy:

  • The department will further develop an interactive website (http://www.dfait-maeci.gc.ca/cip-pic/menu-en.asp) to support broad public participation in the development and communication of Canada's international policies. This site explains Canada's foreign policy, provides an opportunity for discussion and serves as the principal resource for information on current and past Canadian foreign policy.
  • It will use its Foreign Policy Dialogue Program to promote informed public dialogue on Canada's international policy through support for conferences and roundtables in Canada. This program will also build capacity for policy analysis and independent advice on foreign policy.
  • It will use its Citizen Diplomacy Program to enhance awareness and understanding of international issues, create and support international networks, and raise Canada's international profile through targeted assistance for the international activities of Canadians and Canadian organizations.
  • It will use its Model Multilateral Assemblies Program to enhance youth experience in, and knowledge of, multilateral institutions. It will support their participation in model multilateral simulations, such as that of the UN. It will also host such events in Canada.
  • It will increase awareness of departmental programming in the cultural community across Canada through the Canadian cultural outreach strategy, while more actively engaging with Canadian arts and cultural groups. The department will also explore ways to help artists and artistic groups gain greater access to international markets.

The following initiatives will enable better integration and management of public diplomacy resources:

  • The department will pursue a comprehensive public diplomacy strategy that builds long-term relationships, raises Canada's profile, delivers targeted advocacy campaigns abroad, advances Canada's interests and better engages Canadians. This will more directly link mission activities to Canada's foreign policy priorities and allow more rigorous evaluation of these activities against measurable benchmarks identified in the strategy.
  • It will work with other federal departments, the provinces, territories and other stakeholders to develop an international education strategy.
  • It will promote increased people-to-people links and facilitate academic and youth mobility through framework agreements.
  • The department will provide a clear indication to the provinces and territories on its approach to more effective collaboration across regions and sectors through the launch of new domestic outreach programs to support public diplomacy and engagement of Canadians in discussion of foreign policy.
  • It will disseminate research and engage the policy research community in Canada and abroad.
  • It will use advocacy as a foreign policy tool to advance Canada's interests.

As part of the overall transformation agenda, the Strategic Policy and Public Diplomacy program activity will:

  • target training at the Canadian Foreign Service Institute, while attracting and retaining more Headquarters and locally engaged staff with policy and project management experience; and
  • increase capacity in economic policy so that socioeconomic issues are addressed in foreign policy development.
3.2.1.1.3 Planned Spending: Financial and Human Resources Utilization - (see Part III, section 3.3 Financial and Other Tables for more information)



Financial Resources ($ millions)


Year

2006-2007 2007-2008 2008-2009

Total Planned
Total Planned
Spending

46.4 41.7 41.6




Human Resources (FTEs)


Year

2006-2007 2007-2008 2008-2009

Total Planned
Full Time
Equivalents

162 162 162


The department continues to link its human resources and business planning throughout its operations. It has developed a plan, which addresses human resources requirements and responds to concerns expressed in employee surveys. It focuses on four key areas: innovative leadership, an aligned organization, a skilled workforce and an enabling workplace. In addition, the department has produced a new planning template for human resources to be used in the forthcoming business planning cycle. It connects anticipated human resources needs and identified issues and risks for each program activity with the department's overall strategic direction. To avoid repetition, the points contained in this paragraph will not be repeated under each of the department's program activities.

3.2.1.1.4 Performance Monitoring


Strategic Priority 1: Greater collaboration with the United States and increased cooperation with all hemispheric partners


Key Priority Indicators: Milestones achieved marking negotiation progress; increased cooperation on a range of government activity to advance Canadian interests and promote better understanding of Canada's relations with the United States and Mexico; more agreements and fewer disputes; increasing number of staff posted to missions and collaborative networks


1- to 3-year planned outcomes


As demonstrated by

  • Greater dialogue and understanding among Canadians, Americans and Mexicans
  • Number of conferences, seminars, workshops and lectures targeted to bilateral, trilateral and international policy priorities and emerging issues, for the purpose of fostering ideas and dialogue
  • Number and range of allies in Canada, the United States and Mexico
  • Number of new Fulbright awards (grants for Canadian and American scholars to encourage and broaden research on subjects pertaining to the relationship between the two countries)
  • Number of advocacy strategies developed and implemented
  • Number of visits to departmental websites related to North America
  • Implementation and results of wide-ranging activities captured in the weekly Canada-United States Advocacy Report Card (a widely distributed weekly publication providing information on the activities of Canadian missions in the United States as well as policy updates on key bilateral issues)
  • Increased opportunities for dialogue and exchange, including with parliamentary groups, provinces, academics, researchers etc.
  • Number and reach of programs and activities that promote the study of Canada in United States and Mexico and academic, student and youth mobility exchanges

Strategic Priority 3: A revitalized multilateralism


Key Priority Indicators: Level of success in creating a whole-of-government platform to advance global issues and the human security agenda


1- to 3-year planned outcomes


As demonstrated by

  • Canada's contributions to democratic development internationally are more focused and better coordinated
  • Establishment of a coordinating mechanism for arm's-length and democracy organizations

Strategic Priority 4: Greater engagement with like-minded partners in the G8 as well as emerging economies such as Brazil, Russia, India and China


Key Priority Indicators: Milestones achieved marking negotiations


1- to 3-year planned outcomes


As demonstrated by

  • Strengthened relationship with rising powers (e.g. Brazil, Russia, India, China)
  • Number of exchanges between Brazil, Russia, India, China

Strategic Priority 6: A modern foreign ministry


Key Priority Indicators: Treasury Board Secretariat's Management Accountability Framework assessment; recognition of departmental leadership on administrative and management issues; progress in program and policy renewal; level of integration of corporate systems into decision-making processes; increase in number of political, economic relations and public affairs officers abroad


1- to 3-year planned outcomes


As demonstrated by

  • More effective leadership of, and coherence on, international policy issues and strategies
  • Whole-of-government country strategy planning process in place throughout the department and missions abroad
  • Extent to which Heads of Missions are able to coordinate their activities through HOM mandate letters and performance management agreements, using country strategies; level of satisfaction of stakeholders with country strategy process

  • Better integration and management of the department's public diplomacy resources
  • Development and implementation of comprehensive public diplomacy strategy

  • Canadians better informed about, and more engaged in, international policy
  • Number of new domestic outreach programs; extent to which Canadians provide input into discussion of Canadian foreign policy through tools such as the Internet

  • Greater program, policy and project management capacity, both at Headquarters and at missions abroad
  • Level of satisfaction of stakeholders and clients with policy and project management advice


3.2.1.2 Program Activity: International Security
3.2.1.2.1 Description of Program Activity and Related Planning Context

Program Activity: advocating Canadian international security interests and human security program interests bilaterally and multilaterally, as well as managing the department's responsibilities with respect to security and intelligence.

In carrying out this activity, the department:

  • leads and coordinates government-wide efforts on critical security issues such as continental defence and security; counterterrorism; counter-narcotics; non-proliferation, arms control and disarmament; stabilization and reconstruction efforts in failed and fragile states; responses to natural disasters; ongoing efforts to ban anti-personnel mines; defence and security relations with countries outside North America; and transnational organized crime;
  • promotes Canadian interests in multilateral, regional and bilateral defence and security relations; and
  • develops and implements strategies and policies on peacebuilding, peace support, intelligence cooperation, humanitarian affairs, conflict prevention and the security of personnel and assets at Canada's missions abroad.

The government has made available to the department new current year resources for further security enhancements abroad and global peace and security initiatives, including the Stabilization and Reconstruction Task Force. START will provide timely and coordinated whole-of-government responses to international crises (natural and human-made).

In pursuing Canada's international security agenda, the department makes use of the full range of Canada's diplomatic tools and assets, notably its network of missions, which include the country's representation at NATO in Brussels, the UN in Vienna and the Organization for Security and Cooperation in Europe (OSCE) in Vienna.

The department also collaborates on security issues with a wide range of federal partners, including the Department of National Defence, Public Safety and Emergency Preparedness Canada, the Canadian Security Intelligence Service (CSIS) and the Royal Canadian Mounted Police (RCMP) as well as with other levels of government across the country and members of civil society. In addition, the department works on security matters with like-minded nations and multilateral and other international organizations.

Planning Context: There are a number of significant security issues facing the international community, including:

  • an increase in the number of failed and fragile states such as Sudan, Haiti and Afghanistan;
  • threats posed by proliferation of weapons of mass destruction (nuclear, biological, chemical), including those from non-state actors; and
  • ongoing incidents of terrorism, such as the recent attacks on Canadians in Afghanistan since January 2006.

These threats have sharply increased the potential impact of distant conflicts on Canada and Canadians.

Additional factors affecting Canada's efforts in international peace and security include the considerable influence of the United States in world affairs and its preoccupation with security in the post-9/11 environment; the role of rising powers such as Brazil, Russia, India and China; the growing intensity and impact of natural disasters; and the ongoing debate about the effectiveness of multilateral organizations like the UN in dealing with global security.

The department manages nearly $175 million in grant and contribution programs related to security. These include:

  • assessed contributions (fees to cover Canada's membership in international organizations such as the International Atomic Energy Agency, the Comprehensive Nuclear Test Ban Treaty Organization and the Organization for Security and Cooperation in Europe); and
  • discretionary grant and contribution programs to advance Canada's interests internationally, including the Global Partnership Program, which helps Canada honour its commitments to the G8 Global Partnership Against the Spread of Weapons and Materials of Mass Destruction.
3.2.1.2.2 Plans and Priorities for the International Security Program Activity

The priorities are:

  • greater collaboration with the United States and increased cooperation with all hemispheric partners, leading to greater security and prosperity;
  • a more secure world, safer from the threats of failed and fragile states, terrorism, transnational crime, drugs, corruption and weapons of mass destruction;
  • a revitalized multilateralism, responding to the new challenges of globalization and putting outcomes ahead of processes;
  • greater engagement with like-minded partners in the G8 as well as emerging economies such as Brazil, Russia, India and China; and
  • a foreign ministry that is recognized as modern and agile.

Each of the strategic priorities for this program activity is supported by one or more one- to three-year outcomes. The department will advance the achievement of these outcomes by taking the following actions:

Greater collaboration with the United States and increased cooperation with all hemispheric partners, leading to greater security and prosperity

  • In May 2006, Canada and the United States renewed the NORAD (North American Aerospace Defense Command) Agreement. Canada's ongoing participation in NORAD will continue to protect Canadian interests and sovereignty.
  • It will review the recommendations of the Bi-national Planning Group regarding continental defence and security cooperation. The Bi-national Planning Group, whose mandate expires in May 2006, was created to bring together Canadian and American officials to work on contingency plans for defending against, and responding to, possible threats in Canada and the United States, including natural disasters and potential terrorist attacks (http://www.canadianally.com/ca/).
  • It will continue to increase awareness among United States authorities of actions taken by Canada in the fight against drugs, to counter the perception that Canada is "soft" on drugs.
  • The department will work with stakeholders in the provinces and territories, business groups and non-governmental organizations to advance the Government of Canada's Official Comment on the Western Hemisphere Travel Initiative (WHTI), http://geo.international.gc.ca/can-am/new_york/right_nav/whti-en.asp.
  • It will pursue greater Canada-United States collaboration on efforts to address crime and terrorism through international institutions.
  • It will pursue initiatives on bilateral and trilateral cooperation in areas of peace and security, including work with other departments on border and trans-border issues such as terrorism, natural disasters and pandemic preparedness.
  • It will enhance dialogue with Mexico on security issues.

The initiatives under this strategic priority will help strengthen cooperation with the United States on border, transboundary and security issues.

A more secure world, safer from the threats of failed and fragile states, terrorism, transnational crime and weapons of mass destruction

A number of activities undertaken under this priority will help to improve the political and economic stability of failed and fragile states, as follows:

  • The department will leverage Canadian influence in the G8, NATO, the UN and regional organizations to strengthen their emergency response and peace support capabilities. The Prime Minister will most probably take part in NATO's November 2006 Summit in Riga, Latvia, where discussions will focus on the political and military transformation of NATO. Canada supports NATO's new agenda and its mission in Afghanistan. In April 2006, Foreign Minister MacKay attended the NATO Foreign Ministers' meeting in Bulgaria, at which a wide range of security issues were discussed and preparations for the upcoming NATO Summit were reviewed. During discussions on the importance of building stability in Iraq, Minister MacKay announced that Canada will provide $1.5 million over two years to the NATO trust fund for training Iraqi security forces. On May 17, 2006, following a House of Commons debate, members of Parliament approved extension of Canada's military mission to Afghanistan.
  • The department will continue to work with the United States and other nations supporting the Global Partnership Program's efforts to reduce the threat posed by weapons of mass destruction.
  • It will play a key role, through Canada's peace support operations, in providing stability to troubled regions of the world. Canada will continue to play a significant role in Afghanistan, where it is making important diplomatic, defence and development contributions to stabilization and reconstruction efforts through the Canadian Embassy in Kabul and the Provincial Reconstruction Team in Kandahar.
  • The government will ask parliamentarians to conduct a comprehensive review of the Anti-Terrorism Act. It takes aim at terrorist organizations and assists the Government of Canada to meet the extraordinary challenges that terrorism poses. It contains numerous safeguards, which include an important requirement that Parliament comprehensively review its provisions and operation after three years. The original legislation, introduced jointly by the Ministers of Justice, the Solicitor General and the Minister of Foreign Affairs, was passed in December 2001. This review, begun in 2004, was interrupted by the dissolution of Parliament in November 2005.
  • The department will support ongoing RCMP deployments and peace support operations in Haiti, with a focus on police and other security-sector reform.
  • It will work toward a coordinated Canadian response to the political and humanitarian crisis in Darfur, including capacity building for regional organizations to conduct peace support operations and implementation of the peace agreement through the UN Peacekeeping Office. In May 2006, talks led by the African Union resulted in achievement of the Darfur Peace Agreement. Canada worked closely with the African Union, the European Union, the United Kingdom and the United States in brokering the agreement during the final days of negotiations. Also in May, Prime Minister Harper announced that Canada is immediately increasing financial support for Sudan by $40 million-$20 million for urgent humanitarian needs and $20 million to enhance the ability of the African Union Mission in Sudan to assist in initial implementation of the peace agreement and lay the groundwork for a successful transition to a UN mission.
  • It will promote stability in Kosovo and in Bosnia and Herzegovina.
  • It will support the design and implementation of the G8 peacekeeping capacity-building program to ensure that there are enough peacekeepers to intervene in these types of humanitarian situations.
  • It will help increase the capacity of developing states to prevent and respond to terrorist activity, in a manner consistent with international counterterrorism and human rights norms, through the Counter-Terrorism Capacity Building Program. This program, which is led by the department, involves over 15 federal departments and agencies. It will increase the capacity of developing states to counter terrorism, corruption and transnational crime.
  • The department will work closely with the United States in its Proliferation Security Initiative (PSI) to improve information sharing and military and police capacities to interdict weapons of mass destruction. PSI participants share a common objective: to prevent the proliferation of weapons of mass destruction, their delivery systems and related materials in order to enhance international security.
  • The department will complete and implement the G8 Secure and Facilitated Travel (SAFTI) agenda to further improve the security of international travel and transportation, including measures to protect rail, mass transit and civil aviation systems.
  • It will prepare for Canadian ratification of the UN Convention Against Corruption by June 2006 (see http://www.unodc.org/unodc/en/crime_convention_corruption.html), as well as the International Convention for the Suppression of Acts of Nuclear Terrorism and the amendment to the Convention on the Physical Protection of Nuclear Material.
  • It will continue to lead the interdepartmental process for the listing of terrorist entities under Canadian regulations in accordance with international obligations, including UN Security Council resolutions (UN Suppression of Terrorism Regulations and UN Afghanistan Regulations). Currently, 503 groups are listed under the Canadian regulations.
  • It will work with Russia, in that country's current role as chair of the G8, specifically in the G8 Roma/Lyon group on crime and terrorism issues.
  • It will work to develop and implement existing international norms and standards in the fight against international crime, illicit drug and human trafficking, and terrorism as well as in relation to human rights and humanitarian law.

A number of initiatives within the International Security program activity are aimed at reducing opportunities for the proliferation of weapons and materials of mass destruction, as follows:

  • The department will work to review and update Canada's non-proliferation, arms control and disarmament policies.
  • It will work towards strengthening norms, treaties and obligations in non-proliferation, arms control and disarmament (NACD).
  • It will place priority on the effective operation of agencies and negotiating forums dealing with NACD issues, such as the

International Atomic Energy Agency, the Nuclear Suppliers Group, the Organization for the Prohibition of Chemical Weapons and the UN's Conference on Disarmament.

  • It will contribute substantively to the UN Group of Government Experts on Verification, by chairing the group and maintaining Canadian leadership in this important field.
  • It will develop ways to integrate mine action into Canada's broader efforts toward sustainable development.
  • It will continue to support efforts for a diplomatic solution to the Iran nuclear issue and encourage Iran to comply fully with its multilateral non-proliferation obligations.
  • It will work to advance multilateral disarmament objectives, particularly a Fissile Material Cut-Off Treaty and prevention of an arms race in outer space, at the 2006 UN Conference on Disarmament in Geneva.
  • Through the department's Global Partnership Program, Canada will build on its portfolio of cooperation projects in Russia and other states of the former Soviet Union to reduce the risk posed by weapons of mass destruction. Canada will undertake projects in all four priority areas identified by leaders at the 2002 G8 Summit in Kananaskis: destruction of chemical weapons; dismantlement of decommissioned nuclear-powered submarines; disposition of fissile materials; and re-employment of former weapons scientists. Some specific initiatives of this program in 2006-2007 include the following:
    • Eight nuclear reactors will be defueled, three submarines dismantled and three submarines transported to the shipyard at Severodvinsk.
    • Canada will fill a critical niche at the chemical weapons destruction facility at Shchuch'ye in central Russia, where more than 1.9 million artillery shells filled with 5,400 tonnes of deadly nerve agents will be destroyed. Canada's contribution will reach nearly $100 million: $33 million for construction of an 18-km railway; $55 million for the second main destruction building; and $10 million for construction of several priority industrial infrastructure projects. Canada will also evaluate its support for another chemical weapons destruction facility to enable Russia to meet chemical weapons stockpile destruction deadlines.
    • Canada will implement projects, bilaterally and through the International Atomic Energy Agency, to improve the security of nuclear and radioactive material in Russia and countries of the former Soviet Union.
    • Canada will ensure the non-proliferation of weapons expertise through the International Science and Technology Center in Moscow (ISTC), which funds research and programs that redirect former weapons scientists in Russia and other countries of the former Soviet Union toward peaceful and sustainable research. Up to $18 million is available to support activities such as research partnerships and collaboration with Canadian researchers, seminars and training to engage former weapons scientists and to undertake research in areas of interest to Canada.
    • Canada will provide assistance and training under the Global Partnership Program to countries seeking to develop and implement improved biosafety and biosecurity standards to ensure the full accounting and safe storage of dangerous biological materials.

In addition, the department announced in April 2006 that Canada is contributing an additional $8 million to help complete the concrete shelter covering the damaged reactor at the Chernobyl nuclear power plant in Ukraine. The shelter is expected to reduce radiation levels in the region.

A revitalized multilateralism, responding to the new challenges of globalization and putting outcomes ahead of processes

  • The department will work toward adopting guidelines on the use of force under the principle of the Responsibility to Protect (R2P) report (see http://www.iciss.ca/report2-en.asp). The success of this effort is linked to achieving international consensus and progress on key UN reforms. The theme of the R2P report is that sovereign states have a responsibility to protect their own citizens from avoidable catastrophe but, when they are unwilling or unable to do so, responsibility must be borne by the broader community of states.
  • The department will also continue to work in regional and multilateral organizations, such as the G8 and the Organization of American States, as they move towards greater cooperation in the protection of citizens.

A greater engagement with like-minded partners in the G8 as well as emerging economies such as Brazil, Russia, India and China

  • The department will develop consultations with Brazil, Russia, India and China on security issues, including counterterrorism and international crime. These discussions will further strengthen Canada's relationships with these rising powers.

A foreign ministry that is recognized as modern and agile

  • The department will develop initiatives to strengthen its project management capacity.
  • It will work with federal partners to implement and improve whole-of-government delivery of the Counter-Terrorism Capacity Building Program (CTCBP) international security programs.
  • The department will continue to strengthen the security of its employees and missions abroad through methods such as increasing the size of its fleet of armoured vehicles, hiring additional mission security guards, increasing the level of security training for its personnel and providing enhanced secure communications.
  • The department will also pursue on a priority basis its next-generation secure communications system, while establishing new property standards that address the changing security environment.
  • The department will complete staffing of a Program Services Division within the International Security Branch in order to enhance overall project management practices, support more extensive application of modern comptrollership initiatives and strengthen corporate planning and financial stewardship.
3.2.1.2.3 Planned Spending: Financial and Human Resources Utilization (see Part III, section 3.3 Financial and Other Tables for more information)



Financial Resources ($ millions)


Year

2006-2007 2007-2008 2008-2009

Total Planned
Total Planned
Spending

361.0 315.8 344.5




Human Resources (FTEs)


Year

2006-2007 2007-2008 2008-2009

Total Planned
Full Time
Equivalents

411 411 411


3.2.1.2.4 Performance Monitoring


Strategic Priority 1: Greater collaboration with the United States and increased cooperation with all hemispheric partners


Key Priority Indicators: Milestones achieved marking negotiation progress


1- to 3-year planned outcomes


As demonstrated by

  • Strengthened cooperation with the United States on border, transboundary and security issues
  • Renewal of the NORAD agreement
  • Agreement by OGDs for DFAIT to host the Bilateral Consultative Group on counterterrorism (made up of senior policy representatives of federal departments and agencies involved in counterterrorism)

  • Strengthened North American cooperation on security, prosperity and quality of life issues on key areas of interest to Canada
  • Ongoing strengthening of Canada-Mexico, Canada-United States and trilateral relationships on common security interests

Strategic Priority 2: A more secure world for Canada and Canadians


Key Priority Indicators: Increased international recognition of Canadian security assistance; tangible elimination of weapons and materials of mass destruction; increased capacity to plan and deliver whole-of-government responses to international crises; increased knowledge and capacity of developing states to take necessary measures to counter terrorism, corruption and transnational crime


1- to 3-year planned outcomes


As demonstrated by

  • Improved political and economic stability of failed and fragile states such as Afghanistan, Haiti, Sudan and states in the Middle East
  • Support within G8, NATO, the UN and regional organizations for Canadian positions related to response and peace support capabilities

  • Increased capacity of developing states to counter terrorism, corruption and transnational crime
  • Increased expertise in developing states on the latest counterterrorism, anti-corruption and transnational crime measures

  • More timely, coordinated, whole-of-government responses to international crises
  • Extent to which new government resources are deployed rapidly to respond to international crises and enhanced security measures

  • Reduced opportunities for the proliferation of weapons and materials of mass destruction
  • Amount of such material destroyed
  • Increasing numbers of former weapons scientists employed in other activities
  • Extent to which decisions of the International Atomic Energy

Strategic Priority 3: A revitalized multilateralism


Key Priority Indicators: Pace of UN reforms


1- to 3-year planned outcomes


As demonstrated by

  • International consensus achieved and progress made on key UN reforms
  • Degree to which recommendations of the Responsibility to Protect are implemented

Strategic Priority 4: Greater engagement with like-minded partners in the G8 as well as emerging economies such as Brazil, Russia, India and China


Key Priority Indicators: Milestones achieved marking negotiation progress


1- to 3-year planned outcomes


As demonstrated by

  • Strengthened relationships with rising powers (Brazil, Russia, India and China)
  • Number of exchanges between Canada and Brazil, Russia, India and China
  • Number of agreements reached on a variety of socioeconomic and cultural issues
  • Results of bilateral consultations with Brazil, Russia, India and China on international security

Strategic Priority 6: A modern foreign ministry


Key Priority Indicators: Treasury Board's Management Accountability Framework assessment; recognition of departmental leadership on administrative and management issues; progress in program and policy renewal; level of integration of corporate systems into decision-making processes


1- to 3-year planned outcomes


As demonstrated by

  • Greater program, policy and project management capacity, both at Headquarters and at missions abroad
  • Level of satisfaction of stakeholders and clients with policy and project management advice


3.2.1.3 Program Activity: Global Issues
3.2.1.3.1 Description of Program Activity and Related Planning Context

Program Activity: advocating a stronger and more effective multilateral system, capable of addressing Canada's interests in global issues, particularly international economic relations and development, the environment and sustainable development, human rights and human security.

In carrying out this activity, the department:

  • promotes a reinvigorated, results-oriented multilateralism at home and abroad, focused on advancing human security, supporting more effective sustainable development strategies, strengthening international development, as well as helping to modernize and mobilize multilateral institutions to ensure they are more effective in addressing global issues;
  • leads and coordinates Canada's involvement in multilateral organizations from a whole-of-government perspective;
  • promotes Canada's international objectives through its membership in multilateral organizations;
  • provides strategic analysis and advice to the government on key international issues; and
  • implements the Northern Dimension of Canada's Foreign Policy (http://www.dfait-maeci.gc.ca/circumpolar/sec06_ndfp_rpt-en.asp) and the international components of Canada's Aboriginal policies.

In carrying out its activities related to global issues, the department works closely with Canada's UN missions in New York City and Geneva as well as its missions to UNESCO and the Organization for Economic Cooperation and Development (OECD), both in Paris.

Planning Context: Canada's prosperity and security are more directly affected by international trends and events than ever before. Serious issues confront the international community, including the impacts of migration, the transnational spread of infectious diseases, longer-term energy security and the need for reform of multilateral organizations to keep pace with the shifting global environment and the growing number of players on global issues at home and abroad.

In this context, progress in achieving key Canadian objectives can seem ponderously slow. Hence, Canada remains focused on medium- to longer-term objectives and solutions, while remaining agile enough to manage immediate and short-term issues.

It is essential for the department to collaborate extensively with a full range of partners, including other federal departments and agencies, other levels of government across the country, the private sector, non-governmental organizations, the academic community and think tanks. Internationally, the department collaborates,inter-alia, on global issues with UN organizations, the G8, the Commonwealth, La Francophonie, the OECD and the Asia-Pacific Economic Cooperation forum and the Secretariats of the key Multilateral Environment Agreements (MEAs).

3.2.1.3.2 Plans and Priorities for the Global Issues Program Activity

The priorities are:

  • A more secure world for Canada and Canadians, safer from the threats of failed and fragile states, terrorism, transnational crime and weapons of mass destruction;
  • a revitalized multilateralism, responding to the new challenges of globalization and putting outcomes ahead of processes; and
  • a foreign ministry that is recognized as modern and agile.

Each of the strategic priorities for this program activity is supported by one or more one- to three-year outcomes. The department will advance the achievement of these outcomes by taking the following actions:

A more secure world for Canada and Canadians, safer from the threats of failed and fragile states, terrorism, transnational crime and weapons of mass destruction

  • The department will promote timely and effective international humanitarian action that enhances the rights and well-being of crisis-affected populations, by ensuring Canada's engagement in, and support for, efforts to strengthen the UN's humanitarian architecture in the field and at Headquarters.
  • The department will develop and advance policies aimed at promoting and protecting human rights and humanitarian law through measures such as support for the newly established UN Human Rights Council. In March 2006, Canada welcomed the decision by the UN General Assembly to establish the Human Rights Council to replace the Commission on Human Rights. In May 2006, Canada was elected as one of 47 members of this new council. Canada's term will be for three years, while a number of other members will only serve one- or two-year terms.
  • The department will promote agreement on ambitious counterterrorism, non-proliferation and health security commitments and standards at APEC, G8 summits and ministerial meetings and encourage implementation of past commitments in these areas.
  • It will consolidate the evolution of APEC as a forum at which Canada can promote its security interests.

A revitalized multilateralism, responding to the new challenges of globalization and putting outcomes ahead of processes

  • The department will work to codify and implement the key elements of the Responsibility to Protect concept, having secured its international endorsement at the September 2005 UN Summit. These elements include monitoring, reporting, training and capacity-building requirements related to the protection of civilians. These measures will further strengthen international consensus and progress on Canada's Responsibility to Protect agenda.
  • It will contribute to planning related to the succession of the UN Secretary-General and promote the adoption of a more transparent and consultative selection mechanism.
  • It will work with like-minded countries to advance management reform of the UN and eliminate overlap and duplication in the system.
  • It will contribute to streamlining of La Francophonie and implementation of its 10-year strategic plan.
  • It will lead development of strategies to advance Canadian interests at UN specialized agencies.
  • It will build support for Canada's election to the Security Council in 2011-2012.
  • It will work towards a UN Comprehensive Convention on International Terrorism.
  • It will start developing strategies to advance Canadian interests at the next Francophonie Summit in Bucharest (2006) and initiate consultations with the provinces on the Francophonie Summit in Quebec City (2008).
  • It will ensure a successful re-launch of the Paris Pact initiative to advance international cooperation to disrupt drug routes from Afghanistan. The Paris Pact is a partnership of countries affected by opium from Afghanistan.
  • It will continue work in the Organization of American States, the Organization for Security and Cooperation in Europe, the Asia-Pacific Economic Cooperation forum and the Association of Southeast Asian Nations Regional Forum to further security cooperation.

A number of initiatives related to this program activity are aimed at developing and implementing a whole-of-government agenda on global issues that advances Canadian objectives in areas such as migration, health, energy security, cities and the environment. Following are some of the key initiatives for the planning period:

  • The department will explore approaches to address the urban dimensions of conflict.
  • It will explore approaches to address the linkages between health issues and all elements of the human security agenda.
  • It will continue to work with signatories to develop and implement instruments on crime, human smuggling and firearms and foster international cooperation on issues such as capacity building.
  • It will ensure a successful launch and first conference of parties to the new UN Convention Against Corruption.
  • It will promote a whole-of-government approach to women, peace and security through measures such as development of a national action plan on implementation of Security Council Resolution 1325. This resolution, passed unanimously in 2000, is the first ever passed by the UN Security Council to specifically address the impact of war on women and women's contributions to conflict resolution and sustainable peace.
  • It will promote greater global attention to the importance of disaster risk reduction, both bilaterally and multilaterally, including the international financial institutions.
  • It will develop mechanisms to hold accountable those whose economic transactions violate international humanitarian rights or law.
  • It will promote constructive state engagement to improve migrants' human rights and mitigate the negative impacts of migration on developing countries. Areas that Canada will focus on include migrant smuggling and trafficking, implications of healthcare worker migration, remittance and capacity building.
  • It will strengthen its capacity to understand evolving energy markets to help support the Prime Minister's G8 summitry, better track the geopolitics of energy and contribute to better policy making with regard to climate change. The federal government is working towards a "Made-in-Canada" approach to clean up the air and reduce greenhouse gas emissions.
  • It will work to promote a whole-of-government approach to the global dimensions of HIV/AIDS, in cooperation with Canadian and international civil societies, and work to ensure that the XVI International AIDS Conference in Toronto, the world's largest meeting on this issue, is a success.
  • It will promote a whole-of-government approach to global pandemics and work to strengthen Canada's international and domestic pandemic preparedness plans.
  • It will promote agreement on sustainable development and democratic development commitments and standards at APEC and G8 summits and ministerial meetings as well as at meetings of international financial institutions, on issues within the mandates of these organizations.
  • It will coordinate Canadian sustainable development, economic prosperity and democratic development capacity-building initiatives in the G8 and APEC, in particular to promote implementation of their security commitments by all members.
  • It will work with Fisheries and Oceans Canada to combat overfishing more effectively through changes to the international governance regime for high-seas fisheries.
  • It will investigate the potential for a legally binding instrument on forests among like-minded countries disillusioned by the lack of progress within the UN Forum on Forests (http://www.un.org/esa/forests/about.html).
  • It will seek additional global funding to improve access to safe drinking water and sanitation, as well as improved multilateral coordination, by fostering the role of regional development banks on this issue. Canada will also promote transboundary water-basin management cooperation programs in a number of disputed water systems.
  • It will support efforts of the Organization for Security and Cooperation in Europe to provide assistance in legal and electoral reform, good governance and democratic development.
  • It will develop practical ways to reduce human security threats related to small arms and light weapons proliferation. Part of these efforts will focus on the UN Small Arms and Light Weapons Review Conference, which will provide an avenue for the renewed human security agenda that Canada will advance internationally.
  • It will promote ratification and implementation of the Rome Statute of the International Criminal Court by more countries. The statute will strengthen the international framework on criminal matters.

A foreign ministry that is recognized as modern and agile

The Global Issues program activity plays a part in the transformation agenda of the department. The following initiatives will help the department provide more effective leadership and coherence on international policy issues and strategy, better inform and engage Canadians in international policy, and provide greater program, policy and economic analysis capacity at both Headquarters and abroad.

  • The department will integrate interdepartmentally agreed Canadian policy positions into analysis and advice provided to the G8 Sherpa and the APEC Senior Official.
  • It will hold departmental and interdepartmental consultations to determine Canadian policies and priorities within the multilateral economic organizations (APEC, G8 and OECD), and maintain regular, ongoing contact with other federal departments.
  • It will hold regular consultations, including annual events on peacebuilding, human rights and humanitarian affairs, continued dialogue with Aboriginal organizations and continued dialogue on circumpolar issues.
  • It will continue support for, and close collaboration with, Canadian non-governmental organizations and academics as well as key international partners.
  • It will work to integrate a gender analysis more systematically into global issues policies, programs and activities.
  • It will work with Canada's network of economic and finance counsellors at missions abroad to ensure the provision of high-quality, relevant economic reporting through regular contact and interaction at the annual Economic and Finance Counsellors Meeting. Held each year in March, this meeting is organized by the department, with federal partners such as the Department of Finance Canada, and attended by members of this department's staff from both Headquarters and missions abroad.
  • It will work to improve and entrench interdepartmental coordination so that monies from the International Assistance Envelope of the federal budget are allocated to policy priorities in a coherent, transparent manner.
  • It will work to increase the economic literacy of department's staff through a series of outreach discussions on international economic issues.
3.2.1.3.3 Planned Spending: Financial and Human Resources Utilization (see Part III, section 3.3 Financial and Other Tables for more information)


Financial Resources ($ millions)


Year

2006-2007 2007-2008 2008-2009

Total Planned
Total Planned
Spending

513.0 542.3 529.9




Human Resources (FTEs)


Year

2006-2007 2007-2008 2008-2009

Total Planned
Full Time
Equivalents

470 470 470




Strategic Priority 2: A more secure world for Canada and Canadians


Key Priority Indicators: Increased international recognition of Canadian security assistance; tangible elimination of weapons and materials of mass destruction; increased capacity to plan and deliver whole-of-government responses to international crises; increased knowledge and capacity of developing states to take necessary measures to counter terrorism, corruption and transnational crime


1- to 3-year planned outcomes


As demonstrated by

  • Increased capacity of developing states to counter terrorism, corruption and transnational crime
  • Increased expertise in developing states on latest counterterrorism, anti-corruption and transnational crime measures

Strategic Priority 3: A revitalized multilateralism


Key Priority Indicators: Pace of UN reforms; level of international acceptance of Canadian global issues and human security agenda; level of success in creating a whole-of-government platform to advance global issues and human security agenda


1- to 3-year planned outcomes


As demonstrated by

  • International consensus achieved and progress made on key UN reforms
  • Creation of a peacebuilding commission at the UN
  • Creation of a human rights council at the UN
  • The degree to which recommendations of the Responsibility to Protect report are implemented
  • Adoption by the UN of modern management methods
  • Elimination of organizational overlap and duplication at the UN

  • A whole-of-government global issues agenda developed and implemented internationally to advance Canadian objectives on issues such as migration, health, energy security, cities, the environment and sustainable development
  • Level of progress on individual agenda items: health, energy, security, cities, the environment and sustainable development

  • A renewed human security agenda for Canada is advanced internationally








  • A strengthened international framework on criminal matters, with an increasing number of countries ratifying and implementing the Rome Statute of the International Criminal Court
  • Agreement on Canada's human security agenda
  • Forums and countries in which Canada's human security agenda is promoted and supported
  • Acceptance of new non-traditional elements of human security such as health and urban dimensions of conflict and corporate involvement in war economies
  • Increasing number of countries ratifying and implementing the Rome Statute on the International Criminal Court

Strategic Priority 6: A modern foreign ministry


Key Priority Indicators: Treasury Board's Management Accountability Framework assessment, recognition of departmental leadership on administrative and management issues; progress in program and policy renewal; level of integration of corporate systems into decision-making processes


1- to 3-year planned outcomes


As demonstrated by

  • More effective leadership of, and coherence on, international policy issues and strategies
  • Whole-of-government country strategy process in place throughout the department and missions abroad
  • Extent to which Heads of Missions are able to coordinate their activities through HOM mandate letters and performance management agreements, using country strategies; level of satisfaction of stakeholders with country strategy process

  • Canadians better informed about, and more engaged in, international policy
  • Number of new domestic outreach programs; extent to which Canadians provide input into discussion of Canadian foreign policy through tools such as the internet

  • Greater program, policy and project management capacity, both at Headquarters and at missions abroad
  • Level of satisfaction of stakeholders and clients with policy and project management advice

  • Greater capacity to integrate economic considerations into international policy and activities at home and abroad
  • Level of satisfaction of stakeholders and clients, including other government departments, with economic policy analysis
  • Recruitment and retention of officers with an economic back ground
  • Level of integration of economic trends into overall departmental policy design, such as country strategies

  • Representation abroad is better aligned to reflect shifting distribution of global power and dominance
  • Extent to which resources (human and financial) are aligned to mission re-categorization initiative


3.2.1.4 Program Activity: Bilateral Relations
3.2.1.4.1 Program Sub-Activity: North America Bilateral Relations
3.2.1.4.1.1 Description of Program Sub-Activity and Related Planning Context

Program Activity: conducting and promoting Canada's bilateral diplomatic relations in Canada and abroad.2 This activity has two components-North America and Bilateral Relations (the rest of the world).

In carrying out the North American component of this activity, the department:

  • manages a network of 23 missions and 13 honorary consuls in the United States and 3 missions and 7 honorary consuls in Mexico, using a whole-of-government approach;
  • fosters a strategic approach to Canada's engagement with the United States and Mexico by preparing and delivering a whole-of-government and whole-of-relationship advocacy program in the United States and Mexico;
  • provides overall policy direction for the management of Canada's bilateral relationships in North America;
  • develops a North American dimension to Canada's agenda with the United States and Mexico;
  • continues to be a centre of expertise within the Government of Canada on relations with the United States and Mexico;
  • provides a focal point within the Department of Foreign Affairs and International Trade on how the United States and Mexico should factor into Canada's position on multilateral and other broader foreign policy issues; and
  • maintains an extensive presence for Canada's missions in North America on its website, providing country statistics and profiles, advice on travel and detailed information on mission priorities and activities.

The department's Enhanced Representation Initiative is a partnership of seven departments and agencies that works to augment advocacy and business development activities in the United States. Under the initiative, launched in 2003, Canada has added new missions, upgraded existing missions, established a network of honorary consuls and provided additional program resources in the United States. Through this initiative the department fosters a strategic, whole-ofgovernment approach to Canada's engagement with the United States

Canada's missions in the United States and Mexico are responsible for program delivery on a national and regional basis. They promote Canadian policy and implement advocacy strategies developed by the department in collaboration with relevant federal partners as well as the provinces and territories. Those partners include Privy Council Office, Public Safety and Emergency Preparedness Canada, Canada Border Services Agency, Fisheries and Oceans Canada, Citizenship and Immigration Canada, Transport Canada and Environment Canada.

Another key element in the government's effort to make Canadian advocacy in the United States more strategic is the Washington Secretariat, located at the Canadian Embassy in Washington, D.C. The secretariat has two units, one supporting the activities of Parliament and the other enhancing provincial representation through measures such as colocation at the embassy. Alberta has been represented at the secretariat since 2005.

2The other components of this program activity--Bilateral Relations (rest of the world)--is discussed in the next subsection (Part III, section 3.2.4.2). Details about the combined financial and human resources used by the two components of this program activity are presented in Part III, section 3.2.1.4.2.3.

Through its weekly Advocacy Report Card, the department shares information with partner departments and agencies on upcoming events in the United States and reports on recent initiatives. In addition, the department distributes a quarterly booklet entitled Key Messages, which provides communications lines on major bilateral priorities, to federal partners and a wide range of Canadian stakeholders, including provincial and territorial governments and the private sector.

Planning Context: The importance of Canada's relations with the United States cannot be overstated. Canadian foreign policy recognizes the considerable influence of the United States in world affairs as well as Canada's economic interdependence with that country.

The scope and complexity of the Canada-United States relationship means that most federal departments, as well as all provinces and territories and many municipalities, have direct dealings with the United States. Meanwhile, the Mexico- Canada relationship is also gaining in importance, as is the push toward enhanced trilateral cooperation within North America. These factors demand close cooperation and coordination between the department and its full range of partners.

Post-9/11 security considerations, counterterrorism and the war in Iraq continue to dominate the United States agenda. As a result, it has become increasingly difficult to focus attention on, or advance, Canadian interests and issues in the United States.

Mexico is a strategic bilateral and regional partner in Canadian foreign policy. Under the North American Free Trade Agreement, Mexico has become Canada's fifth most important export market and third most important source of imports (2005 figures). The Mexican government has identified Canada as a strategic partner, particularly in terms of modernization of governance and as a model for reforms. Moreover, Mexico has become a more dynamic and engaged multilateralist middle power with which Canada can cooperate.

Canada, the United States and Mexico are now moving forward with a Security and Prosperity Partnership (SPP), a trilateral effort to increase the security, prosperity and quality of life of North Americans (see http://www.pm.gc.ca/eng/media.asp?id=1084. The SPP provides a flexible framework for bilateral and trilateral cooperation in North America.

3.2.1.4.1.2 Plans and Priorities for North America Bilateral Relations Program Sub-Activity

The priority is greater collaboration with the United States and increased cooperation with all hemispheric partners, leading to greater security and prosperity.

The strategic priority for this program activity is supported by one or more one- to three-year outcomes. The department will advance the achievement of these outcomes by taking the following actions:

Greater collaboration with the United States and increased cooperation with all hemispheric partners, leading to greater security and prosperity

The department will:

  • strengthen cooperation with the United States on border, transboundary and security issues;
  • strengthen bilateral relations with the United States and Mexico, in cooperation with provincial and territorial governments, in a number of key areas; and
  • promote greater dialogue and understanding among Canadians, Americans and Mexicans.
  • At the trilateral summit in March 2006, the Prime Minister, President Bush and President Fox reviewed implementation of the SPP and issued a joint statement outlining significant outcomes, including:
    • establishment of a North American Competitiveness Council, made up of business and government representatives, to help identify and target initiatives most relevant to creating a more competitive continental market;
    • a commitment to greater trilateral cooperation in response to natural or human-made disasters in North America;
    • a reaffirmed commitment to establishing a trilateral framework for regulatory cooperation to help reduce redundant testing and certification requirements currently faced by companies; and
    • an initiative to promote innovation, research and development on issues such as clean energy technologies, thereby contributing to energy security and sustainable development.

Strengthened cooperation with the United States on border, transboundary and security issues

The department will:

  • participate in the development of Canadian policy on Canada-United States defence relations and North American defence cooperation (e.g. NORAD renewal);
  • work with partner departments to develop and implement the goals of the Canada-United States Joint Statement on Common Security, Common Prosperity and a New Partnership in North America; and
  • conduct stakeholder consultations on border management issues.

The March 2006 trilateral summit also resulted in a commitment to implement, over the next two years, several measures to increase law enforcement cooperation and reduce border slowdowns affecting legitimate trade flows.

In April 2006, Foreign Minister MacKay met with United States Secretary of State Condoleeza Rice in Washington, D.C. Discussions covered a wide range of bilateral issues, including the Western Hemisphere Travel Initiative, as well as other hemispheric and global matters such as the parliamentary elections in Haiti and the ongoing conflict in Darfur.

Strengthened bilateral relations with the United States and Mexico in a number of key areas

The department will:

  • develop and coordinate Canada's bilateral policy approach on a range of border, trans-boundary and security issues related to the Canada-United States relationship;
  • develop and implement the Canada-Mexico Partnership ((http://www.dfait-maeci.gc.ca/mexico-city/extra/60/parte nariat-en.asp), in collaboration with other federal departments, by establishing working groups on competitiveness, human capital, sustainable cities, housing, agribusiness and energy;
  • contribute to development and implementation of good governance initiatives in Mexico and explore areas of cooperation with other Canadian government departments;
  • analyze American and Mexican policy and political developments and work with partner departments to ensure that all dimensions of the Canada-United States and Canada-Mexico relationship are reflected in Canadian foreign policy; and
  • monitor socioeconomic trends in Mexico and assess their impact on Canada.

Greater dialogue and understanding among Canadians, Americans and Mexicans

The department will:

  • strengthen dialogue with American and Mexican counterparts on cooperation in areas of common cause (e.g. Afghanistan, Haiti and democratic development);
  • strengthen engagement with Canadian parliamentarians, provinces, territories, municipalities, industry, academics and other stakeholders to enhance their support for, and involvement in, advocacy efforts; and
  • maximize the impact of advocacy efforts in the United States by developing and implementing timely, coherent and coordinated strategies and messaging on a range of issues, in cooperation with other government departments and agencies and with Canada's network of missions in the United States

Increased trilateral collaboration on key political and economic issues of concern to Canadians

The department will:

  • prepare the Canadian position for trilateral meetings attended by leaders, ministers and senior officials;
  • work with Canadian stakeholders and American and Mexican actors to elaborate on ideas related to North American issues and challenges;
  • develop strategies, in consultation with partner departments, on issues such as energy, pipelines, water and air quality and the environment;
  • analyze American and Mexican policy and political developments and work with partner departments to ensure that all dimensions of the Canada-United States and Canada-Mexico relationship are reflected in Canadian foreign policy;
  • develop and implement options on cross-border energy, environmental and security issues, in collaboration with partner departments;
  • provide program leadership to the Enhanced Representation Initiative through effective and coordinated management of its program and budget; and
  • consult with provinces, non-governmental organizations and other key stakeholders on issues such as air and water quality and invasive species.
3.2.1.4.1.3 Planned Spending: Financial and Human Resources Utilization (see Part III, section 3.3 Financial and Other Tables for more information)

This information can be found consolidated with the Bilateral Relations Program Sub-Activity information in 3.2.1.4.2.3

3.2.1.4.1.4 Performance Monitoring


Strategic Priority 1: Greater collaboration with the United States and increased cooperation with all hemispheric partners


Key Priority Indicators: Milestones achieved marking negotiation progress; increased cooperation on range of government activity to advance Canadian interests and promote better understanding of Canada's relations with the United States and Mexico; more agreements and fewer disputes; increasing number of staff posted to missions and collaborative networks


1- to 3-year planned outcomes


As demonstrated by

  • Strengthened cooperation with the United States on border, trans-boundary and security issues
  • Progress in resolving disputes and success in negotiating arrangements, agreements and other management mechanisms

  • Strengthened bilateral relations with the United States and Mexico in a number of key areas
  • Increased cooperation in key areas of the Canada-Mexico Partnership (CMP), including governance, security and multilateral dialogue
  • Success in advancing Canada's interests across the range of bilateral and trilateral issues

  • Greater dialogue and understanding among Canadians, Americans and Mexicans
  • Number of new Fulbright awards/li>
  • Number of new linkages created
  • Increased opportunities for dialogue and exchange, including with parliamentary groups, provinces, academics, researchers etc.
  • Activities included in the Canada-United States Advocacy
  • Number of visits to departmental websites related to North America
  • Number and reach of programs and activities that promote the study of Canada in the United States and Mexico and academic, student and youth mobility exchanges

  • Increased North American cooperation on common security threats
  • Ongoing strengthening of Canada-Mexico, Canada-United States and trilateral relationships on common security interests

3.2.1.4.2 Program Activity: Bilateral Relations with the Rest of the World
3.2.1.4.2.1 Description of Program Activity and Related Planning Context

Program Activity: conducting and promoting Canada's bilateral diplomatic relations in Canada and abroad.

In carrying out the Bilateral Relations (rest of the world) component of this activity, the department:

  • manages a network of 244 missions worldwide, excluding North America (77 in Europe, 63 in Asia-Pacific, 60 in Africa and the Middle East, and 44 in Latin America and the Caribbean), using a whole-of-government approach;
  • fosters a strategic approach to Canada's engagement with the world beyond North America by developing coordinated, whole-of-government country strategies;
  • helps advance Canada's key international objectives pertaining to foreign and trade policies, public diplomacy, defence, immigration and development assistance outside North America;
  • continues to be a centre of expertise within the Government of Canada on relations with countries outside North America;
  • provides growing support for the international dimension of various domestic programs and activities, ranging from food inspection to public health;
  • conducts frequent outreach activities in Canada and countries outside North America; and
  • maintains an extensive presence for Canadian missions outside this continent on its website, providing country statistics and profiles, advice on travel and detailed information on mission priorities and activities.

The country-specific strategies noted in the second bullet above are reviewed by the department's federal partners colocated at missions abroad (see full list in Part III, section 3.1.1.3). Their feedback is incorporated and, through the interdepartmental Committee on Representation Abroad, corresponding resources are identified for reallocation to ensure the successful implementation of the strategies. (A more detailed description of this process is also in Part III, section 3.1.1.3.)

The department is reasserting the role of ambassadors and other Heads of Missions as the authoritative voice of Canada in their designated countries and in multilateral forums. Heads of Missions will implement the new whole-of-government country and regional strategies, and will play a greater part in delivering Canada's foreign policy messages at home and abroad, with the help of the department's strengthened Public Diplomacy Program.

The department continues to enhance security at missions abroad to address the ongoing risks of terrorist activities, cyber-crime and espionage. It also addresses other key issues affecting the international community, including the transnational spread of disease, natural disasters such as the earthquakes that struck Pakistan and Indonesia in late 2005 and mid-2006 respectively, environmental degradation and the increasing number of failed and fragile states worldwide.

Canada needs to further develop its relationships with rising powers such as Brazil, Russia, India and China, commensurate with their global influence, on a bilateral basis as well as in regional and multilateral forums (particularly important in the case of Russia, which is chairing the G8 in 2006). This process must be guided by whole-of-government strategies that reflect the full range of Canadian interests.

Planning Context: Canadian foreign policy must continue to address rapidly changing international developments, which include the following:

  • Canada's relationships with Europe's five G8 members remain vital to our security and prosperity, while the EU's rising importance as an international actor has important implications for the conduct of Canadian foreign policy.
  • While Russia's global reach offers enormous potential for expanded Canadian engagement with that country, it also poses significant foreign policy challenges in its relationship with the transatlantic community.
  • Elsewhere in Europe, there is an undemocratic regime in Belarus, frozen conflicts in Caucasus and remaining areas of instability in the Balkans. However, there are also democratic advances in Ukraine and elsewhere as well as new opportunities for greater Canadian engagement with new European Union members and candidates, including Turkey.
  • There has been encouraging, if uneven, progress in implementation of the African-led New Partnership for Africa's Development (NEPAD), which was adopted at the 37th session of the Assembly of Heads of State and Government of the Organization of African Unity in 2001. NEPAD aims to promote accelerated growth and sustainable development, eradicate widespread and severe poverty, and halt the marginalization of Africa in the globalization process.
  • In the Asia-Pacific region, Canada's evolving relationships with India and China are also vital to Canadian prosperity. Canada is implementing a whole-of-government framework to ensure that Canadians capitalize on China and India's growth, while engaging the two countries on global issues. Canada also continues to build strong partnerships with Japan, the G8 partner in the region.
  • Meanwhile, there are significant ongoing security concerns in Afghanistan, the Democratic People's Republic of Korea and elsewhere in the region, including threats posed by terrorism, internal conflicts and proliferation of weapons of mass destruction and ballistic missiles. This region also includes most of the countries still in the process of recovering from the December 2004 tsunami in the Indian Ocean. Achieving Canada's global objectives requires engaging Asia-Pacific countries effectively on issues such as migration, health, sustainable development, governance and security.
  • Political and economic developments in Latin America and the Caribbean have generated a degree of polarization, both within and between some countries. As advances in democracy and global prosperity over the past several years have not yet resulted in improved conditions for the region's poor, unfulfilled expectations have reopened the way for populist leaders whose rhetoric and policies threaten continued hemispheric cooperation to improve prosperity. Continuing governance problems and political instability in affected countries, including violent conflict in limited areas, also contribute to security threats for North America as well as for their own populations. These developments challenge Canada to maximize the effectiveness of the multilateral hemispheric institutions through which this country seeks to address regional issues, as well as to work both bilaterally and with like-minded partners to alleviate the causes and consequences of these developments (as Canada has sought to do in Haiti).
  • International security continues to be affected to a significant degree by events in the Middle East and North Africa, including the Israeli-Palestinian dispute, instability in Iraq and Iran's nuclear activities. While optimism has been generated by the 2005 Iraqi election and advancement of Israel's withdrawal from Gaza and parts of the West Bank, the international community continues to express reservations about Iran's nuclear intentions as well as the election of Hamas in Palestinian parliamentary elections in January 2006. Hamas has formed the new government of the Palestinian Authority but has not addressed the concerns raised by Canada and others concerning non-violence, the recognition of Israel and acceptance of previous agreements and obligations, including the Roadmap for Peace. As a result, Canada will have no contact with the members of the Hamas cabinet and is suspending assistance to the Palestinian Authority. Working with partners, the UN and other organizations, Canada will continue to support the humanitarian needs of the Palestinian people.
  • Global energy priorities require a substantial Canadian engagement in the Persian Gulf region. The countries of the Gulf account for more than 50 percent of the world's proven reserves of conventional oil. The Straits of Hormuz remain a potential choke point for seaborne trade in oil, and a disruption of this trade could constrain global economic growth.
3.2.1.4.2.2 Plans and Priorities for the Rest of the World Bilateral Relations Program Sub-Activity

The priorities are:

  • greater collaboration with the United States and increased cooperation with all hemispheric partners, leading to greater security and prosperity;
  • a more secure world for Canada and Canadians, safer from the threats of failed and fragile states, terrorism, transnational crime and weapons of mass destruction;
  • a revitalized multilateralism, responding to the new challenges of globalization and putting outcomes ahead of processes;
  • greater engagement with like-minded partners in the G8 as well as emerging economies such as Brazil, Russia, India and China; and
  • a foreign ministry that is recognized as modern and agile.

Each of the strategic priorities for this program activity is supported by one or more one- to three-year outcomes. The department will advance the achievement of these outcomes by taking the following actions:

Greater collaboration with the United States and increased cooperation with all hemispheric partners, leading to greater security and prosperity

  • The department will consider the American dimension of Canadian objectives and initiatives in Asia-Pacific, including those aligned with United States policy and those for which Canadian policy needs to be projected as clearly distinct.
  • Collaboration with American counterparts at missions abroad will be enhanced to demonstrate that Canada is interested in being supportive of American priorities where it can, thereby helping to strengthen Canada-United States bilateral relations.
  • The department will continue to work with the United States on questions of common concern (peace and security, democratic development and good governance) in sub-Saharan Africa and will work to deepen Canada's cooperation with the United States in Haiti.
  • It will seek American support for improved political and operational effectiveness of Asia-Pacific regional institutions, such as APEC, the Association of Southeast Asian Nations and the ASEAN Regional Forum.
  • The department will seek to strengthen Canada's position as a visible and effective partner of the United States in Russia, Ukraine and zones of instability in Eastern Europe, the Caucasus and Central Asia, and the Broader Middle East and North Africa. It will also strengthen Canada's role in transatlantic relations through dialogue with European Union and NATO allies. And, it will seek support for the improved political and operational effectiveness of NATO.
  • It will continue to support and encourage the United States in its indispensable role in promoting the Middle East peace process. It will work with the United States in pursuit of common objectives (strengthening human rights, democratic development and good governance in the region).
  • It will seek to balance American priorities with traditional Canadian foreign policy and the interests of like-minded countries in dealing with the security and reconstruction needs of Iraq and the challenge posed by Iran.
  • The department will respond to North American partners' expressions of their security- and prosperity-related concerns and priorities in Latin America and the Caribbean by identifying shared common interests and objectives, finding ways to pursue them in concert or independently as appropriate and by maintaining close communications on these issues.

A more secure world for Canada and Canadians, safer from the threats of failed and fragile states, terrorism, transnational crime and weapons of mass destruction

Improved political and economic stability of failed and fragile states (Afghanistan, Haiti, Sudan, states in the Middle East)

  • Bilateral and regional relationships in Asia-Pacific will be used to understand events and shape outcomes in troubled areas and failed and fragile states (both those in Asia, such as Afghanistan, Sri Lanka and North Korea, and beyond, such as Iran, Iraq, the West Bank/Gaza, Sudan and Haiti) and in countries of strategic interest (China, India and Japan). The department will use the new Canada-China Strategic Partnership to initiate a dialogue on common regional security concerns and will work more closely with Japan in Afghanistan and on other issues of concern such as human security.
  • The department will seek to address failed and fragile states in Asia, using new tools such as the Global Peace and Security Fund (in places such as Afghanistan and Aceh, Indonesia) and the Counter-Terrorism Capacity Building Fund (with particular focus on Southeast and South Asia).
  • The paramount example of how Canada is addressing security in Latin America and the Caribbean is this country's engagement with, and large financial commitment to, Haiti. Government of Canada activities in Haiti are diverse, involving various federal departments and agencies. Canada will continue to provide police training, election planning assistance, disaster relief and other humanitarian assistance. On May 1, 2006, the department and the Canadian International Development Agency announced $48 million in additional financial assistance to promote good governance and democracy in Haiti, following a meeting with Haiti's then President-elect René Préval (Mr. Préval was sworn in as President May 14, 2006). This additional aid made it possible for several projects to proceed, including the Local Development Program ($20 million) and the project to strengthen Haiti's parliament ($5 million). Canada will also be providing $5 million to several organizations promoting democracy and human rights. Finally, $18 million will be spent on debt relief. In June 2006, this department announced a further $15 million in new funding to help strengthen democratic institutions in Haiti. The new funding will come from the department's Global Peace and Security Fund.
  • The department will guide Canadian reconstruction efforts in Iraq, including support for elections and constitution building. In the Middle East, the department will seek to increase Canada's diplomatic contributions to resolve regional disputes and improve the political and economic stability of failed and fragile states such as Iraq.
  • Sub-Saharan Africa has the largest number of failed and fragile states. Serious crises remain in Sudan, northern Uganda, Côte d'Ivoire and Somalia. In addition, the Ethiopia-Eritrea border dispute is ongoing. The department will focus on responding to peace and security challenges, spending a significant percentage of the Global Peace and Security Fund in Africa. The department will also focus on continued Canadian leadership in central Africa, including a supporting role in consolidating stability, as co-chair of the Groupe des amis of the Summit of the International Conference on the Great Lakes Region, and continued support and capacity building for African regional organizations (e.g. the African Union and the Economic Community of West African States [ECOWAS]).
  • In Europe, the department's focus will be on promoting the Responsibility to Protect recommendations as well as postconflict nation building in fragile states and promotion of stability in Kosovo and in Bosnia and Herzegovina, including participation in the Peace Implementation Council and Stability Pact structure. This council is made up of 55 countries and agencies, including Canada, that support the Dayton Peace Agreement (see http://www.dfait-maeci.gc.ca/canada-- europa/bosnia-herzegovina/aboutbh-en.asp). The Stability Pact is an international framework agreement to develop a strategy for stability and growth in Southeastern Europe.

Increased capacity of developing states to counter terrorism, corruption and transnational crime

  • In Europe, Canada will cooperate with relevant countries to counter terrorism, corruption, weapons proliferation and transnational crime (trafficking in drugs and people). Working with federal partners, the department will provide support to enhance international security through effective use of the G8 Global Partnership Program, and the department's Global Peace and Security Fund, Human Security Fund and Counter-Terrorism Capacity-Building Fund.
  • The department will help increase the capacity of developing Asia-Pacific states to counter terrorism, corruption and transnational crime, focusing in particular on South and Southeast Asia. It will also combat proliferation of weapons of mass destruction and their means of delivery.
  • Canadian engagement in the Colombian peace process will provide the opportunity to fund initiatives that will reinforce Canadian values and interests and will provide leverage to effect change. It will reflect Canada's leading role in the Organization of American States and will likely precipitate similar engagement by other key OAS member states. Counterterrorism assistance is also being provided to two countries in Central America, where Canada is engaged in defence partnership activities, assistance with border dispute resolution and regional peacekeeping schools.
  • In the Middle East and North Africa, the department will support counter-proliferation efforts in Iran, and will work with international partners on such issues as counterterrorism. Technical assistance will be provided to countries willing to combat terrorism through the Counter-Terrorism Capacity-Building Fund.

More timely, coordinated, whole-of-government responses to international crises

  • START will be used to build links and ensure more timely, coordinated, whole-of-government responses to international crises as well as humanitarian and other disasters.
  • In Europe, the department will use key relationships to shape outcomes in crisis areas. It will also identify opportunities to work with Europe in addressing failed and fragile states, terrorism, crime and weapons of mass destruction through the Canada-EU Framework Agreement for Canadian Participation in EU Crisis Management Operations. It will build support for multilateral efforts to find negotiated settlements to conflicts, working through the Organization for Security and Cooperation in Europe and the UN. Working with partner countries, including the new member states of the EU, democratic institution building and economic and political reform will be promoted in Europe (notably in Ukraine and the west Balkans).

A revitalized multilateralism, responding to the new challenges of globalization and putting outcomes ahead of processes

Renewed Multilateralism

  • The Permanent Mission of Canada to the UN spends an estimated 70 to 80 percent of its time on issues related to sub-Saharan Africa. The department will pursue continued Canadian leadership in the G8 Africa process. It will also seek further development of the G8 and NEPAD (New Partnership for Africa's Development) dialogue in the African Partnership Forum, and will seek support for Canadian objectives and initiatives in the UN (e.g. R2P, International Criminal Court, Human Security Program) as well as within the Commonwealth and La Francophonie.
  • APEC's role in meeting emerging regional challenges in Asia-Pacific (with a particular emphasis on health security, counterterrorism and trade facilitation) will be supported. To promote effective multilateralism and new diplomacy in Asia, the department will encourage delivery on commitments (R2P, Human Rights Council, Peacebuilding Commission) made at the September 2005 UN World Summit. The department will also leverage Canada's membership in regional networks and international organizations to advance Canadian foreign policy objectives and seek opportunities for Canadian leadership in Asia-Pacific. These organizations include APEC, the APEC Regional Forum, the ASEAN dialogue process and-to the extent that they are relevant in Asia-Pacific-the G8, the Commonwealth, La Francophonie and the Human Security Network. The department will also monitor the evolution of the East Asia Summit, which was established in December 2005 by ASEAN nations and other regional countries.
  • The department will work with bilateral partners to advance Canadian interests within multilateral organizations such the World Health Organization, the UN Food and Agriculture Organization, the International Atomic Energy Agency, the International Criminal Court, the International Court of Justice and the Organization for the Prohibition of Chemical Weapons. The department will work with partners to promote Canadian objectives on global issues, including climate change and sustainable development, overfishing and oceans governance, global health issues (pandemics) and the Arctic environment. It will work to establish global regimes or approaches that reflect Canada's interests and ensure more focused and better-coordinated Canadian contributions to democratic development.
  • In Europe, the department will work closely with Russia in the context of its G8 chairmanship, support UN reform strategies and encourage development of a new international architecture for Bosnia and Herzegovina. In addition, the department will support OSCE efforts to provide assistance in legal and electoral reform, good governance and democratic development in the region, including election monitoring efforts through OSCE's Office for Democratic Institutions and Human Rights. The department will also support strengthening of the Arctic Council. Working with federal partners and parliamentarians, the department will project Canada's interests at the Council of Europe, as well as in La Francophonie (Romania is the 2006 Summit host), APEC and the Human Security Network. Finally, the department will engage with Europeans on climate change and other priority global issues such as pandemics, overfishing and northern issues including the environment, Aboriginal interests and sovereignty.
  • Canada's efforts to promote the adoption of responsibility in multilateral forums is well grounded in Latin America and the Caribbean, where Canada is pressing forward the international agenda for action to address democratic development, multidimensional security, human rights, economic well-being and sustainable development. This is most evident through the Summit of the Americas process and the Organization of American States, but also occurs through less well-known regional institutions and bilateral relationships. Strengthening of the Organization of American States is being pursued through promotion of management reforms and an increased Canadian presence in the organization's management. The department will also pursue Canada's multilateral agenda through key relationships in the hemisphere, with the United States and Mexico in the context of the inter-American institutions, as well as bilaterally on hemispheric and global issues. Similarly, the department will pursue its objectives with Brazil, an established hemispheric and emerging global power, and with Chile, a key regional partner with which Canada needs to develop a more robust, collaborative relationship, particularly for regional and global initiatives. The department intends to promote more effective engagement at lower-level inter-American institutions, such as the Inter-American Drug Abuse Control Commission (CICAD) and the Pan American Health Organization (PAHO) to address both established commitments such as the Millennium Development Goals and current issues such as climate change and avian flu.
  • The department will keep the annual Middle East resolutions at the UN General Assembly under review, engage in the negotiating process to improve the language and explain Canadian voting decisions more actively. The department will support the G8's Broader Middle East and North Africa process, particularly in private-sector development, improved governance and basic education. With Denmark, Canada will continue to support the work of a consortium of research institutes on a possible regional security framework. The department will continue to support NATO's Mediterranean Dialogue. Started in 1994, the Dialogue contributes to regional security and stability.

More focused and better-coordinated Canadian contributions to democratic development internationally

  • African development needs are the greatest in the world. Despite encouraging progress, human rights, human security and governance problems remain among the most serious of these needs. The groundbreaking African Peer Review Mechanism (APRM) is now operational. Under the APRM, a panel of eminent African persons oversees assessments in democracy and political governance, economic governance and management, corporate governance and socioeconomic development. Canada will continue to provide support and encouragement to the APRM.
  • The department's support for Canada's investment in Africa will double by 2008-2009, directed at key Millennium Development Goal sectors, including HIV/AIDS. The department will continue to monitor and address human rights and governance problems by providing more focused and better-coordinated Canadian contributions to democratic development. A significant proportion of the Human Security Fund is spent in sub-Saharan Africa.
  • In Europe, the department's objective is to promote a renewed human security agenda, good governance, human rights protection and respect for diversity in partnership with partner departments, non-governmental organizations and other Canadian stakeholders, with emphasis on fragile states. The department will also seek opportunities to work with the countries of the region to promote democracy and good governance globally. The department will promote local development initiatives in key sectors by ensuring efficient delivery of the Canada Fund for Local Initiatives program. It will also work with CIDA to maximize returns from programming in Ukraine and elsewhere in the region (notably the Balkans, Georgia and Tajikistan), as well as from CIDA's Russia strategy.
  • The department will seek to help China and Indonesia meet their international commitments on human rights. It will also consolidate Asia-Pacific support for Canadian human rights initiatives within and beyond the region (e.g. in Iran and the Middle East). The department will seek opportunities to work with partners in Asia-Pacific and beyond on human rights, democracy and good governance (e.g. with European partners on Myanmar). In light of CIDA's readjustment of priorities and programming related to official development assistance, the department will consider how to reposition Canada by judiciously leveraging public diplomacy, the Canada Fund and other resources to achieve identified objectives bilaterally and regionally.
  • Canada will actively pursue hemispheric priorities through the Summit of the Americas process and the Organization of American States in the areas of multidimensional security, democracy and good governance, human rights, social and economic well-being and sustainable development. This is an area where CIDA is also heavily engaged, with four countries in the region (Bolivia, Guyana, Honduras and Nicaragua) classed as primary development partners. CIDA also is committed to regional programs with the Caribbean Community (CARICOM) and the Organization of Eastern Caribbean States.
  • In the Middle East and North Africa, the department will work with CIDA on a regional strategy, focusing on five sectors directly related to achieving the Millennium Development Goals: good governance; health (with a focus on HIV/AIDS); basic education; private-sector development; and environmental sustainability. Gender equality will be a cross-cutting theme.

Greater engagement with like-minded partners in the G8 as well as emerging economies such as Brazil, Russia, India and China

Strengthened relationships with rising powers (Brazil, Russia, India and China)

  • The department will work with partner departments and the provinces to forge stronger relations with Brazil, Russia, India and China. These emerging global powers, with whom Canada has an interest in cooperating, offer opportunities to advance Canada's global agenda.

Enhanced relations with G8 partners (France, Germany, Italy, Japan, Russia, the United Kingdom) and the European Union

  • The department will strengthen Canada's cooperation with key partners in Europe in order to advance our foreign policy goals. It will also seek to position Canada as an effective transatlantic partner, valuable to both Europe and the United States. The department will build a relationship with Russia commensurate with its global influence in the G8, UN and global economy, based on a high-level strategy that reflects the full range of Canadian interests. It will also enhance relations with Japan as a major economic force and the only G8 country outside Europe and North America.

Stronger partnerships with key regional actors

  • Canada will deepen relations with Ukraine as it continues its democratic transition and develop relations with Turkey as a NATO ally and regional power. The department will take a coordinated approach to advocacy in the region, notably on sensitive issues such as Canada's visa policy, which requires engagement with EU institutions and individual member states. Working with NATO and EU partners, including the United States, the department will seek to support reforms in the region, favouring human rights, democratic development and good governance.
  • In Asia-Pacific, the department will expand the renewed comprehensive re-engagement with ASEAN. It will also develop more robust collaboration with key regional actors such as Korea and Indonesia on regional and global issues such as human rights, pluralism, migration, relations with Muslim communities, economic and financial issues as well as public sector and fiscal reform.
  • In sub-Saharan Africa, South Africa and Nigeria are key regional powers, both in their own right and as leaders on the continent. Achieving peace and security in the Great Lakes Region, including the Democratic Republic of the Congo, is key to central Africa's stability. Canada's annual aid expenditure in Africa, which amounts to about $1.5 billion, can provide the basis for closer and more effective bilateral relations across a range of international policy issues. Important regional organizations, such as the African Union and ECOWAS, will be key interlocutors on peace and security, governance and economic integration.
  • In the Middle East and North Africa, the department will seek to enhance mature relationships with moderate Arab countries (e.g. Egypt, United Arab Emirates, Morocco and Algeria) and develop new bilateral strategies for key regional players, including Jordan, to make Canada's activities more coherent and better known in the region.
  • The department is working to advance Canada's international priorities in Latin America and the Caribbean. The importance of collaborative relationships with key countries in the region was demonstrated in preparations for the Fourth Summit of the Americas and will be made clear again as the department prepares engagement frameworks for Brazil, Venezuela and Haiti as well as a regional strategy for CARICOM and the Caribbean in general. Brazil is a regional superpower and key member of the UN and regional forums. Chile is Canada's principal like-minded partner in the region and represents a valuable, stable and moderate country in an increasingly divisive hemispheric environment.

A foreign ministry that is recognized as modern and agile

More effective leadership of, and coherence on, international policy issues and strategy

  • The new process of developing whole-of-government country strategies as part of the annual planning cycle will bring about a more coherent, whole-of-government approach that uses all of Canada's investments (material or otherwise) to advance Canadian interests.
  • The department will build on the whole-of-government process originally created for Canada's enhanced engagement in the Middle East Peace Process to help create a new framework for international policy-making. This activity will engage multiple departments and levels of government on other issues and initiatives and help to ensure coherence on related international policy issues and strategy.
  • The department's Muslim Communities Working Group, established in summer 2005, is now fully operational. Its mandate is to serve as a focal point within the department for issues concerning relations with the Muslim world, build the department's related policy capacity and take the lead in providing timely, strategic advice and creating a policy framework for the department's approach to this subject.

Better integration and management of the department's public diplomacy resources

  • The department will seek to project Canadian values, interests and priorities to influential audiences by deploying cultural, academic, journalistic, scientific and public-sector expertise to raise Canada's profile as a valuable and effective partner on global issues. The department will ensure that public diplomacy tools serve whole-of-government priorities and programs at missions abroad. Academic and youth mobility and greater people-to-people links will be promoted and facilitated through framework agreements.
  • The department will use public diplomacy to project Canadian values and priorities to influential audiences and "mainstream" public diplomacy. This activity will help to ensure better integration and management of the department's public diplomacy resources. The department will target audiences both abroad and among diaspora communities in Canada.
  • The department will work to ensure that Canada speaks with a single, unified voice in Asia-Pacific, where there is strong provincial interest and representation.
  • In the Middle East and North Africa, the Public Diplomacy program will be used to promote Canadian culture, innovation, education and business opportunities in the region. The department will also enhance outreach to diaspora communities in Canada to ensure that they are better informed about Canada's international policies.
  • Public diplomacy activities will focus on promoting and advancing Canadian values and interests at major events taking place in a particular region.
3.2.1.4.2.3 Planned Spending: Financial and Human Resources Utilization (see Part III, section 3.3 Financial and Other Tables for more information)
3.2.1.4.2.4 Performance Monitoring



Financial Resources ($ millions)


Year

2006-2007 2007-2008 2008-2009

Total Planned
Spending

165.7 148.9 126.8




Human Resources (FTEs)


Year

2006-2007 2007-2008 2008-2009

Total Planned
Full Time
Equivalents

1,009 1,009 1,009




Strategic Priority 1: A strengthened North American partnership


Key Priority Indicators: Milestones achieved marking negotiation progress; more agreements and fewer disputes


1- to 3-year planned outcomes


As demonstrated by

  • Strengthened North American cooperation on security, prosperity and quality of life issues on key areas of interest to Canada
  • Extent to which we have expanded Canada-United States cooperation in third countries and multilateral forums (e.g. Haiti, Afghanistan, APEC)

Strategic Priority 2: A more secure world for Canada and Canadians


Key Priority Indicators: Increased international recognition of Canadian security assistance; tangible elimination of weapons and materials of mass destruction; increased capacity to plan and deliver whole-of-government responses to international crises; increased knowledge and capacity of developing states to take necessary measures to counter terrorism, corruption and transnational crime


1- to 3-year planned outcomes


As demonstrated by

  • Improved political and economic stability of failed and fragile states such as Afghanistan, Haiti, Sudan and states in the Middle East
  • Support within G8, NATO, the UN and regional organizations for Canadian positions related to response and peace support capabilities
  • Extent to which Canada collaborates with key bilateral partners, (such as other G8 members, Brazil, Russia, India and China) on issues related to crisis countries

  • Increased capacity of developing states to counter terrorism, corruption and transnational crime
  • Increased expertise in developing states on latest counterterrorism, anti-corruption and transnational crime measures

  • More timely, coordinated, whole-of-government responses to international crises
  • Extent to which new government resources are deployed rapidly to respond to international crises and enhanced security measures

Strategic Priority 4: Greater engagement with like-minded partners in the G8 as well as emerging economies such as Brazil, Russia, India and China


Key Priority Indicators: Milestones achieved marking negotiation progress; progress in securing new networks


1- to 3-year planned outcomes


As demonstrated by

  • Enhanced relations with the following G8 partners: France, Germany, Italy, Japan, Russia and the United Kingdom, as well as the European Union
  • Number of country/regional strategies developed and implemented
  • Level of satisfaction of Government of Canada partners
  • Nature of relations with G8 partners and the EU

  • Strengthened relationships with rising powers (Brazil, Russia, India and China)
  • Number of exchanges between Canada and Brazil, Russia, India and China
  • Number of agreements reached on a variety of socioeconomic and cultural issues
  • Results of bilateral consultations with Brazil, Russia, India and China on international security

Strategic Priority 6: A modern foreign ministry


Key Priority Indicators: Treasury Board Secretariat's Management Accountability Framework assessment; recognition of departmental leadership on administrative and management issues; progress in program and policy renewal; level of integration of corporate systems into decision-making processes; increase in number of political, economic relations and public affairs officers abroad


1- to 3-year planned outcomes


As demonstrated by

  • More effective leadership of, and coherence on, international policy issues and strategies
  • Whole-of-government country strategy planning process in place throughout the department and missions abroad
  • Extent to which Heads of Missions are able to coordinate their activities through HOM mandate letters and performance management agreements, using country strategies
  • Whole-of-government positions on issues arising at multilateral institutions

  • Better integration and management of the department's public diplomacy resources
  • Development and implementation of comprehensive public diplomacy strategy
  • Integration of public diplomacy into country strategies
  • Level of departmental review/cooperation of public diplomacy resources

  • Canadians better informed about, and more engaged in, international policy
  • Number of new domestic outreach programs
  • Extent to which Canadians provide input into discussion of Canadian foreign policy through tools such as the Internet

  • Representation abroad better aligned to reflect shifting distribution of global power and dominance
  • Extent to which resources are re-allocated according to the country strategy process
  • Extent to which resources (human and financial) are aligned to mission re-categorization initiative


3.2.1.5 Program Activity: Protocol
3.2.1.5.1 Description of Program Activity and Related Planning Context

Program Activity: managing and facilitating the presence of foreign diplomats in Canada as well as planning and leading official travel by the Governor General, the Prime Minister, Ministers of the Portfolio and all official diplomatic events.

In carrying out this activity, the department:

  • regulates the accreditation of foreign diplomatic and consular representatives to Canada, and coordinates interaction between the Government of Canada and foreign representatives in this country;
  • manages all questions of privileges and immunities with respect to foreign representatives in Canada, as set out in the Foreign Missions and International Organizations Act, the State Immunity Act and the Vienna Conventions on Diplomatic and Consular Relations;
  • liaises with partner organizations on security issues related to foreign representatives in Canada; and
  • monitors the compliance of accredited foreign diplomats resident in Canada with the regulations and policies that govern them, thereby helping to protect Canadians (http://www.dfait-maeci.gc.ca/protocol/QsAs-newpolicy-edapproved- en.asp). The Vienna Convention on Diplomatic Relations gives diplomats immunity from arrest and detention and from the criminal jurisdiction of a state. Where criminal charges are laid, it is Canadian policy to request waiver of immunity so the person can be prosecuted here. If a state refuses to waive immunity, Canada expects that state to take appropriate action against the diplomat.

The department focuses the attention of the foreign diplomatic community in this country on opportunities for expanded political cooperation and economic ties between Canada and other nations as well as between Canada and its partners in multilateral organizations. In any given year, there are between 7,500 and 8,000 foreign diplomats, spouses and dependants accredited to, and resident in, Canada, representing 125 independent states. Each month, an estimated 200 foreign representatives arrive in Canada to begin assignments in diplomatic, consular and/or other bilateral or multilateral affairs while, at the same time, another 200 end their postings in this country. A regularly updated list of foreign representatives currently in Canada as well as their office addresses is available at http://w01.international.gc.ca/Protocol/pdf/DrsBook_2006_01_eng.pdf.

It should be noted that there are also 48 states that have non-resident diplomatic relations with Canada. Their diplomatic personnel are located in Washington, D.C., or New York City. An additional six independent states (Bahrain, Central African Republic, Chad, Comoros, Swaziland and Turkmenistan) maintain diplomatic relations with Canada, but choose not to have personnel accredited to Canada at this time.

Planning Context: At a time when the number of foreign representatives in this country is larger than ever, the department continues to deal with resource pressures in providing high-quality services to its large and high-profile clientele.

Canadians are increasingly aware of security issues and the need for monitoring any alleged misbehaviour by foreign representatives. Currently, the department is in the midst of modernizing its processes, with particular emphasis on the security of the accreditation process for foreign representatives. In addition, there is a need to maintain and further strengthen relationships with, and train officers from, policing organizations, the Canada Border Services Agency, the Canadian Air Transport Security Authority, Citizenship and Immigration Canada, Canada Revenue Agency and other groups to ensure that Canada meets its obligations under the Vienna Conventions with regard to the privileges and immunities of accredited diplomats in this country.

3.2.1.5.2 Plans and Priorities for the Protocol Program Activity

The priorities are:

  • greater engagement with like-minded partners in the G8 as well as emerging economies such as Brazil, Russia, India and China; and
  • a foreign ministry that is recognized as modern and agile.

Each of the strategic priorities for this program activity is supported by one or more one- to three-year outcomes. The department will advance the achievement of these outcomes by taking the following actions:

Greater engagement with like-minded partners in the G8 as well as emerging economies such as Brazil, Russia, India and China

The department will:

  • maintain and/or improve its capacity to deliver effective programs in the areas of accreditation, privileges and immunities for foreign representatives in Canada, which is a legislated service under the Vienna Conventions; and
  • review outreach to foreign representatives in Canada and maintain and/or improve its capacity to deliver an effective outreach program to this key audience.

A foreign ministry that is recognized as modern and agile

The department will:

  • maintain and/or improve its capacity to ensure the security of foreign missions and representatives in Canada;
  • continue to deliver consistent, high-quality service to visiting delegations, coordinate events abroad as well as coordinate airport courtesies across Canada; and
  • continue to deliver consistent, high-quality official hospitality events to visiting delegations in Canada and abroad.
3.2.1.5.3 Planned Spending: Financial and Human Resources Utilization (see Part III, section 3.3 Financial and Other Tables for more information)



Financial Resources ($ millions)


Year

2006-2007 2007-2008 2008-2009

Total Planned
Spending

38.7 38 38




Human Resources (FTEs)


Year

2006-2007 2007-2008 2008-2009

Total Planned
Full Time
Equivalents

59 59 59


3.2.1.5.4 Performance Monitoring


Strategic Priority 4: Greater engagement with like-minded partners in the G8 as well as emerging economies such as Brazil, Russia, India and China


Key Priority Indicators: Progress in securing new networks


1- to 3-year planned outcomes


As demonstrated by

  • Enhanced relations with the following G8 partners: France, Germany, Italy, Japan, Russia and the United Kingdom, as well as the European Union
  • Nature of relations with G8 partners and the EU in Canada
  • Number of outreach events organized and the level of satisfation among these Heads of Missions accredited to Canada, possibly through client feedback forms

  • Strengthened relationships with rising powers (Brazil, Russia, India and China)
  • Number of exchanges between Canada and Brazil, Russia, India and China in Canada
  • Number of outreach events organized and the level of satisfation among these Heads of Missions accredited to Canada, possibly through client feedback forms

Strategic Priority 6: A modern foreign ministry


Key Priority Indicators: Recognition of departmental leadership on administrative and management issues


1- to 3-year planned outcomes


As demonstrated by

  • More efficient and effective corporate services in support of the department, as well as partners, and a more secure platform at home and abroad
  • Demonstrated compliance with standards of treatment, according to established criteria
  • Level of satisfaction with coordinated events and other arrangements expressed by visiting dignitaries and delegations or by Government of Canada dignitaries and delegations travelling abroad
  • Level of satisfaction expressed by Heads of Missions regarding security of foreign missions and representatives in Canada
  • Level of satisfaction expressed in letters of appreciation, client feedback forms, etc


3.2.2 Strategic Outcome: Serving Government Abroad
3.2.2.1 Program Activity: Common Services and Infrastructure (Support from Headquarters and Missions Abroad)3
3.2.2.1.1 Description of Program Activity and Related Planning Context

Program Activity: managing and delivering Headquarters- and mission-provided common services to government programs and partners operating abroad.

In carrying out this activity, the department:

  • directs and oversees the financial and corporate information systems as well as the planning and coordination of common services abroad;
  • provides functional direction, support and oversight to the financial operations of missions abroad, including international banking;
  • provides strategic direction and planning for Canada's representation abroad, including policy coordination for its provision of services and infrastructure to partner departments and co-locators at missions abroad;
  • manages and delivers select human resource services in support of government programs delivered abroad;
  • manages and delivers information technology and telecommunications in a cost-effective and sustainable manner (delivering 109 million e-mails and 14.5 million voice messages per year);
  • manages and delivers real property services and assets abroad through a physical resources special operating agency (111 official residences and 223 missions chanceries); and
  • manages and delivers security services.

The physical resources and related services the department supplies abroad include chancery and official residence accommodation, Crown-owned staff quarters, asset and materiel management, property maintenance, and advice and policy development pertaining to property and materiel.

Canada's missions abroad also provide support to Australia and Sweden according to specific service agreements.

The department undertakes a whole-of-government, collaborative approach to common service delivery in order to:

  • ensure that proper means are in place to enable it and its partners to deliver Government of Canada programs abroad; and
  • foster open and effective consultations with partners on common service policies and Canadian representation abroad, based on established frameworks such as the new generic Memorandum of Understanding and service standards governing these services.

Canada's representation abroad now consists of employees of the department and of 23 other federal departments and agencies and three provinces (Alberta, Ontario and Quebec), all pursuing policies and delivering programs to further Canadian interests. Federal partners with the most extensive engagement outside the country and Citizenship and Immigration Canada, the Canadian International Development Agency, the Department of National Defence and the Royal Canadian Mounted Police. Other partners at missions abroad include Export Development Canada.

Planning Context: The department faces many challenges in managing its assets abroad. It continues to meet growing demands from Canadians for electronic service delivery and integrated client-centred services with expanded connections to external contacts in other departments, levels of government and outside organizations, while taking care to address the implicatoins related to information sharing and security.

Other issues facing the department's delivery of common services abroad include:

  • the significant growth in representation abroad and, as a result, the increasing number of chanceries that are unable to accommodate further growth (so-called threshold missions);
  • enhanced post-9/11 physical security requirements; and
  • the increase in the number of mission relocations made necessary by security requirements, "rust out" of aging inventory, health and safety issues, program growth overtaking mission capacity, and local economic or political factors such as the relocation of capital cities or central business districts and the deterioration of neighbourhoods in which missions are located.

3 As shown in the department's PAA, common services and infrastructure are delivered as two distinct program activities, one from Headquarters and the other from missions abroad. Given the complementary nature of these two functions, they are discussed together in this report.

3.2.2.1.2 Plans and Priorities for Common Services and Infrastructure Program Activity

The priority is a foreign ministry that is recognized as modern and agile.

The strategic priority for this program activity is supported by one or more one- to three-year outcomes. The department will advance the achievement of this outcome by taking the following actions:

A foreign ministry that is recognized as modern and agile

The department will:

  • ensure better management of, and accountability for, financial and non-financial resources;
  • deliver more efficient and effective corporate services in support of the department, as well as its partners, while continuing to provide a secure platform at Headquarters and missions abroad;
  • promote a well-articulated framework for common service delivery abroad, which includes:
    • the generic Memorandum of Understanding on common services, which sets out the department's principles on how departments are to use the common service platform abroad, thereby addressing common service constraints and fostering a more open and transparent consultative process for representation abroad;
    • assistance to partners to help them clarify their special needs through annexes to the MOU;
    • costing reform to ensure transparency and fairness;
    • continued work toward enhanced and more accurate reporting on common services abroad, which fits into a broader government agenda to promote accountability and modern management, encourages increased transparency and provides a better basis on which to decide on allocation of resources abroad; and
    • establishment of a new senior-level task force, reporting to the Deputy Minister of Foreign Affairs, to consider a more effective and efficient way of delivering common services abroad.

The department will also continue to provide the following services related to common services and infrastructure:

  • security enhancements at Headquarters and missions abroad;
  • human resources policy and operational support to the department and its federal partners for management of staff (both Canada-based and locally engaged) at Headquarters and missions abroad, including delivery of updated compensation packages and handbooks to assist mission management with the human resource management of locally engaged staff; introduction of a simplified workforce structure, composed of the right mix of rotational and non-rotational positions and locally engaged staff; recruitment and deployment of qualified people to fill approximately 800 rotational assignments a year at Headquarters and abroad; and provision of more than 800 courses (40,000 student days) in classroom and online formats to support objectives of the department and its federal partners; and
  • information management and information technology (IM/IT) services, ensuring secure connectivity between Headquarters and missions, improving the department's capacity to manage service alignment and cost control, developing an IM/IT environment that is able to respond quickly and effectively to changing needs, and enabling partner departments to focus on delivering programs abroad.
3.2.2.1.3 Planned Spending: Financial and Human Resources Utilization (see Part III, section 3.3 Financial and Other Tables for more information)



Financial Resources ($ millions)


Year

2006-2007 2007-2008 2008-2009

Total Planned
Spending

843.5 764.2 732.9




Human Resources (FTEs)


Year

2006-2007 2007-2008 2008-2009

Total Planned
Full Time
Equivalents

5,713 5,713 5,709


3.2.2.1.4 Performance Monitoring



Strategic Priority 6: A modern foreign ministry


Key Priority Indicators: Treasury Board Secretariat's Management Accountability Framework assessment; recognition of departmental leadership on administrative and management issues; progress in program and policy renewal; level of integration of corporate systems into decision-making processes; increase in number of political, economic relations and public affairs officers abroad; agreement on special operating agency concept


1- to 3-year planned outcomes


As demonstrated by

  • More effective leadership of, and coherence on, international policy issues and strategies
  • Whole-of-government country strategy planning process in place throughout the department and missions abroad
  • Extent to which Heads of Missions are able to coordinate their activities through HOM mandate letters and performance management agreements, using country strategies
  • Whole-of-government positions on issues arising at multilateral institutions

  • Representation abroad better aligned to reflect shifting distribution of global power and dominance
  • Extent to which resources are re-allocated according to the country strategy process
  • Extent to which resources (human and financial) are aligned to mission re-categorization initiative

  • Human resources management modernized and supportive of the department's transformation agenda
  • Development of human resources (HR) policy
  • Extent to which comprehensive HR reform is carried out

  • Better management of, and accountability for, financial and non-financial resources
  • Implementation of comptrollership agenda
  • Improvements in management and administrative processes

  • More efficient and effective corporate services in support of the department as well as partners, and a more secure platform at home and abroad
  • Extent to which corporate services are re-engineered to better deliver platform abroad
  • Development of alternative service delivery mechanisms within corporate services

  • Common services and infrastructure (support from Headquarters): common services to government programs and partners operating abroad managed and delivered satisfactorily
  • Number and type of complaints and compliments received from partner departments

  • Common services policy and coordination: agreements on interdepartmental services abroad successfully negotiated, coordinated and administered
  • Number of agreements on interdepartmental services abroad successfully negotiated, coordinated and administered

  • Human resources (locally engaged staff, Foreign Service directives, management services centre): human resources services in support of government programs abroad managed and delivered effectively
  • Number and nature of published implementation strategies and timelines for the regulations
  • Number and type of new policies communicated for implementation, along with implementation tools

  • Establishment of a physical resources special operating agency: real property services and assets abroad managed and delivered effectively through the agency
  • Level of client satisfaction with management and delivery of real property services and assets abroad
  • Percentage of projects completed within cost and schedule parameters

  • Security (corporate, personnel and technical): security services managed and delivered effectively
  • Level of client satisfaction with management and delivery of services


3.2.3 Strategic Outcome: Serving Canadians Abroad

Two activities contribute to this strategic outcome: Consular Affairs and Passport Canada.

3.2.3.1 Consular Affairs
3.2.3.1.1 Description of Program Activity and Related Planning Context

Program Activity: managing and delivering consular services to Canadians.

In carrying out this program activity, the department:

  • 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 (see http://www.voyage.gc.ca/consular_home-en.asp);
  • assists Canadians outside Canada in handling trouble or emergencies, in cooperation with partners and missions abroad;
  • manages an Operations Centre 24 hours a day, seven days a week, monitoring world events and functioning as a federal call centre during major international incidents and crises;
  • as part of its consular cost-recovery initiative, strives to maintain consular service standards established in 1996 (see http://www.voyage.gc.ca/main/about/service_standards-en.asp), making them public and using them to assess and report on performance; and
  • provides technological and program services support for delivery of the Consular Program at Headquarters and missions abroad.

Of the department's 299 points of service abroad, the Consular Program offers services at 265 locations outside Canada-at 152 missions (embassies, high commissions, permanent missions, consulates general, consulates, offices and representative offices); 97 consulates headed by honorary consuls; and 16 locations where service is provided by the Australian and Swedish governments, according to consular sharing agreements between Canada and these countries.

At missions abroad, consular staff manage individual consular cases, provide emergency responses during major incidents and crises, and deliver other services such as provision of passports, citizenship services, legal and notarial assistance and help in voting in Canadian elections, in consultation with Headquarters.

The department also manages the Honorary Consul Program abroad. Honorary consuls provide a first line of emergency consular assistance and carry out certain routine consular services. They often play an important role in the development of commercial and economic relations, and may also engage in public affairs, representational work and other activities related to Canadian interests abroad. Experience has proven that they provide exceptional service to Canadians at a reasonable cost.

While most Canadians do not encounter problems abroad, consular assistance can be vitally important for those who do. Such assistance can take many forms. However, all consular interventions serve two basic-and vitally important- purposes: protection and assistance. Serious consular cases, which tend to attract media and public attention, have the potential to generate bilateral and/or multilateral foreign policy issues.

Consular services are supported by a number of fees paid by the travelling public. These include a portion ($25) of the charge for passports and other travel documents as well as specialized fees for notarial, legal and other services (see http://www.voyage.gc.ca/main/about/consular_fees-en.asp). All fees collected are used to maintain and improve Canadian consular services around the world. Last year, revenue generated by these fees was as follows: $58 million for passports and other travel documents and $2.9 million for notarial, legal and other services.

Planning Context: Canadians are more and more engaged in the international community. Approximately 2.5 million Canadians reside outside Canada, and each year Canadians make more than 40 million trips abroad. In 2005, the department received over 1.2 million requests for services from Canadians abroad. In addition, the consular website attracted 4 million visitors.

Several factors continue to have an impact on the department's Consular Program, including:

  • heightened public awareness and anxiety about the risks-real and perceived-involved in international travel post-9/11;
  • the increased need to have updated consular contingency plans in place to allow for a quick and coordinated response to situations that affect the safety and security of Canadians abroad, given the rise in terrorist attacks worldwide and the growing impact of extreme weather events and other natural disasters;
  • changing practices of some countries pertaining to consular protection and the mobility and rights of foreign travellers;
  • the need for ongoing technological innovation and greater cost-effectiveness in the delivery of consular services; and
  • the changing profile of Canadian travellers, more frequent travel by Canadians to remote and dangerous destinations worldwide, and the pursuit of business and other opportunities in "hot spots" or higher-risk areas of the world.
3.2.3.1.2 Plans and Priorities for the Consular Affairs Program Activity

Strengthened consular and passport services, able to respond rapidly and flexibly, is a key priority of the department and a main focus of the Consular Affairs program activity.

The strategic priority for this program activity is supported by one or more one- to three-year outcomes. The department will advance the achievement of this outcome by taking the following actions:

  • Consular services will be strengthened financially by:
    • creating a more sustainable and stable financial resource base for the Consular Program;
    • seeking appropriate financial authorities to fund consular expenses related to major international crises and natural disasters when they occur; and
    • establishing a formal intradepartmental consultation process to assess consular resource priorities at missions abroad, reallocate resources as appropriate and provide temporary support to missions experiencing difficulties such as staff shortages, seasonal demands and pressures related to international events such as Olympic/Commonwealth Games and veterans' events with a consular dimension.
  • The department will continue to ensure more consistent service provision and more efficient responses to emerging challenges by:
    • ensuring that consular staff, stakeholders and partners are engaged in the transition to the new consular framework and strategy;
    • improving crisis management capacity by pursuing the creation of a multidisciplinary Rapid Deployment Team, in collaboration with other stakeholders;
    • further developing working relationships and cooperative agreements with other countries and private firms in emergency planning, crisis management and response;
    • improving the Honorary Consul Program as an effective means of delivering Government of Canada services in locations where Canadian representation is limited; and
    • providing ongoing support to, and recognition of, employees through various measures, including development of human resources and training plans to ensure a highly professional, well-motivated staff with a common sense of purpose and the right mix of skills.
  • The department will better respond to the travel information needs of Canadian travellers and the Canadian travel industry by developing a new communications strategy based on the results of a public opinion survey conducted in 2005-2006. This will increase the profile of consular services and lead to further improvements in consular outreach activities as well as in the structure and content of the consular website.
  • The department will proceed with critical work and continuing investment in the Consular Management and Operations System (COSMOS), a cluster of software applications for managing consular work and the key consular work tool. Specific deliverables include enhanced access controls, activity tracking and audit functions; new software applications to make it easier for Canadians to register with Canadian missions while abroad and to enable the department to log and track calls globally during crises; and improvement of overall system performance mainly at missions.
3.2.3.1.3 Planned Spending: Financial and Human Resources Utilization (see Part III, section 3.3 Financial and Other Tables for more information)



Financial Resources ($ millions)


Year

2006-2007 2007-2008 2008-2009

Total Planned
Spending

51.7 46.7 46.7




Human Resources (FTEs)


Year

2006-2007 2007-2008 2008-2009

Total Planned
Full Time
Equivalents

405 405 405


3.2.3.1.4 Performance Monitoring


Strategic Priority 5: Strengthened consular services


Key Priority Indicators: Client satisfaction ratings; the extent to which citizenship applications are reviewed and forwarded to the Registrar of Citizenship within the 10-day Service Standard; extent to which contact with detainees meets the Service Standards; passport services; results of focus-group testing and a national survey designed to better understand consular clients; and results of employee surveys on the new strategy for consular services


1- to 3-year planned outcomes


As demonstrated by

  • Increased capacity to deal with growing demands and emerging challenges placed on the Consular Program
  • Success in establishing a sustainable and stable funding base
  • Enhancement of training program and percentage of staff receiving training
  • Level of staff satisfaction with training and with the new consular framework and strategy

  • Continued delivery of high-quality consular services
  • Consular framework developed, adopted and implemented
  • Level of client satisfaction (timeliness and quality of services)
  • Degree to which service standards are met

  • Deepened understanding on the part of the Canadian public and media of the nature and extent of consular services
  • Number, nature, timeliness and quality of consular communications (publications, news releases, press conferences, public announcements) for the Canadian public and the media; level of client satisfaction with consular communications


3.2.3.2 Passport Services
3.2.3.2.1 Description of Program Activity and Related Planning Context

Program Activity: managing and delivering passport services to Canadians (through use of the Passport Revolving Fund).

Passport Canada is responsible for the issuance, revocation, refusal, recovery and use of Canadian passports. It provides guidance to the department's missions about issuing passports abroad and supervises all matters related to Canadian travel documents. Passport Canada provides travel documents featuring the best in anti-fraud protection, while maintaining a high level of client service.

Funding for the operations of Passport Canada, a special operating agency of the department, is generated by fees charged for its services. In this regard, it is much like a private-sector enterprise.

Passport Canada offers over-the-counter services at its 33 issuing offices across the country and at designated outlets of Canada Post, Human Resources and Skills Development Canada and Service Canada, which serve as receiving agents (for locations see http://www.pptc.gc.ca/service/index.aspx?lang=e). Service by mail is also provided. Online applications forms are available athttp://www.pptc.gc.ca/service/index.aspx?lang=e. Outside the country, Passport Canada services are available through Government of Canada missions.

Passport Canada works closely with:

  • other federal departments and agencies;
  • provincial and territorial governments, particularly registrars of vital statistics;
  • law enforcement and security agencies, as well as others who have an interest in secure identity documents in Canada and abroad;
  • Canada Post, Human Resources and Skills Development Canada and Service Canada;
  • the International Civil Aviation Organization (ICAO);
  • other federal departments and agencies; and
  • Canada's Five Nations partners: the United Kingdom, the United States, New Zealand and Australia. Since 1994, Canada has been a member of the Five Nations Conference, which brings the passport agencies of these countries together to discuss common concerns and issues.

Collaboration with foreign passport authorities enables Passport Canada to share best practices, which in turn improves its planning and management strategies.

Planning Context: There has been a significant shift in the policy framework in which Passport Canada operates. While continuing to meet its service delivery standards, the focus has now been expanded to include security, in keeping with the government's National Security Policy.

To address increased risks of terrorism and identity theft, Passport Canada continues to work on implementing newgeneration passport security measures, systems and controls. It is also working to comply with ICAO standards for passports, which were adopted in May 2003. These include requirements for computer chip-enabled passports (known as e-passports) that enable the use of biometric technologies in confirming a traveller's identity.

There continues to be a significant increase in the demand for passports and other travel documents by Canadians. In fact, demand is expected to almost double between 2003-2004 and 2008-2009, adding pressure to Passport Canada's ability to respond to both security and service challenges. New partners, such as Service Canada outlets, will improve access to services, but longer-term solutions are also needed. Extended hours and a new risk-based approach to managing applications from previous passport holders should help to relieve some of the pressure during peak periods.

To meet heightened security requirements and greatly increased demand for service, Passport Canada has grown by almost 150 percent over the past five years. Growth is expected to continue, although not necessarily at the same rate. Expansion of this magnitude has exerted financial pressures on the agency and increased the need for more employee orientation and training, office space and equipment.

3.2.3.2.2 Plans and Priorities for Passport Canada

The priorities are:

  • A more secure world for Canada and Canadians, safer from the threats of failed and fragile states, terrorism, transnational crime and weapons of mass destruction; and
  • strengthened passport services, able to respond rapidly and flexibly.

Each of the strategic priorities for this program activity is supported by one or more one- to three-year outcomes. Passport Canada will advance the achievement of these outcomes by taking the following actions, listed below by strategic priority.

A more secure world for Canada and Canadians, safer from the threats of failed and fragile states, terrorism, transnational crime and weapons of mass destruction

Passport Canada will ensure that the Canadian passport continues to be internationally respected as a reliable and secure travel document by strengthening its operations as follows:

  • finalizing implementation of the Mission Print Passport Solution project to ensure that all passports are printed in Canada, using a high standard of security in production and features;
  • finalizing the global introduction of the new white Temporary Passport to ensure that those Canadians abroad who must travel urgently may do so and that all regular passport blanks are repatriated to Canada;
  • developing the federal approach to data sharing on vital events with the provinces and territories;
  • implementing facial recognition to reduce the potential for multiple identities and other types of passport fraud;
  • creating electronic linkages for the sharing of information with the Correctional Service of Canada and the Canadian Police Information Centre so that Passport Canada can better enforce the sections of the Passport Order relating to criminality; and
  • creating regional security units across Canada to better address security cases.

Strengthened passport services, able to respond rapidly and flexibly

Passport Canada will provide simplified access for passport services by:

  • expanding the network of receiving agents and simplifying the mail-in service;
  • continuing implementation of the Passport On-Line initiative;
  • developing a formal, national process to improve how Passport Canada manages fluctuating demand in passport offices and at print and call centres; and
  • developing an integrated service strategy and model to analyze service from the client perspective, and establish service principles upon which to base service improvements.
3.2.3.2.3 Planned Spending: Financial and Human Resources Utilization (see Part III, section 3.3 Financial and Other Tables for more information)


Financial Resources ($ millions)


Year

2006-2007 2007-2008 2008-2009

Total Planned
Spending

0 0 0




Human Resources (FTEs)


Year

2006-2007 2007-2008 2008-2009

Total Planned
Full Time
Equivalents

1,915 2,069 2,372


3.2.3.2.4 Performance Monitoring


Strategic Priority 2: A more secure world for Canada and Canadians


Key Priority Indicators: Enhanced security control procedures


1- to 3-year planned outcomes


As demonstrated by

  • Confidence in identity, entitlement and document integrity of travel documents
  • International recognition of Canada's efforts to create more secure and reliable travel documents
  • Number of fraud cases opened
  • Percentage of temporary passports in circulation versus the total number of passports issued
  • Number of lost and stolen passports reported
  • Number of data-sharing opportunities identified

Strategic Priority 5: Strengthened passport services


Key Priority Indicators: Client satisfaction ratings


1- to 3-year planned outcomes


As demonstrated by

  • Improved client satisfaction
  • Optimize and diversify funding
  • Percentage of volume by service channels
  • Percentage of applications delivered on time (turnaround time)
  • Wait times measured against service delivery standards
  • Percentage of funding from sources other than fee revenue


3.2.4 Supporting Activity: Corporate Services and Human Resources
3.2.4.1 Description of Supporting Activity and Related Planning Context

Supporting Activity (Corporate Services): providing finance and planning, information management and technology, accommodation and security services at Headquarters as well as executive, audit and communications services that enable the department to conduct its program activities.

Supporting Activity (Human Resources): providing human resources services that enable the department to conduct its program activities.

Corporate Services and Human Resources provide essential enabling infrastructure to the department. The two branches are responsible for:

  • supporting all three strategic outcomes of the department-as well as its transformation agenda-at Headquarters and missions abroad;
  • enabling the department and its federal partners to carry out their international operations; and
  • helping drive the government's innovation agenda throughout the department.

In essence, Corporate Services and Human Resources ensure that the right people are in the right places throughout the department and that employees are fully supported with the appropriate training, equipment, accommodation, systems and administration.

Planning Context: The following factors affect this work:

  • the need to transform the department into a more results-based and innovative organization, as well as public demand for greater transparency and accountability in government operations;
  • the department's preparation to implement all relevant aspects of the recently introduced federal accountability legislation, once passed;
  • the department's shift from a policy-oriented organization to a more substantial program management role as well as the need to place more departmental employees in the field;
  • the increased requirement for staff with complex skills sets, the need to strengthen the department's policy development capacity and foreign language abilities and significant expected shortages of skilled staff in certain occupational groups as a result of anticipated retirements in the coming years;
  • societal conditions such as an aging workforce and increased emphasis on family issues like spousal support and work-life balance, which are putting renewed emphasis on recruiting and the need to improve working conditions;
  • ongoing implementation of the Public Service Modernization Act, which is allowing more flexibility in human resources management and fostering more collaborative labour-management relations, as well as the new Treasury Board audit policy;
  • the need to improve the department's performance in meeting the statutory requirements of the Access to Information Act;
  • increased demand for services from a broader range of clients and stakeholders as well as the growth in the number of employees from partner departments at missions abroad, which is straining infrastructure capacity at some locations;
  • the increased incidence of terrorism and other security threats worldwide and the deterioration of global environmental conditions; and
  • the need to adhere to established security requirements with regard to information management and technology, as well as the requirement to maintain the technological compatibility to meet client service expectations.
3.2.4.2 Plans and Priorities for Corporate Services and Human Resources Supporting Activity

The priority is a foreign ministry that is recognized as modern and agile.

The strategic priority for this program activity is supported by one or more one- to three-year outcomes. The department will advance the achievement of this outcome by taking the following actions:

A foreign ministry that is recognized as modern and agile

The department will:

  • ensure that representation abroad is better aligned to reflect the shifting distribution of global power by delivering international services in a whole-of-government fashion, supporting modernization of the department through use of new technologies and developing the flexibility to realign resources to specific goals;
  • ensure that human resource management is modernized and supportive of its transformation agenda by undertaking innovative measures and introducing new tools to attract experienced workers from other departments to renew its pool of employees (including HOMs), and developing a range of proposals to improve support for employees and dependants at missions abroad;
  • provide better management of, and accountability for, financial and non-financial resources (e.g. the MRRS-PAA), oversee effective delivery of the government's international priorities in a cost-effective manner and create a mechanism with which ministers can make resource allocation decisions; and
  • provide other critical services that apply horizontally across all program activities, such as adoption of an action plan to bring the department into full compliance with the Access to Information Act, implementation of the new Treasury Board audit policy emphasizing assurance work and response to an increased demand for evaluation services resulting from increased program spending, in accordance with Treasury Board requirements that accompany approval of this spending, such as development and implementation of an information technology and management strategic plan and implementation of the Treasury Board security policy on management of information technology.
3.2.4.3 Planned Spending: Financial and Human Resources Utilization (see Part III, section 3.3 Financial and Other Tables for more information)

Financial resources of Corporate Services and Human Resources are applied against all program activities.

3.2.4.4 Performance Monitoring


Strategic Priority 6: A modern foreign ministry


Key Priority Indicators: Treasury Board Secreatariat's Management Accountability Framework Assessment; recognition of departmental leadership on administrative and management issues; progress in program and policy renewal; level of integration of corporate systems into decision-making processes; increase in number of political, economic relations and public affairs officers abroad; agreement on special operating agency concept


1- to 3-year planned outcomes


As demonstrated by

  • More effective leadership of, and coherence on, international policy issues and strategies
  • Whole-of-government country strategy planning process in place throughout the department and missions abroad
  • Extent to which Heads of Missions are able to coordinate their activities through HOM mandate letters and performance management agreements, using country strategies
  • Whole-of-government positions on issues arising at multilateral institutions

  • Greater program, policy and project management capacity, both at Headquarters and at missions abroad
  • Level of satisfaction of stakeholders and clients with policy and project management advice

  • Representation abroad better aligned to reflect shifting distribution of global power and dominance
  • Extent to which resources are re-allocated according to the country strategy process
  • Extent to which resources (human, financial) are aligned to mission re-categorization initiative

  • Human resource management modernized and supportive of the department's transformation agenda
  • Development of human resources policy; extent to which comprehensive HR reform is carried out

  • Better management of, and accountability for, financial and non-financial resources
  • Implementation of comptrollership agenda/plan
  • Improvements in management and administrative processes

  • Greater efficiency and effectiveness of corporate services in support of Headquarters and the platform abroad
  • Extent to which corporate services re-engineered to better deliver platform abroad
  • Development of alternative service delivery mechanisms within corporate services

Provision of other critical services that apply horizontally across all program activities:
  • elimination of the department's outstanding backlog of access and privacy requests by April 2006
  • assistance for program managers in designing program policies and initiatives
  • periodic assessment of policy or program efficiencies and effectiveness
  • Improvement in Access to Information and Privacy assessment
  • Level of satisfaction of program managers with program design assistance
  • Number of program assessments


3.3 Financial and Other Tables

List of Tables

Table 3.1: Planned Spending and Full Time Equivalents (FTEs)

Table 3.2: Resources by Program Activity

Table 3.3: Voted and Statutory Items Listed in the Main Estimates

Table 3.4: Services Received Without Charge

Table 3.5: Summary of Capital Spending by Program Activity

Table 3.6: Source of Respendable and Non-Respendable Revenue

Table 3.7: Revolving Fund

 A: Statement of Operations

 B: Statement of Cash Flows

 C: Projected Use of Authority

Table 3.8: Resource Requirements by Branch or Sector

Table 3.9: User Fees

Table 3.10: Major Regulatory Initiatives

Table 3.11: Details on Project Spending

Table 3.12: Details on Transfer Payments Programs

Table 3.13: Horizontal Initiatives

Table 3.14: Sustainable Development Strategies

Table 3.15: Internal Audits and Evaluation


Table 3.1: Departmental Planned Spending and Personnel and Full Time Equivalents (FTEs) ($ millions)
  Forecast
Spending
2005-2006
Planned
Spending
2006-2007
Planned
Spending
2007-2008
Planned
Spending
2008-2009
International Security 0.0 358.7 233.4 142.4

Global Issues 738.7 505.7 542.0 529.8

Bilateral Relations 127.3 134.0 120.3 98.8

Strategic Policy and Public Diplomacy 41.2 47.5 44.2 44.2

Protocol 0.0 38.6 38.0 38.0

Common Services and Infrastructure (Support from HQ) 193.4 205.7 164.5 164.5

Common Services and Infrastructure (Missions Abroad) 688.4 650.7 612.9 609.5

Consular Affairs 51.8 52.8 49.6 49.6

Passport 181.4 198.1 198.1 198.1

Transfer Payments not specifically allocated 10.1 0.0 0.0 0.0

Budgetary Main Estimates (gross) 2,032.3 2,191.7 2,003.0 1,874.9

Non-Budgetary Main Estimates (gross) 0.0 0.0 0.0 0.0

Less: Respendable Revenue 233.7 250.5 250.6 250.6

Total Main Estimates

1,798.6 1,941.1 1,752.4 1,624.3
 
Adjustments        

Operating budget carry-forward from
2004-2005
50.7 0.0 0.0 0.0

Funding to promote peace and stability in failed and fragile states such as Afghanistan, Haiti and Sudan (Global Peace and Security Fund) 14.4 0.0 0.0 0.0

Funding to support the destruction of chemical weapons at the Shchuch'ye chemical weapons destruction facility in Russia 26.0 0.0 0.0 0.0

Public security initiatives (National Security Policy) 1.6 0.0 0.0 0.0

Funding to support activities related to the protection of civilians, peace support operations, conflict prevention and public safety (Human Security Program) 8.6 0.0 0.0 0.0

Funding to enhance security at Canada's missions abroad 7.3 0.0 0.0 0.0

Funding to support grants to increase Canada's profile abroad and to inform Canadians about Canada's place in the world (Public Diplomacy Program) 1.7 0.0 0.0 0.0

Funding for the acquisition and implementation of digital facial recognition technology (Passport Security Strategy) 3.3 0.6 0.0 0.0

Funding to improve security measures related to passport services and to enhance management capacity within Passport Canada 2.7 0.0 0.0 0.0

Initiatives to support the implementation of a common electronic infrastructure and multi-channel service delivery strategy (Government On-Line) 1.8 0.0 0.0 0.0

Funding for a pilot project to produce security-enhanced passports (e-Passport initiative) 2.2 0.6 0.0 0.0

Additional funding for increased staff and forensic activities related to tsunami disaster relief 1.4 0.0 0.0 0.0

Funding to modernize human resources management in the federal Public Service (Public Service Modernization Act) 0.9 0.0 0.0 0.0

Funding to support activities to address foreign overfishing in the northwest Atlantic Ocean 0.2 0.0 0.0 0.0

Funding in support of activities associated with the Commission of Inquiry into the actions of Canadian officials in relation to Maher Arar 1.1 0.0 0.0 0.0

Funding for administration of the 2004-2005 conditional grant to the Forum of Federations 0.1 0.0 0.0 0.0

LES maternity leave and severance 4.5 0.0 0.0 0.0

CBS maternity leave and severance 4.9 0.0 0.0 0.0

Collective bargaining agreement 20.9 0.0 0.0 0.0

Proposed carry forward for Global Partnership Program (GPP) (36.8) 0.0 0.0 0.0

Proposed capital carry forward (4.7) 0.0 0.0 0.0

Threat Reduction Cooperation Program 0.0 0.0 0.0 33.0

Global Peace and Security Program 0.0 0.0 82.0 82.0

UN Convention Against Corruption 0.0 0.1 0.1 0.1

Global Peace Support Operation Program 0.0 0.0 8.0 8.0

Foreign Affairs Overseas operations 0.0 7..0 10.0 10.0

Global Partnership including Plutonium Disposition $13M 08/09 - 12/13 0.0 0.0 0.0 67.0

Foreign intelligence collection 0.0 0.6 1.0 1.5

Human Security Budget 2000 (Global Peace and Security Fund) 0.0 0.0 10.0 10.0

Commitment to double international assistance - IAE Increase - Development Pool - Canada Fund for Local Initiatives 0.0 18.0 18.0 18.0

Shastri Institute Foundation 0.0 1.3 0.0 0.0

Moscow Chancery 0.0 5.0 29.7 5.3

Long-term accommodation 0.0 17.7 5.6 0.6

Proceeds of sales of real property 0.0 18.0 0.0 0.0

GPP - Redirection of Former Weapons Scientists 0.0 0.0 0.0 7.0

GPP - Nuclear and Radiological Security 0.0 0.0 0.0 5.4

GPP 0.0 (7.0) (7.0) 0.0

GPP - Chemical Weapons Destruction 0.0 15.0 0.0 0.0

GPP - Dismantlement of Nuclear Submarines 0.0 4.6 0.0 0.0

Relief of Hurricane Katrina in New Orleans 0.0 4.8 0.0 0.0

Capital carry forward 0.0 4.7 0.0 0.0

Reduced cost of the new Ministry - smaller Cabinet 0.0 (0.2) (0.2) (0.2)

Reduced cost of the new Ministry - regional responsibilities 0.0 0.3 0.3 0.3

International Peacekeeping and Peace Operations 0.0 (11.9) (11.9) (11.9)

Interim strategy on Existing Climate Change 0.0 3.4 0.0 0.0

CoP 11 0.0 3.1 0.0 0.0

Expenditure Review Committee (4.0) 0.0 0.0 0.0

Expenditure Review Committee - Procurement Savings (2.3) (6.8) 0.0 0.0

2005 Federal Budget 113.0 0.0 0.0 0.0

Total Adjustments 219.7 78.9 145.6 236.1
 

Total Planned Spending

2,018.3 2,020.1 1,898.0 1,860.4
Total Planned Spending 2,018.3 2,020.1 1,898.0 1,860.4

 Less: Non-Respendable revenue 102.7 100.9 108.0 122.9

 Plus: Cost of services received without charge 61.6 69.0 68.1 68.6

Net Cost of Department

1,977.2 1,988.2 1,858.1 1,806.1

Full Time Equivalents (FTEs)

9,886 10,144 10,298 10,596
 
Notes:
Due to rounding, figures may not add to totals shown.
Planned spending for 2006-2007 has been adjusted from Main Estimate figures to reflect updated allocation of corporate services. Planned spending figures for 2007-2008 and 2008-2009 have not been adjusted due to the merging of the two departments.
 




Table 3.2: Resources by Program Activity ($ millions)
2006-2007
  Budgetary Non-
Budgetary
Total
Main
Estimates
Adjustments
(planned
spending not
in Main
Estimates)-
Total
Planned
Spending
Program Activity Operating Capital Grants Contributions
and Other
Transfer
Payments
Gross Respend-
able
Revenue
Net Loans,
Investments
and
Advances
 
 
International Security 105.1 6.0 3.0 244.6 358.7 0.0 358.7 0.0 358.7 2.3 361.0

Global Issues 66.8 2.9 7.5 428.5 505.7 0.0 505.7 0.0 505.7 7.3 513.0

Strategic Policy and Public Diplomacy 22.3 0.7 21.3 3.1 47.4 (2.6) 44.8 0.0 44.8 1.6 46.4

Protocol 27.6 0.4 10.6 0.0 38.6 0.0 38.6 0.0 38.6 0.1 38.7

Common Services and Infrastructure (Support from HQ) 145.8 59.6 0.3 0.0 205.7 (17.8) 187.9 0.0 187.9 24.9 212.8

Common Services and Infrastructure (Missions Abroad) 615.0 35.7 0.0 0.0 650.7 (29.1) 621.6 0.0 621.6 9.1 630.7

Consular Affairs 49.8 2.9 0.0 0.0 52.7 (3.0) 49.7 0.0 49.7 2.0 51.7

Passport Services 198.1 0.0 0.0 0.0 198.1 (198.1) 0.0 0.0 0.0 2.0 0.0

Total

1,357.0 115.7 42.7 676.2 2,191.7 (250.6) 1,941.1 0.0 1,941.1 79.0 2,020.1
 
Note: Due to rounding, figures may not add to totals shown.
 
 



Table 3.3: Voted and Statutory Items($ millions)
Vote or
Statutory
Item
  2006-2007
Main Estimates
2005-2006
Main Estimates
1 Operating expenditures 1,025.8 990.9
 
5 Capital expenditures 115.7 105.0
 
10 Grants and contributions 718.7 642.9
 
(S) Minister of Foreign Affairs salary and
motor car allowances
0.1 0.1
 
(S) Payment under the Diplomatic Service
(Special) Superannuation Act
0.3 0.3
 
(S) Contributions to employee benefit plans 80.5 59.5
 
 
Total Department

1,941.1 1,798.7
 
Note: Due to rounding, figures may not add to totals shown.
 
 



Table 3.4: Services Received Without Charge ($ millions)
2006-2007 Total
 
Accommodation provided by Public Works and Government Services Canada (PWGSC) 21.4

Contributions covering the employer's share of employees' insurance premiums and expenditures paid by the Treasury Board of Canada Secretariat (TBS) (excluding revolving funds) 45.6

Workers' compensation coverage provided by Human Resources and Skills Development Canada (HRSDC) 0.2

Salary and associated expenditures of legal services provided by the Department of Justice Canada (JUS) 1.8

Other 0.0

Total 2006–2007 Services Received Without Charge

69.0
 
Note: Due to rounding, figures may not add to totals shown.
 
 




Table 3.5: Summary of Capital Spending by Program Activity ($ millions)
 
Program Activity Forecast
Spending
2005-2006
Planned
Spending
2006-2007
Planned
Spending
2007-2008
Planned
Spending
2008-2009
 
International Security 0.0 6.0 5.8 5.7

Global Issues 4.2 2.9 2.1 1.8

Bilateral Relations 7.6 7.5 6.8 6.8

Strategic Policy and Public Diplomacy 0.7 0.7 0.6 0.6

Protocol 0.0 0.4 0.4 0.4

Common Services and Infrastructure (Support from HQ) 51.8 82.6 61.6 37.2

Common Services and Infrastructure (Missions Abroad) 38.0 35.7 34.1 34.0

Consular Affairs 2.7 4.1 2.7 2.7

Passport Services 0.0 0.0 0.0 0.0
 

Total

105.0 139.9 114.1 89.2
 
Note: Due to rounding, figures may not add to totals shown.
 
 




Table 3.6: Source of Respendable and Non-Respendable Revenue ($ millions)
 
Non-Respendable Revenue Forecast
Revenue
2005-2006
Planned
Revenue
2006-2007
Planned
Revenue
2007-2008
Planned
Revenue
2008-2009
 
Common Services and Infrastructure (Support from HQ)        

Adjustment to previous year's expenditures 0.6 0.6 0.6 0.6

Other 0.2 0.2 0.2 0.2
  0.8 0.8 0.8 0.8
 
Common Services and Infrastructure (Missions Abroad)        

Sales of properties and other assets 16.1 13.8 14.7 10.0

Employee rent shares 12.2 12.2 12.2 12.2

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

Other 0.8 0.8 0.8 0.8
  35.9 33.6 34.5 29.8
 
Consular Affairs        

Consular fees 66.0 66.5 72.7 92.3
  66.0 66.5 72.7 92.3
Total Non-Respendable Revenue 102.7 100.9 108.0 122.9
 
Total Respendable and
Non-Respendable Revenue
351.4 350.7 376.0 451.9
 
Note: Due to rounding, figures may not add to totals shown.
 
 



Table 3.7: Passport Canada Revolving Fund
 
Table 3.7A: Statement of Operations ($ millions)
  Forecast
Spending
2005-2006
Planned
Spending
2006-2007
Planned
Spending
2007-2008
Planned
Spending
2008-2009
 
Total Respendable Revenue 195.9 198.1 198.1 198.1
 
Operating Expenses:        

Salaries and employee benefits 113.0 104.4 104.4 104.4

Employees termination benefits 0.4 0.4 0.4 0.4

Passport material usage 13.5 14.3 15.7 20.3

Passport operations at missions abroad 4.4 4.4 4.4 4.4

Accommodation 10.4 10.6 10.7 10.8

Professional and special services 9.8 10.9 10.7 10.8

Amortization 13.0 13.6 10.8 11.2

Freight, express and cartage 17.1 18.4 22.1 27.8

Telecommunications 3.3 3.4 3.6 3.7

Printing, stationery and supplies 3.8 4.7 4.0 4.3

Other 10.3 13.0 11.3 0.0

Total Expenses 199.0 198.1 198.1 198.1
Surplus (Deficit) (3.1) 0.0 0.0 0.0
 
Note: Due to rounding, figures may not add to totals shown.

 
Table 3.7B: Statement of Cash Flows ($ millions)
  Forecast
Spending
2005-2006
Planned
Spending
2006-2007
Planned
Spending
2007-2008
Planned
Spending
2008-2009
 
Surplus (Deficit) (3.1) 0.0 0.0 0.0
 
Add non-cash items        

Amortization 13.0 13.6 10.8 11.2

Passport material usage 13.5 14.3 15.7 20.3

Interest on drawdown        
Total non-cash items 26.5 27.9 26.5 31.5
 
Add cash inflows        

Treasury Board Funding for OAG report 3.3 2.1 0.0 0.0

Transfer from Treasury Board vote 5 1.3 0.0 0.0 0.0

Treasury Board Funding for Passport Security Strategy 5.5 2.9 0.0 0.0
Total cash inflows 10.1 5.0 0.0 0.0
 
Change in working capital (16.4) (17.8) (24.8) (14.7)

Investing activities        

Acquisition of depreciable assets (10.5) (15.1) (1.7) (16.8)
Cash Surplus (Requirement) 6.6 0.0 0.0 0.0
 
Note: Due to rounding, figures may not add to totals shown.

 
Table 3.7C: Projected Use of Authority ($ millions)
  Forecast
Spending
2005-2006
Planned
Spending
2006-2007
Planned
Spending
2007-2008
Planned
Spending
2008-2009
 
Authority* 4.0 4.0 4.0 4.0

Drawdown:        

Balance as of April 1 7.4 14.0 14.0 14.0

Projected surplus (drawdown) 6.6 0.0 0.0 0.0
  14.0 14.0 14.0 14.0
Projected balance at March 31 18.0 18.0 18.0 18.0
 
* Four million dollars is the maximum amount that may be drawn down at any time from the Consolidated Revenue Fund.
Note: Due to rounding figures, may not add to totals shown.

 



Table 3.8: Resource Requirements by Branch ($ millions)
Program Activity
Branch International
Security
Global
Issues
Bilateral
Relations
Strategic
Policy
and
Public
Diplomacy
Protocol Common Services and
infrastructure (support
from HQ)
Common Services
and infrastructure
(Missions Abroad)
Consular
Affairs
Total Planned
Spending
 
Minister and Deputy Minister's Office 0.3 0.2 0.6 0.1 0.4 0.6 1.4 0.8 4.3

Bureaus Reporting Directly to the Deputy Minister 1.2 0.8 3.1 0.5 32.6 2.3 11.3 1.0 52.7

International Security 320.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 320.0

Global Issues 0.0 478.2 0.0 0.0 0.0 0.0 17.2 0.0 495.4

Bilateral Relations 0.7 15.2 99.6 0.0 0.0 0.0 452.4 28.8 596.7

North America 0.0 0.0 26.9 0.0 0.0 0.0 106.2 11.8 144.9

Strategic Policy and Public Diplomacy 0.0 0.0 0.0 40.1 0.0 0.0 0.0 0.0 40.1

Legal Adviser 9.0 4.0 0.6 0.0 0.0 0.0 0.0 0.6 14.2

Corporate Services 22.2 9.7 23.3 4.0 4.2 171.1 30.2 5.1 269.8

Human Resources 7.7 4.9 11.6 1.7 1.5 38..8 12.0 3.6 81.8

Passport Canada 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Total 361.0 513.0 165.7 46.4 38.7 212.8 630.7 51.7 2,020.0
Note: Due to rounding, figures may not add to totals shown.
 




Table 3.9: User Fees
 
 
 
Name of User Fee
Property-Related Lettings and Sublettings

Fee Type:
(O) Other - Cost Recovery (Lease of Public Property)

Fee-Setting Authority:
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.

Reason for Fee Introduction or Amendment:
This fee is modified as per each agreement to reflect market value.

Effective Date of Planned Change to Take Effect:
As per terms of each agreement.

Planned Consultation & Review Process:
The fees are negotiated as part of a specific agreement with each licensee/sublessee 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.
 
 




Table 3.10: Major Regulatory Initiatives
 
 
 
Regulations:
Put into force the Law on Space Remote Sensing Systems and related regulations.
 
Expected Results:
Promulgating regulations and bringing the Remote Sensing Space Systems Act into force will fulfill commitments Canada made under an agreement with the United States to regulate commercial remote sensing satellite systems (Canada Treaty Series 2000/14, Washington, D.C., June 2000). The Act will establish a licensing regime to operate such systems in Canada.
 
 




Table 3.11: Details on Project Spending
 
 
 
The following projects have exceeded or are expected to exceed their delegated project approval level over the next three years:
 
2006-2007

  1. Dhaka, Bangladesh - Construction of diplomatic complex
  2. Moscow, Russia - Fit-up of new chancery and residential accommodation
  3. Rome, Italy - Chancery acquisition and fit-up
  4. Seoul, Korea - Construction of chancery and 7 staff quarters
2007-2008

  1. Moscow, Russia - Fit-up of new chancery and residential accommodation
  2. Seoul, Korea - Construction of chancery and 7 staff quarters
2008-2009

  1. Moscow, Russia - Fit-up of new chancery and residential accommodation
  2. Seoul, Korea - Construction of chancery and 7 staff quarters

For further information, see http://www.tbs-sct.gc.ca/est-pre/estime.asp.
 




Table 3.12: Details on Transfer Payments Programs
 
 
 
Over the next three years, Department of Foreign Affairs and International Trade will manage the following transfer payment programs in excess of $5 million:
 
2006-2007

Program Activity: International Security
  1. Global Peace and Security Fund (GPSF), and its component programmes: the Global Peace and Security Programme (GPSP), the Global Peace Operations Programme (GPOP) and the renewed Human Security Programme (HSP)
  2. Initiatives related to the destruction, disposition and securing of weapons of mass destruction
  3. International Atomic Energy Agency (IAEA)
  4. North Atlantic Treaty Organization (NATO) – Civil Administration
  5. Organization for Security and Cooperation in Europe (OSCE)
Program Activity: Strategic Policy and Public Diplomacy
  1. Grants in Aid of Academic Relations
  2. Grants in Aid of Cultural Relations
Program Activity: Global Issues
  1. International Organisation of the Francophonie
  2. Commonwealth Secretariat
  3. Food and Agriculture Organization (FAO)
  4. International Labour Organization (ILO)
  5. Organization for Economic Cooperation and Development (OECD)
  6. UN Educational, Scientific and Cultural Organization (UNESCO)
  7. United Nations Organization (UNO)
  8. UN Peacekeeping Operations
  9. World Health Organization (WHO)
  10. World Trade Organization (WTO)
  11. Young Professionals International (YPI)
  12. Organization of American States (OAS)
  13. International Criminal Court (ICC)
  14. Projects and Development Activities Resulting from Francophone Summits
  15. Contribution to Canada's Clean Development Mechanism and Joint Implementation
Program Activity: Protocol
  1. Payments in lieu of taxes on diplomatic, consular and international organizations' property in Canada
2007-2008

Program Activity: International Security
  1. Initiatives related to the destruction, disposition and securing of weapons of mass destruction
  2. International Atomic Energy Agency (IAEA)
  3. North Atlantic Treaty Organization (NATO) – Civil Administration
  4. Organization for Security and Cooperation in Europe (OSCE)
Program Activity: Strategic Policy and Public Diplomacy
  1. Grants in Aid of Academic Relations
  2. Grants in Aid of Cultural Relations
Program Activity: Global Issues
  1. International Organization of the Francophonie
  2. Commonwealth Secretariat
  3. Food and Agriculture Organization (FAO)
  4. International Labour Organization (ILO)
  5. Organization for Economic Cooperation and Development (OECD)
  6. UN Educational, Scientific and Cultural Organization (UNESCO)
  7. United Nations Organization (UNO)
  8. UN Peacekeeping Operations
  9. World Health Organization (WHO)
  10. World Trade Organization (WTO)
  11. Young Professionals International (YPI)
  12. Organization of American States (OAS)
  13. International Criminal Court (ICC)
  14. Projects and Development Activities Resulting from Francophone Summits
Program Activity: Protocol
  1. Payments in lieu of taxes on diplomatic, consular and international organizations' property in Canada
2008-2009

Program Activity: International Security
  1. Initiatives related to the destruction, disposition and securing of weapons of mass destruction
  2. International Atomic Energy Agency (IAEA)
  3. North Atlantic Treaty Organization (NATO) – Civil Administration
  4. Organization for Security and Cooperation in Europe (OSCE)
Program Activity: Strategic Policy and Public Diplomacy
  1. Grants in Aid of Academic Relations
  2. Grants in Aid of Cultural Relations
Program Activity: Global Issues
  1. International Organization of the Francophonie
  2. Commonwealth Secretariat
  3. Food and Agriculture Organization (FAO)
  4. International Labour Organization (ILO)
  5. Organization for Economic Cooperation and Development (OECD)
  6. UN Educational, Scientific and Cultural Organization (UNESCO)
  7. United Nations Organization (UNO)
  8. UN Peacekeeping Operations
  9. World Health Organization (WHO)
  10. World Trade Organization (WTO)
  11. Young Professionals International (YPI)
  12. Organization of American States (OAS)
  13. International Criminal Court (ICC)
  14. Projects and Development Activities Resulting from Francophone Summits
Program Activity: Protocol
  1. Payments in lieu of taxes on diplomatic, consular and international organizations' property in Canada

For further information on the above-mentioned transfer payment programs see http://www.tbs-sct.gc.ca/est-pre/estime.asp.
 




Table 3.13A: Horizontal Initiatives
 
Name of Horizontal Initiative: U.S. Enhanced Representation Initiative (ERI)
 
Lead Department: Department of Foreign Affairs and International Trade

Start Date: September 17, 2003

End Date: March 31, 2008

Total Federal Funding Allocation: $118.2 million

Description of the Initiative: The ERI is a partnership of eight federal departments and agencies. The ERI provides a coordinated and integrated approach and direction to managing and advancing Canada's advocacy, trade, business development, science and technology, and investment interests in the United States. This is done through the collaboration of ERI partners and consultation with other federal government departments, provinces and territories, and other stakeholders. When fully implemented, the ERI partnership will oversee a network of 43 U.S. points of contact through consulates general, consulates, trade offices and honorary consuls.

Shared Outcome(s): Outcomes reflect total Canadian government efforts respecting advocacy and business development with the United States set in the international economic environment. Specific outcomes are defined by the ERI's Resultsbased Management and Accountability Framework (RMAF):

Short-term Outcomes:
  • Increased domestic engagement and coordination
  • Raised awareness of:
    • Canada-United States interdependence in North American security
    • Canada-United States interdependence in North American economy
    • Canada-United States social differences
  • Increased number of export-ready firms
  • Raised awareness in the United States of:
    • Investment opportunities in Canada
    • Canadian technological capabilities
  • Increased Canada-United States sharing of technologies
  • Raised awareness of U.S. market opportunities for Canadian firms
  • ERI Partnership development
  • Increased capacity for advocacy and business development in the United States

Governance structure(s): The ERI Partnership is managed through a formal governance structure including a Deputy Ministers Steering Committee, an Assistant Deputy Ministers Policy Committee, a Directors General Operations Committee and three director-level Standing Committees: Advocacy and Business Development, Communications and Human Resources. Day-to-day operations are managed by the ERI Secretariat, which is responsible to the ERI Partnership, through the governance structure, for planning, implementing and evaluating the ERI's annual action plan. The ERI Secretariat is accountable administratively to its host department, the Department of Foreign Affairs and International Trade, which provides financial, human resources and physical resource services to the Secretariat.

For further information on the above-mentioned transfer payment programs see http://www.tbs-sct.gc.ca/est-pre/estime.asp.
 


Table 3.13: Horizontal Initiative
 
Name of Horizontal Initiative: U.S. Enhanced Representation Initiative (ERI)
  Federal Partners
Involved in
Each Program
Names of Programs Total
Allocation
($ millions)
Planned
Spending
2006-2007
($ millions)
Expected
Results for
2006-2007
1. Atlantic Canada Opportunities Agency (ACOA) a. Representation 78,070.0 20,269.0 Complete staffing
2. Agriculture and Agri-Food Canada (AAFC)
3. Canada Economic Development for Quebec regions (CED-Q) b. Advocacy and Business Development 24,837.0 7,450.0 "whole of government approach"
4. Department of Foreign Affairs and International Trade (DFAIT)
5. Industry Canada (IC) c. Corporate / Governance 8,248.0 2,047.0 Formative evaluation - complete and implement recommendations
6. National Research Council (NRC)
7. Western Economic Diversification (WD) d. Reserve / Unallocated* 7,045.0 11,687.0  
Total 118,200.0 41,453.0  
Contact Information:
Wolf Nowak
Manager
Strategic Planning and Analysis U.S. Enhanced Representation Initiative Secretariat (ERI)
Department of Foreign Affairs and International Trade (DFAIT)
Telephone: 1-613-944-2715

Note: To be allocated to programs by March 31, 2006.
 



Table 3.14: Sustainable Development Strategy Department
 
1. How does your department plan to incorporate Sustainable Development (SD) principles and values into your mission, vision, policy and day-to-day operations?

Departmental Input
Agenda 2006: A Sustainable Development Strategy for the Department of Foreign Affairs and International Trade defines the department's commitments to integrate SD principles and values into the mission, vision, policy and day-to-day operations for the 2004-2006 period in Goal 1 - Ensure greater integration of sustainable development in departmental policies, programs and operations.

Agenda 2006 including the specific commitments related to Goal 1 can be found at: http://www.dfait-maeci.gc.ca/sustain/sd-dd/menu-en.asp.

2. What goals, objectives and targets from your most recent SDS will you be focusing on this coming year? How will you measure your success?

The targets in Agenda 2006 specific to Foreign Affairs in the remaining months of 2006 are listed below and are measured or reported on through an annual report. The targets for 2007 through 2009 will be captured in an updated sustainable development strategy that will be tabled in Parliament in December 2006.

  • Name an SD champion at the Assistant Deputy Minister or Deputy Minister level (delayed from 2005).
  • Reconstitute negotiations for a transboundary environmental impact assessment agreement with the United States and Mexico.
  • Advance Canada's interests in sustainable human settlements and good governance through re-engagement in the United Nations Human Settlements Programme, Membership on the UN-Habitat Governing Council by 2005 and hosting the World Urban Forum in Vancouver in June 2006.
  • Develop approaches to implementation of the 2000 Ozone Annex to meet the agreement's 2007 target date.
  • Reconstitute negotiations for a transboundary environmental impact assessment agreement with the United States and Mexico.
  • Implement the strategic priorities for gender equality and women's rights (2004-2006):
    • increased representation of women in policy and decision making positions in UN and other multilateral and international forums;
    • increased number of UN, international and multilateral fora implementing gender main-streaming initiatives, including appointment of gender focal points/advisors; and
    • successful negotiation (and increased co-sponsorship) of Canada-led resolutions at UN and other multilateral and regional forums.

3. Identify any sustainable development tools, such as Strategic Environmental Assessment or Environmental Management Systems that will be applied over the next year.

The department has a variety of sustainable development tools in place that will continue to be applicable over the next year. Some of the tools include Strategic Environmental Assessment of Policies Plans and Programs, Environmental Assessment of Projects, Environmental Assessment of Grants and Contributions as well as an Environmental Management System.

 



Table 3.15: Internal Audits and Evaluations
Foreign Affairs Audit Plans for 2005-2007 - Modified for input into the 2006-2007 Report on Plans and Priorities
 
General Headquarters Audit
Project Description / Objective 2005-2006 2006-2007 Time Frame
Audit of the Integrated Management of Property Resources (IMPR) To assess the extent to which the objectives for the IMPR redistribution fund have been met. X   3rd - 4th Quarter

Audit of Foreign Service Expenditures - Foreign Service Directives Phase one - Preliminary survey and risk assessment. X   3rd - 4th Quarter

Assurance Engagement Phase two - Execution of plan.   X TBD

Locally Engaged Staff Services Bureau To assess the efficiency and effectiveness of the management control framework.   X TBD

Privacy Impact Assessment (PIA)

Assurance Engagement
To determine if Foreign Affairs has implemented the PIA policy with due regard to effectiveness and is conducting PIAs in compliance with the policy.   X TBD
Financial Audits
Project Description / Objective 2005-2006 2006-2007 Time Frame
Follow-up of Assurance Audits

Assurance Engagement
To determine the extent to which recommendations resulting from six financial audits performed over the past several years have been implemented. The six audits were: Cashier's Office; Accountable Advances; Accounts Receivable; Specified Purpose Accounts; Capital Assets; and Prepaid Expenses. X   3rd Quarter

Audit of Accounts Payable and Accrued Liabilities

Assurance Engagement
To determine the extent to which Accounts Payable and Accrued Liabilities are being accounted for in accordance with generally accepted accounting principles (GAAP) and that internal controls are in place and working effectively. X   4th Quarter
Table 3.15: Internal Audits and Evaluations
Financial Audits
Project Description / Objective 2005-2006 2006-2007 Time Frame
Audit of Recoverable / Payables

Assurance Engagement
To determine the extent to which the handling of other government department (OGD) transactions at missions are accurate and consistent, as well as how these amounts are recovered/paid through HQ from/to our partner departments.   X 1st Quarter

Audit of Foreign Affairs Financial Functions at Missions Abroad and HQ

Assurance Engagement
To determine the extent to which the department has sufficient financial expertise at missions and HQ. The audit will include an examination of the position qualifications, recruiting methods and training program.   X 2nd Quarter

Audit of Foreign Operations and International Banking To determine the extent to which the Foreign Operations and International Banking Division:   X 3rd - 4th Quarter

Assurance Engagement
  • exercises controls on the disbursement of funds to missions;
  • assesses financial risk at missions and prepares risk mitigation strategies;
  • provides proactive advisory services; and
  • identifies financial management training requirements.
     
Information Management Audit
Project Description / Objective 2005-2006 2006-2007 Time Frame
Audit of Network "Content" Security

Assurance Engagement
The broad objective of this audit is to provide assurance of the integrity of the information on internal computer networks. More specifically, the audit will:
  • assess the existence and effectiveness of security controls;
  • ensure compliance with government requirements;
  • ensure that no protected information is exposed or compromised; and
  • identify and promote best security practices.
X   3rd - 4th Quarter

Management of IT Security (MITS)

Assurance Engagement
This audit addresses a component of the audit of IT security required under the TBS initiatives promoted through the MITS.

This internal audit would be conducted to meet TBS and Office of the Auditor General requirements and would involve coordination of criteria and methodologies with both agencies.
  X 3rd Quarter

Post-Implementation Audit of InfoBank

Assurance Engagement
To review user requirements and system functionality and to evaluate the success of the project for departmental management.   X 1st Quarter
Grants and Contributions Program Audits
Project Description / Objective 2005-2006 2006-2007 Time Frame
Academic Relations     X 1st Quarter

Canada Fund   X   3rd Quarter

Canadian Foundation for the Americas   X   3rd - 4th Quarter

Canadian Interests Abroad   X   3rd - 4th Quarter

Counter-Terrorism   X X TBD

Global Partnership Program To provide assurance on the proper management and administration of departmental grants and contributions. X   3rd Quarter

  Assurance engagements   X 2nd Quarter

Grants in Lieu of Taxes   X   3rd - 4th Quarter

Inter-American Drug Abuse Control Commission   X   3rd - 4th Quarter

International Drug Strategy   X   3rd - 4th Quarter

UN Environment Programme (UNEP)   X   3rd - 4th Quarter
Grants and Contributions Recipient Audits
Project Description / Objective 2005-2006 2006-2007 Time Frame
Asia Pacific Foundation of Canada   X   3rd - 4th Quarter
      X -

Canada Fund     X TBD

Canada Landmine Fund To determine the extent of recipient's compliance with the terms and conditions of the agreement and ensure that financial reports appropriately account for the use of funds while demonstrating that funds were used for the intended purpose and that value has been received. X   1st - 4th Quarter
 
Assurance engagements
  X

Clean Development Mechanism and Joint Implementation Office   X X 1st - 4th Quarter

Counter-Terrorism     X TBD

Global Partnership Program   X   1st - 4th Quarter

Human Security Program   X X 1st - 4th Quarter

International Environmental Program   X X 1st - 4th Quarter

John Holmes Fund   X   3rd Quarter
      X 1st - 4th Quarter

Maison des étudiants canadiens   X   3rd - 4th Quarter
      X -

Northern Dimensions   X X 1st - 4th Quarter
Mission Inspections
Project Description / Objective 2005-2006 2006-2007 Time Frame
Young Professionals International   X X 1st - 4th Quarter
Mission Inspections To provide management with an assessment of mission operations and management controls. These engagements provide advice to missions, examine compliance with policies and regulations, and examine methods to enhance performance.      

Consulting Engagements Over the course of several mission inspections, work will be conducted that targets, on a risk basis, particular horizontal processes, subjects, issues and questions. The results of the inspections will be accumulated and analyzed to enable the development of statements of assurance on the selected horizontal topics.      

Inspection Tours Accra, London, Madrid, Barcelona, Athens X   1st -2nd Quarter
 
  Bandar Seri Begawan, Bangkok, Jakarta, Abu Dhabi, Dubai X   3rd Quarter
 
  Riga, Tallinn, Vilnius X   4th Quarter
 
  Bucharest, Tel Aviv, Ramallah, Tunisia, Tripoli X   4th Quarter
 
  Seoul, Taipei, Colombo X   4th Quarter
 
  Kuwait, Riyadh, Kuala Lumpur   X 1st Quarter
 
  Washington, Wash-OAS, Philadelphia   X 1st Quarter
 
  Moscow, St. Petersburg, Almaty   X 2nd Quarter
 
  Brasilia, São Paulo, Rio de Janeiro, Belo Horizonte, Buffalo   X 3rd Quarter
 
  Dakar, Yaoundé, Geneva   X 3rd Quarter
 
  Minneapolis, Seattle   X 4th Quarter
 
  Helsinki, Warsaw, Prague, Bratislava   X 4th Quarter
 
  Havana, Port of Spain, Bogotá   X 4th Quarter

Passport Audits
Project Description / Objective 2005-2006 2006-2007 Time Frame
Entitlement Policy and Procedures Control Framework

Assurance Engagement
To determine the adequacy of the entitlement policies and procedures and the effectiveness of the related control framework. X   TBD

Management of IT Security (MITS) This audit addresses a component of the audit of IT security required under the TBS initiatives promoted through the MITS.   X 3rd Quarter

Assurance Engagement This internal audit would be conducted to meet TBS and Office of the Auditor General requirements and would involve coordination of criteria and methodologies with both agencies      

Passport Services at Missions and HQ Framework To assess the level of compliance with policies and procedures at missions abroad and review the efficiency of the management control framework. X   3rd - 4th Quarter

Assurance Engagement The audit will be conducted at both Passport Canada and Consular Affairs, Foreign Affairs.      


Internal Evaluations
Foreign Affairs Evaluations Planned for 2006-2007
Name of Evaluation Description 2005-2006 2006-2007 Start Date End Date
Canada Post Memorandum of Understanding (MOU) This evaluation will review the relevance and effectiveness of the MOU between Passport Canada and Canada Post for the delivery of passports and other services.   X September
2006
December
2006

Canadian Foreign Service Institute (CFSI) This analysis provides an indepth review of the CFSI after 15 years of operation: its relevance, cost-effectiveness and results achieved. Recommendations will aim to guide management in revitalizing the mandate of the Institute to meet the challenges of a new international environment. X   August
2005
May
2006

Communications Policy This evaluation will review the department's implementation of the Communications Policy of the Government of Canada.   X September
2006
March
2007

Counter-Terrorism Programming and Results Reporting Capacity Check to assess the capacity of the Counter-Terrorism Funding Program to plan, coordinate, manage, achieve and demonstrate results consistent with departmental strategies and priorities.   X May
2006
July
2006
 
  Evaluation of the Counter- Terrorism Program to review overall planning, programming and RMAF implementation.   X January
2007
June
2007

Country Studies Development and validation of a methodology for country studies. In support of the "whole of government" approach, the country studies will be comprehensive reviews of our involvement with the selected countries from both a Headquarters and a field perspective. They will aim to show how our various programs contribute to reaching our goals.   X May
2006
January
2007
 
  The Evaluation Division will pilot test the methodology and tools developed by completing a country study in a country where the planning has been in place.   X January
2007
July
2007
Enhanced Representation Initiative (ERI)-USA This evaluation will look at the design and quality of the implementation of the initiative. It will also assess the effectiveness of the ERI as a horizontal initiative (governance and coordination). X   July
2005
May
2006

Foreign Affairs Human Resources Needs This study will consider what skills and experience are required to meet the department's needs for the future.   X September
2006
March
2007

Global Partnership Program Evaluation of the Global Partnership Program as a whole with a focus on planning, programming and RMAF implementation. X   December
2005
April
2006
 
  Update of the RMAF/RBAF for the Global Partnership Program.   X April
2006
May
2006
 
  Evaluation of the Former Weapons Scientists Programs to assess the International Science and Technology Centre's efficiency, effectiveness and achievement of results.   X April
2006
July
2006

Global Partnership Program Evaluation of the Chemical Weapons Destruction Program / Main Destruction Building-2 (MDB2) and the work with the United Kingdom Ministry of Defence.   X August
2006
December
2006
 
  Evaluation of the Nuclear Security and the International Atomic Energy Agency (IAEA) component of the Global Partnership Program.   X June
2006
October
2006

Hub and Spoke This review will assess the effectiveness of the existing delivery models in different regions and identify the factors that facilitate and impede the success of the Hub and Spoke approach (i.e. relations between main and satellite offices).   X September
2006
March
2007

Knowledge Management As a follow-up to the IM/IT (Information Management, Information Technology) Needs Analysis Study, this study will examine how the department acquires, organizes, stores and disseminates knowledge in order to provide recommendations on how to improve knowledge management.   X April
2006
December
2006

Landmines The summative evaluation of the Canadian Landmine Fund will be led by CIDA and will cover the contributions by Foreign Affairs, CIDA and DND. An evaluation assessment will be conducted in FY 2005-2006, followed by the summative evaluation in 2006-2007.   X May
2005
April
2007

Passport Canada (PPTC) Ombudsman This evaluation will consider alternative options for delivering the ombudsman function and other values and ethics oriented services within PPTC, with a focus on organizational capacity renewal and sustainability.   X April
2006
November
2006

Passport Canada (PPTC) Security Bureau This evaluation will review the relevance, effectiveness and results achieved by the Security Bureau and consider alternatives to continue to provide an effective travel documents service to Canadians while maintaining adequate security.   X June
2006
December
2006

Policy Development Advise and Assist: the review is about assessing the departmental policymaking process and how effectively the policies are translated into appropriate programming.   X September
2006
March
2007

Public Diplomacy Public Diplomacy is a new business line that comprises a variety of programs aimed at strengthening departmental advocacy activities. The evaluation will assess progress made toward a more coherent approach and will identify gaps between delivery capacity and the objectives of the Public Diplomacy program. X   May
2006
March
2007

Public Security and Anti- Terrorism Evaluation of the Public Security and Anti-Terrorism Program with a focus on the following components: Personal Safety and Security at Missions; Representation Abroad; and International Counter-Terrorism Unit.   X May
2005
June
2006

Young Professionals International Summative evaluation of the Young Professionals International Program. X   September
2005
April
2006