Departmental Performance Report 2011-12 — Supplementary Information Tables

Details on Transfer Payment Programs

Details of Transfer Payment Programs
Program Activity:
($ millions)
Variance(s) between Planned and Actual Spending
Fragile countries and crisis-affected communities
Total Grants687.19715.52527.94670.44655.44(127.50)
Total Contributions141.00210.08152.37109.93109.9342.44
Total Other Types of Transfer Payments     0.00
Total Program Activity828.20925.60680.31780.37765.37(85.06)
Low-income countries
Total Grants195.64303.48358.84275.73275.7383.11
Total Contributions518.65501.63531.23496.57471.5659.67
Total Other Types of Transfer Payments     0.00
Total Program Activity714.29805.12890.07772.31747.29142.78
Middle-income countries
Total Grants135.28111.16111.96111.77111.770.19
Total Contributions216.52185.24228.67162.27162.2766.40
Total Other Types of Transfer Payments     0.00
Total Program Activity351.79296.40340.63274.03274.0366.59
Global engagement and strategic policy
Total Grants928.20762.92747.16919.88919.88(172.72)
Total Contributions223.1518.826.81305.68305.68(298.87)
Total Other Types of Transfer Payments268.10269.39248.11308.51308.51(60.40)
Total Program Activity1,419.451,051.131,002.081,534.071,534.07(531.99)
Canadian engagement
Total Grants2.7013.9730.1218.5818.5811.54
Total Contributions11.03221.00263.05248.30247.7415.31
Total Other Types of Transfer Payments     0.00
Total Program Activity13.73234.97293.17266.88266.3326.85

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Greening Government Operations


The GGO supplementary table applies to departments and agencies bound by the Federal Sustainable Development Act, the Policy on Green Procurement, or the Policy Framework for Offsetting Greenhouse Gas Emissions from Major International Events.

Please note:

  • RPP refers to Reports on Plans and Priorities and represents planned / expected results.
  • DPR refers to Departmental Performance Reports and represents actual results.

Green Building Targets

Surplus Electronic and Electrical Equipment Target

8.6 By March 31, 2014, each department will reuse or recycle all surplus electronic and electrical equipment (EEE) in an environmentally sound and secure manner.
Performance MeasureRPPDPR
Target Status 
Existence of implementation plan for the disposal of all departmentally-generated EEE.Yes 
Total number of departmental locations with EEE implementation plan fully implemented, expressed as a percentage of all locations, by the end of the given fiscal year.FY 2011-1250%100%

Strategies / Comments

  1. The EEE strategy applies to all five locations in the National Capital Region (NCR); Place du Centre, 105 Hotel de Ville, 119 Promenade du Portage, the Agency Record Centre at 45 Sacré-Coeur and the warehouse at 1770 Pink Road. The Agency also has a regional presence in seven satellite offices, but with only five employees for these locations that are not part of this strategy. Disposal and reuse of surplus EEE is part of the Agency's Framework for Asset Management. All activities related to handling surplus EEE are being centralized at the Agency's warehouse and managed in accordance with government policies and best practices. CIDA adheres to the Treasury Board Directive on the Disposal of Surplus Materiel and disposes of surplus EEE through the recommended mechanisms including Computers for Schools and the Crown Assets Distribution Directorate.
  2. Surplus EEE are picked up in a specific location by the Facilities Services at each building, sent to the warehouse, assessed for re-use or bundled together for disposal. Informatics equipment is gathered centrally at Place du Centre by Information Management and Technology Branch (IMTB) employees and prepared for transfer to different programs or disposal.
  3. Roles and responsibilities have been defined in the Framework for Asset Management and rest with Infrastructure Services. This demonstrates that proper disposal procedures are respected.
  4. The centralization of Asset Management functions has allowed CIDA to focus all disposal activities in one location. This has increased the logistical efficiency of the process, allowing CIDA to capture 99 percent of EEE.
  5. Security considerations are also included in the process. IMTB labels the different types of assets and disposal or re-use is carried out accordingly. BlackBerry and cell phones are disposed through a specialized firm that ensures the destruction of any residual data while recycling close to 100 percent of the equipment. The warehouse where the destruction takes place has limited access and robust security systems.
  6. CIDA minimizes the risk of loss or theft of EEE during storage and transport. Prior to shipment all surplus EEE is carefully packaged and materiel is not transported in bulk. Processes to track EEE are conducted during pre-disposal sorting of the equipment under all disposal mechanisms.
  7. Opportunities for continuous improvement include the potential to add a special field in the asset management data bank that would identify the type of recommended disposal once the life cycle of the object is completed.
  8. As a separate initiative related to electronic waste, CIDA will also continue to recycle 100% of used batteries, used ink cartridges, and compact disks.

Printing Unit Reduction Target

8.7 By March 31, 2013, each department will achieve an 8:1 average ratio of office employees to printing units. Departments will apply target where building occupancy levels, security considerations, and space configuration allow.
Performance MeasureRPPDPR
Target Status 
Ratio of departmental office employees to printing units in fiscal year 2010-11, where building occupancy levels, security considerations and space configuration allow.  
Ratio of departmental office employees to printing units at the end of the given fiscal year, where building occupancy levels, security considerations and space configuration allow.FY 2011-125.6:18:1

Strategies / Comments

  1. "Printing units" are defined to include devices such as desktop printers, networked printers, multifunctional devices, photocopiers, faxes and scanners.
  2. CIDA is currently developing a printer strategy to achieve the target ratio of 8:1 for the year 2012-2013. The strategy will be aimed at achieving further improvement in future years on a continuous basis in carefully planning and monitoring the use of the printing units within CIDA.
  3. A detailed inventory of all the printing units within CIDA will be developed early 2012-2013 (details of networked printers and photocopiers are available with the Information Technology and Facilities units). The final verification will be confirmed manually to verify the data collected.
  4. All employees at CIDA's 5 locations in the NCR are subject to the target reduction.
  5. Currently, the roles and responsibilities for printing units are divided between two Branches in the Agency. The Chief Financial Officer Branch (CFOB - Infrastructure Services) is responsible for the photocopiers and the fax units and IMTB is responsible for all printing devices linked to the network. Both groups manage the financial, contractual and services related issues for their respective equipment. As part of the strategy currently in development, this relationship will evolve in the next fiscal year. The CFOB responsibilities will be transferred to IMTB as of April 1, 2013.

Paper Consumption Target

8.8 By March 31, 2014, each department will reduce internal paper consumption per office employee by 20%. Each department will establish a baseline between 2005-2006 and 2011-2012, and applicable scope.
Performance MeasureRPPDPR
Target Status 
Number of sheets of internal office paper purchased or consumed per office employee in the baseline year selected, as per departmental scope.8,147.9 
Cumulative reduction (or increase) in paper consumption, expressed as a percentage, relative to baseline year selected.FY 2011-1246%46%

Strategies / Comments

  1. All Agency employees at all locations have been subject to the paper reduction initiative; double-sided printing has been a default setting for all since 2007.
  2. Paper consumption is calculated by dividing the total number of sheets of paper purchased (normalized to letter size equivalent) by the total number of employees.
  3. The number of employees for this calculation is provided by the Human Resources Branch and does not include field presence, temporary help or leave without pay (LWOP).
  4. In 2010-2011, 2,310 employees were subject to this measure.
  5. Overall, since the base year, the Agency has reduced its paper consumption by 37% (2010-2011) despite a 20% increase in the total number of employees over the same period. The bulk of this reduction is associated with the double-sided printing, the new technologies in the boardrooms and also environmental awareness campaigns held by the Agency's Green Team.
  6. Paper purchase is an item in the Infrastructure Manager budget and is tracked consistently over the year; it is also included as part of budget planning for future years. The Infrastructure Manager is the only representative signing for purchases and all transactions brokered through the contracting group, using only recycled paper from the PWGSC green National Master Standing Offer (NMSO).
  7. Minor paper purchases are done by individual Branches for special orders (i.e., color paper) and these are not monitored with the regular paper. As we change the type of equipment at CIDA as part of the revised printing strategy, the special order of paper will no longer be required. This will represent an overall reduction in cost for the Agency, an increase in the cost to the Infrastructure group and, this will affect the cost to employee ratio as well as the number of sheets consumed by employee. It will however allow CIDA to capture in one snapshot the total cost and volume of paper consumption.
  8. The digitalization of a number of forms, pads and promo materials is being implemented, reducing the amount of paper forms purchased and kept in stock. This paper usage is not tracked in the reduction number, but contributes to the overall Government goals.
  9. Additional paper consumption initiative: The program for recycling paper towels in CIDA's main office building in the NCR was put in place following demands from CIDA, and was extended from the office tower at Place du Centre to the Commercial Centre, accessible to various other government departments and businesses. CIDA will continue to encourage, develop, and support joint initiatives with PWGSC and property management firms for the recycling of used hand towels.

Green Meetings Target

8.9 By March 31, 2012, each department will adopt a guide for greening meetings.
Performance MeasureRPPDPR
Target Status 
Presence of a green meeting guide.Yes, since 2008.100%

Strategies / Comments

  1. The Environmental Officer and Green Team developed the protocol that was published on CIDA's intranet site in May 2008. It is applicable to all Agency meeting rooms in all Agency locations by every employee and for meetings outside the Agency.
  2. Projection equipment and computers linked to the network have been in place since 2009 in all corporate meeting rooms, video-teleconferencing rooms, and VP boardrooms.
  3. The green meeting protocol is currently being reviewed by the Green Team (the Environmental group), to try to identify areas for improvement and to raise awareness among Agency employees on how to maximize the use of existing technology.
  4. The following are part of the protocol for in-house meetings:
    • Let participants know it will be a green meeting and talk about why you have chosen to follow this protocol.
    • Ask participants to bring their own reusable cups.
    • Introduce the green meeting concept to participants at the beginning of the meeting by pointing out the location of solid-waste recycling centres.
    • Avoid handouts. If they must be used, ensure they are concise and printed on both sides (and not in color).
    • Place handouts on a table for those who really want hard copies. Make note of the email addresses of participants who would prefer to receive handouts by email.
    • Use the "handouts" option when printing a PowerPoint presentation.
    • Procure green meeting supplies, such as an erasable board with non-toxic dry markers, a blackboard, an overhead projector, and PowerPoint slides.
    • Request that the caterer provide fair-trade products such as coffee and tea, and local products such as pastries and fruit.
    • Ensure that the caterer uses reusable containers for condiments (sugar and so on) and reusable dishes.
    • When possible, do not throw out leftovers: distribute them to participants or donate them to a local food bank.
    • Turn off electrical appliances and lights before leaving the room.
  5. These are also part of the protocol, but meant for meeting outside the Agency's space or when travelling outside the NCR:
    • Consider the option of organizing or taking part in a teleconference or video-conference, rather than travelling to and from the event. (Thirteen different points within the Agency' space are equipped with video-teleconferencing equipment. As well, negotiations with DFAIT have resulted in the possibility of using their network to communicate with CIDA staff in missions or in embassies.)
    • Whenever possible, select a hotel with an eco-rating. Check the Audubon Green Leaf Eco-Rating Program website (English only).
    • Book online whenever possible, rather than using printed forms.
    • If the hotel offers this service, use the energy-efficient option whereby linens are not changed daily.
    • Use public transit or car pool, or better yet, walk.
    • When going out of town, take the train. It is more environmentally friendly than driving or flying.
    • Collect presenters' business cards and ask them to send you desired information by email rather than accumulating hard-copy versions of their documents.
    • Return your plastic name-tag holder at the end of the meeting.
    • When leaving your hotel room, turn off the lights, television, and air conditioning or heating.
  6. The protocol also includes a note advising employees to refrain from using perfume out of respect for colleagues who suffer from environmental sensitivities, allergies, or asthma.

Green Procurement Targets

8.10 As of April 1, 2011, each department will establish at least 3 SMART green procurement targets to reduce environmental impacts.

8.10.1 Green Procurement Targets (self-selected) - By March 31, 2013, CIDA will purchase only computers that meet the green standards of PWGSC.
Performance MeasureRPPDPR
Target Status 
Computer purchase reports in SAP.Baseline: 2009
Percentage of computers purchased in 2012-2013 that meet the green standards of PWGSC.100%100%

Strategies / Comments

  1. Upon review of Agency expenditures, computer purchases are one of the most significant cyclical investments and offer a great opportunity for volume, value, and monitoring. With the rate of replacement for workstation computers and laptops, the disposal, even using the Computers for School Program and Crown Assets, have an impact on the environment. In 2010-2011, the Agency activated an SAP module allowing for the tracking of green purchases and provided training to all procurement officers on its mandatory usage as well as the importance of buying green whenever possible. Recommendations were also made to always use PWGSC NMSO to ensure that the green connotation had been indeed warranted.
  2. IMTB plans all computer purchases only through their dedicated procurement officers. At reception, the equipment is bar-coded by the Infrastructure group and tracked through its life cycle by the User group. Once the life cycle is complete, disposal proceeds according to Government policies. These processes, roles and responsibilities are part of the Agency's Asset Management Framework and Policy.
8.10.2 Green Procurement Targets (self-selected) - By March 31, 2013, CIDA will purchase only furniture that meets the green standards of PWGSC.
Performance MeasureRPPDPR
Target Status 
Furniture purchase reports in SAP.Baseline: 2009
Percentage of furniture purchased in 2012-2013 that meets the green standards of PWGSC.100%100%

Strategies / Comments

  1. Upon review of Agency expenditures, furniture purchases are one of the most significant cyclical investments and offers a great opportunity for volume, value and monitoring. With the rate of replacement of workstations, the internal re-use, transfer to other departments, and potential for refurbishing disposal using Crown Assets makes furniture an asset that has an impact on the environment. Consideration for the amount of plastic, steel, and wood utilized in the manufacturing of furniture is key to sustainable use of natural resources. In 2010-2011, the Agency activated an SAP module allowing for the tracking of green purchases and provided training to all procurement officers and infrastructure staff involved in accommodation projects on its mandatory use as well as the importance of buying green whenever possible. Recommendations were also made to always use PWGSC NMSO to ensure that the green connotation had been indeed warranted.
  2. The Agency's Infrastructure group plans all furniture purchases only through their dedicated procurement officers. At reception, the equipment is bar-coded by the Infrastructure group and tracked through its life cycle by the User group. Once the life cycle is complete, disposal proceeds according to Government policies. These processes, roles, and responsibilities are part of the Agency's Asset Management Framework and Policy.
  3. A pilot project was conducted in 2009-2010 to verify the benefits of refurbishing existing screens instead of purchasing new ones. Cost, timing, quality of product and potential compatibility with other type of furniture were assessed. Results indicated that for the type of screens in inventory, the quality of the refurbished product did not equal the quality of the new product. The production time, especially considering the in-house co-ordination, was less economical than ordering new. The manufacturer has since discontinued these specific screens and did not offer any viable options for work surface usage. The cost of refurbishing was about the same as buying new furniture. All the material (steel, plastic, fabrics) removed from existing screens were recycled by the refurbishing company. Based on our analysis, the best option would be to purchase new furniture only where required. The surplus furniture could then be either disposed through Crown Assets or offered to other federal departments that use this type of furniture.
  4. The Agency has donated surplus shelving to other federal departments instead of disposing through Crown Assets where appropriate.
8.10.3 Green Procurement Targets (self-selected) - By March 31, 2013, CIDA will only purchase vehicles that are either hybrids or use alternate fuels when this alternative is available.
Performance MeasureRPPDPR
Target Status 
Vehicle purchase reports in SAP.Baseline: 2009
Percentage of vehicles purchased in 2012-2013 that are either hybrid or use alternate fuels.100%100%

Strategies / Comments

  1. Upon review of Agency's expenditures, vehicles, although not one of the most frequent purchases, are nevertheless an investment that is cyclical and inherently poses an impact on the environment.
  2. The current Agency fleet is composed of:
    • 2 executive vehicles for the Minister and the President both of which are eligible for replacement in 2012-2013;
    • A former Ministerial vehicle which is currently being re-used for mailing operations:
    • A truck used for light deliveries and pick-ups;
    • A cargo van for the delivery of records between the different Agency locations and the Record Centre; and,
    • A cube van used for the transportation of assets between the warehouse and the different Agency locations.
  3. All vehicle purchases are co-ordinated through the Infrastructure Manager and the procurement officer dedicated to that group. Only vehicles with special consideration for alternate fuels or hybrid vehicles from the PWGSC NMSO will be considered for replacement.

8.11 As of April 1, 2011, each department will establish SMART targets for training, employee performance evaluations, and management processes and controls, as they pertain to procurement decision-making.

Training for Select Employees.

8.11.1 As of April 1, 2011, all procurement officers will have taken a recognized training course on green procurement.
Performance MeasureRPPDPR
Target Status 
System access is only granted to procurement officers that have taken the course. 
Percentage of procurement officers that have access to the procurement system that have completed a recognized training course on green procurement.100%100%

Strategies / Comments

  1. Procurement officers acquire the majority of goods on behalf of the Agency. They are strategically positioned to ensure that all actions required to ensure green purchases are not only taken, but also considered as part of the entire purchasing process.
  2. Team sessions have been held internally with all stakeholders, representatives from IMTB and Infrastructure groups, the environmental coordinator, procurement officers and managers to explain the initiative and the requirement to comply with green purchasing. Subsequently, the SAP green module was activated on April 1, 2011 and is now part of the mandatory fields for executing a transaction.
  3. In an effort to capture as much of the Agency's acquisition as possible, all credit card holders have also been trained and new applicants must complete the training before they are allowed to use the credit cards.
  4. The Infrastructure Manager uses a SAP report, which clearly identifies green and non-green purchases, to monitor all purchases annually. The managers of the cost centres in default will be consulted to inform them of the different options available in green purchasing and to ensure that their purchasing practices are in line with both Agency and Federal Government objectives.
Employee performance evaluations for managers and functional heads of procurement and materiel management.

8.11.2 For the fiscal year 2012-2013, all procurement officers' performance evaluations will have environmental consideration clauses incorporated therein.
Performance MeasureRPPDPR
Target S tatus 
Confirmation by the Contracting DG that objectives have been met.Baseline: 2011
Percentage of procurement officers' performance evaluations for 2012-2013 that incorporate clauses of environmental considerations.100%100%

Strategies / Comments

  1. An agreement has been reached with the Chief Financial Officer to develop a special clause in the performance evaluation of procurement officers in fiscal year 2012-2013.
  2. The Director of Corporate Security, Infrastructure and Management Services will develop a new clause and an evaluation process to be used in the 2012-2013 performance evaluations, in collaboration with HR and the Contracting Directorate. The evaluation process will be based on the review of SAP reports on green purchasing by the Infrastructure Manager.
  3. Once the process is well in place, the potential for expanding to credit card holders and the managers of these responsibility centers will be considered.
Management processes and controls.

8.11.3 By April 1, 2011 a minimum of 1 management processes and controls related to procurement and/or materiel management will be adjusted to support departmental green procurement implementation.
Performance MeasureRPPDPR
Target Status 
Roll out in SAP. 
New module activated in SAP for 2012-2013.completecomplete

Strategies / Comments

  1. On April 1, 2011 and after 12 months of planning, a new module was activated in SAP for green procurement. A new line in the contracting procedures was activated to identify if the purchase was green, not green or of an unknown nature. This field is mandatory to be able to execute transactions. The data gathered on green procurement and other relevant details regarding the transaction is available in a report that will be reviewed annually in May by the Infrastructure Manager. The findings in the report will be used to adjust the module, identify problems with data entries, identify percentage of goods purchase that are green, not green or of unknown nature, verify the practices and performance of procurement officers, provide overall information on green procurement for the Agency and ensure that all efforts are made to improve where necessary.
  2. The data gathered on the level of green procurement will also be reported to the Green Team to inform the development and implementation of strategies to raise awareness with the Agency population in the areas where improvements are required.

Reporting on the Purchases of Offset Credits

Mandatory reporting on the purchase of greenhouse gas emissions offset credits, as per the Policy Framework for Offsetting Greenhouse Gas Emissions from Major International Events, should be reported here.
Performance MeasureRPPDPR
Quantity of emissions offset in the given fiscal year.- -- -

Strategies / Comments

  1. CIDA is not planning to purchase any greenhouse gas emission offset credits in 2012-2013.

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Sources of Non-respendable Revenue

Non-Respendable Revenue
Program Activity2010-11
Actual ($ millions)
($ millions)
Planned RevenueActual
Gain for revaluation at year end of International Financial Institutions liabilities32.00.020.1
Refund of previous year expenditures17.20.07.8
Return on investments3.00.02.7
Total Non-respendable Revenue52.50.030.9

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Upcoming Evaluations

Evaluations Footnote 1
Name of EvaluationProgram ActivityStatusCompletion Date
Review of Evidence of the Effectiveness of CIDA's Grants and ContributionsFragile countries and crisis-affected communities, Low-income countries, Middle-income countries, Global engagement and strategic policy, Canadian engagementCompletedJuly 2011
Evaluation of CIDA's Regional Inter-American ProgramMiddle-income countriesCompletedJuly 2011
Evaluation of CIDA's Ukraine ProgramMiddle-income countriesCompletedJuly 2011 Footnote 2
Joint Evaluation of the Paris Declaration, Phase 2 Footnote 3Global engagement and strategic policyCompletedJuly 2011
Joint Evaluation of Budget Support Operations in Mali (PDF, 1.54 MB, 10 pages) Footnote 4Low-income countriesCompletedOctober 2011
Canadian Investment Fund for Africa: Mid-Term ReviewLow-income countriesIn progressOctober 2011
Evaluation of CIDA's Honduras ProgramMiddle-income countriesCompletedOctober 2011
Evaluation of CIDA's Peru ProgramMiddle-income countriesCompletedFebruary 2012
Humanitarian and Development Effectiveness Review of the World Food ProgrammeFragile countries and crisis-affected communitiesCompletedFebruary 2012
Development Effectiveness Review of the United Nations Development ProgrammeGlobal engagement and strategic policyCompletedFebruary 2012
Corporate Evaluation of CIDA's Humanitarian AssistanceFragile countries and crisis-affected communitiesPending approval of reportFebruary 2012
Mali Country Program EvaluationLow-income countriesIn progressOctober 2012
Colombia Country Program EvaluationMiddle-income countriesIn progressOctober 2012
Caribbean Regional Program EvaluationMiddle-income countriesIn progressOctober 2012
Development Effectiveness Review of the Asian Development BankGlobal engagement and strategic policyIn progressOctober 2012
Development Effectiveness Review of the World Health OrganizationGlobal engagement and strategic policyIn progressOctober 2012
Bolivia Country Program EvaluationMiddle-income countriesPlannedFebruary 2013
Development Effectiveness Review of the African Development BankGlobal engagement and strategic policyPlannedFebruary 2013
Thematic Evaluation of Partnership with Canadians Branch Programming in GovernanceCanadian engagementPlannedFebruary 2013
Tanzania Country Program EvaluationLow-income countriesPlannedTBD
Pakistan Country Program EvaluationLow-income countriesPlannedTBD
Indonesia Country Program EvaluationMiddle-income countriesPlannedTBD
Haiti Country Program EvaluationFragile countries and crisis-affected communitiesPlannedTBD
Afghanistan Country Program EvaluationFragile countries and crisis-affected communitiesPlannedTBD
Development Effectiveness Review of the United Nations Children's Fund Footnote 5Global engagement and strategic policyPlannedTBD


Footnote 1

This table lists evaluations conducted in 2011-2012 and in progress or planned for 2012-2013. Please note that this list includes only evaluations conducted by CIDA's Strategic Planning, Performance Management and Evaluation Directorate. Branch-led evaluations are not included.

Return to footnote 1 referrer

Footnote 2

The electronic links for completed evaluations will be provided once the reports are posted on CIDA's website, which is in progress. Evaluation Reports.

Return to footnote 2 referrer

Footnote 3

Canada contributed to this multi-donor evaluation in a variety of ways, including financial support and membership in the International Reference Group that guided the evaluation.

Return to footnote 3 referrer

Footnote 4

Multi-donor evaluation led by the European Commission.

Return to footnote 4 referrer

Footnote 5

Joint evaluation with the Netherlands Ministry of Foreign Affairs.

Return to footnote 5 referrer

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Upcoming Internal Audits

Internal Audits
Name of Internal AuditAudit TypeStatusCompletion Date
Horizontal Internal Audit of the Grants and Contributions Management Control Framework in Large Departments and AgenciesControls AuditCompletedMay 2011
Audit of Travel ManagementManagement AuditCompletedMarch 2012
Arrangements with Other Government DepartmentsManagement AuditCompletedDecember 2011
Strategic and Business PlanningManagement AuditCompletedJune 2012
Management of Personal InformationManagement AuditCompletedJune 2012
Results-Based ManagementManagement AuditIn progressIn-Progress
Grants and Contributions - Geographic Programs BranchManagement AuditIn progressIn-Progress
Grants and Contributions - Partnerships with Canadians BranchManagement AuditIn progressIn-Progress

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User Fees

User Fee: Fees charged for the processing of access requests filed under the Access to Information Act (ATIA)

Fee Type: A

Fee-setting Authority: Access to Information Act

Date Last Modified: 1992

Performance Standards: Response within 30 days following receipt of request. The response time may be extended pursuant to section 9 of the Access to Information Act. The ATIA provides further details.

Performance Results: In 2011-2012, 77% of requests were processed within the statutory time frames.

User Fees
2011-12 ($ thousands)Planning Years
Forecast RevenueActual RevenueFull CostFiscal YearForecast RevenueEstimated Full Cost

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