Supplementary Information (Tables)

Table of Contents

Details of Transfer Payment Programs

Afghanistan Counter-Narcotics Program

Name of Transfer Payment Program: Afghanistan Counter-Narcotics Program (ACNP) (program funding approved by vote in Parliament)

Start Date: December 8, 2011

End Date: March 31, 2014

Description: The ACNP provides assistance to enhance the capacity of states, government entities thereof and international organizations to decrease the cultivation, production, trafficking and consumption of illicit drugs-primarily heroin, in Afghanistan.

Recipients are not required to repay funds obtained under this transfer payment program.

Strategic Outcome:Canada's International Agenda - The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved:

Program Activity: Diplomacy and Advocacy
($ millions)
 Actual
Spending
2010-11
Actual
Spending
2011-12
Planned
Spending
2012-13
Total
Authorities
2012-13
Actual
Spending
2012-13
Variance
Total Contributions0.012.00.06.06.0-6.0
Total Program0.012.00.06.06.0-6.0

Comments on Variances: The second tranche payment was scheduled for 2013-14 but was provided in 2012-13 given the UN policy stipulating that funding should be deposited before the funded activities are undertaken. In the past, the United Nations Office on Drugs and Crime (UNODC) has not enforced this policy given its ability to internally. However, since contributions from donors are down (including from Canada), the UNODC is finding it increasingly difficult to cash manage multi-year projects. Under the parameters of the implementing instrument, all ACNP project activities must be concluded by March 31, 2014. There are currently no plans to renew the ACNP, and therefore no room to extend the contribution arrangement into FY 2014-15. Moving the payment schedule forward enabled the UNODC to program over the course of a full year rather than only six months.

Audits Completed or Planned: N/A

Evaluations Completed or Planned: N/A

Engagement of applicants and recipients: N/A

Anti-Crime Capacity Building Program

Name of Transfer Payment Program: Anti-Crime Capacity Building Program (ACCBP) (program funding approved by vote in Parliament)

Start Date: December 9, 2009

End Date: Ongoing

Description: The AACBP was launched in 2009 to enhance the capacity of beneficiary states, government entities and international organizations to prevent and respond to threats posed by international criminal activity throughout the Americas.

In addition, the AACBP takes part in programming under the Canadian Initiative for Security in Central America funding envelope, which supports projects that enhance justice and security-sector capacity. Prime Minister Harper announced the five-year, $25-million funding envelope in April 2012.

Recipients are not required to repay funds obtained under this transfer payment program.

Strategic Outcome: Canada's International Agenda-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved:

Program Activity: Diplomacy and Advocacy
($ millions)
 Actual
Spending
2010-11
Actual
Spending
2011-12
Planned
Spending
2012-13
Total
Authorities
2012-13
Actual
Spending
2012-13
Variance
Total Grants7.010.29.09.04.84.2
Total Contributions19.826.112.212.210.51.7
Total Program26.836.321.221.215.25.9

Comments on Variances: The AACBP transferred $3.45 million to the Annual Voluntary Contributions Program. This contribution will be reported separately from the AACBP in the future. Other departmental programs contributed $1 million to the AACBP to offset anticipated programming costs. Under the International Assistance Envelope (IAE) holdback, $0.63 million in contributions and $0.46 million in grants was withheld from the AACBP. The AACBP transferred $3.4 million in grants to contributions. The AACBP lapsed $2 million in contributions and $0.36 million in grants because project concepts did not receive project initiation authorization.

Audits Completed or Planned: N/A

Evaluations Completed or Planned: Formative Evaluation completed in 2012-13. The AACBP is scheduled to undergo a Summative Evaluation in 2014-15.

Engagement of applicants and recipients: N/A

Canada Fund for Local Initiatives

Name of Transfer Payment Program: Canada Fund for Local Initiatives (CFLI) (program funding approved by vote in Parliament)

Start Date: April 1, 2012

End Date: Ongoing

Description: The Canada Fund for Local Initiatives (CFLI) is a contribution program delivered through Canada's missions abroad. Through contribution agreements, the CFLI provides monetary assistance to cover all or a portion of the cost of projects that are comparatively modest in scope, scale and cost and that are usually conceived and designed by local authorities or organizations. The CFLI funds a considerable range of projects, which must be consistent with Canada's five thematic priorities for development assistance: stimulating economic growth; increasing food security; creating opportunities for children and youth; advancing democracy; and ensuring security and stability. The projects must also afford opportunities to advance Canada's values and interests and/or strengthen Canada's bilateral relations with foreign countries and their civil societies.

Recipients are not required to repay funds obtained under this transfer payment program.

Strategic Outcome: Canada's International Agenda—The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved:

Program Activity: Diplomacy and Advocacy
($ millions)
 Actual
Spending
2010-11
Actual
Spending
2011-12
Planned
Spending
2012-13
Total
Authorities
2012-13
Actual
Spending
2012-13
Variance
Total Grants0.00.019.714.913.85.9
Total Program0.00.019.714.913.85.9

Comments on Variances: An additional $5 million was initially allocated to the CFLI in 2012-13 to fund climate change projects (Fast Start); however, this funding was subsequently transferred to the former CIDA to be allocated elsewhere.

Audits Completed or Planned: A comprehensive program audit is scheduled to take place in 2015-16. Recipient audits take place on a small sample of projects each year. One project was audited in 2012-13, and the auditors were satisfied with the recipient's implementation of the contribution agreement.

Evaluations Completed or Planned: Planned formative evaluation for 2014-15 and summative evaluation in 2016-17.

Engagement of applicants and recipients: By program design, the CFLI is intended to respond to local needs and engage closely with recipients. Applicants are solicited through open calls for proposals, which clearly identify the contacts responsible for responding to applicants' queries. Many Canadian high commissions and embassies hold information sessions for applicants. Once projects are selected for funding, recipients and mission personnel are in frequent communication throughout the implementation and reporting process. Mission personnel often visit projects. Recipients may also be offered the opportunity to participate in experience-sharing workshops or training, including on financial reporting and record-keeping.

Commonwealth Secretariat

Name of Transfer Payment Program: Commonwealth Secretariat (program funding approved by vote in Parliament)

Start Date: September 28, 1965

End Date: Ongoing

Description: Canada's assessed contribution to the regular budget of the Commonwealth is a legally binding obligation of membership. The purpose of Canada's membership is to further the Government of Canada's foreign policy goals related to international peace, security and development and, to this end, to enhance relationships among the 54 Commonwealth member countries. For further information, visit the Commonwealth website.

Recipient is not required to repay funds obtained under this transfer payment program.

Strategic Outcome: Canada's International Agenda—The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved:

Program Activity: Diplomacy and Advocacy
($ millions)
 Actual
Spending
2010-11
Actual
Spending
2011-12
Planned
Spending
2012-13
Total
Authorities
2012-13
Actual
Spending
2012-13
Variance
Total Contributions5.05.05.15.35.10.0
Total Program5.05.05.15.35.10.0

Comments on Variances: N/A

Audits Completed or Planned: The Commonwealth Secretariat has internal and external audit teams that report annually to the Board of Governors, of which Canada is a member.

Evaluations Completed or Planned: The Secretariat conducts periodic and targeted evaluations and reports to the Board of Governors, of which Canada is a member.

Engagement of applicants and recipients: Initiatives that focus on results, accountability and effective burden sharing have advanced Canadian interests in the Commonwealth. These initiatives include: preparation of Canada's participation at high-level meetings; implementation of the recommendations of the Commonwealth EPG; engagement as a member of the CMAG; and adoption of a solid Strategic Plan. Effective participation in and encouragement of merit-based assessment of the strongest possible candidates for senior appointments has brought Canada closer to its objectives. Initiatives to address egregious human rights violations have advanced human rights and democratic reforms.

Contributions under the Global Partnership Program (GPP) for the Destruction, Disposal and Securing of Weapons and Materials of Mass Destruction and Related Expertise

Name of Transfer Payment Program: Contributions under the Global Partnership Program for the Destruction, Disposal and Securing of Weapons and Materials of Mass Destruction and Related Expertise (program funding approved by vote in Parliament)

Start Date: August 12, 2003

End Date: March 31, 2013

Description: These contributions support the implementation of Canada's commitment to the 23-member Global Partnership Program Against the Spread of Weapons and Materials of Mass Destruction, a US$20-billion initiative launched at the 2002 Kananaskis G-8 Summit, through the following projects: the destruction of chemical weapons; the dismantlement of nuclear submarines; the enhancement of nuclear and radiological security; the engagement and employment of former weapons scientists; the non-proliferation of dangerous biological agents; and the implementation of UN Security Council Resolution 1540. Canada committed up to $1 billion over 10 years to implement the goals of the Global Partnership Program (GPP), initially in the former Soviet Union where the threat was assessed as most acute at the time. In 2008, G-8 leaders agreed to expand Global Partnership activities worldwide to meet the increasingly global challenges posed by the proliferation of weapons of mass destruction and terrorism; corresponding Cabinet authority was granted in June 2009.

Recipients are not required to repay funds obtained under this transfer payment program.

Strategic Outcome: Canada's International Agenda—The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved:

Short and medium term:

Program Activity: Diplomacy and Advocacy
($ millions)
 Actual
Spending
2010-11
Actual
Spending
2011-12
Planned
Spending
2012-13
Total
Authorities
2012-13
Actual
Spending
2012-13
Variance
Total Contributions111.592.987.670.949.638.0
Total Program111.592.987.670.949.638.0

Comments on Variances: The Deficit Reduction Action Plan Funding reduced funding by $12.3 million, and $4.38 million was withheld under the IAE holdback. The remaining $21.2 million remained unspent because a number of project concepts did not receive project initiation authorization.

Audits Completed or Planned: Canada does not directly audit project-specific contributions of some recipient intergovernmental organizations that conduct their own internal and external audits. However, Canada will sometimes conduct liaison visits to such recipients to review and report on their project monitoring and oversight mechanisms and to determine the degree of probity of their project monitoring process. During this reporting year, liaison visits were conducted with the World Health Organization (WHO) and the World Organisation for Animal Health.

Canada does not directly audit project-specific contributions of some recipient intergovernmental organizations that conduct their own internal and external audits. However, Canada will sometimes conduct liaison visits to such recipients to review and report on their project monitoring and oversight mechanisms and to determine the degree of probity of their project monitoring process. During this reporting year, liaison visits were conducted with the World Health Organization (WHO) and the World Organisation for Animal Health.

Evaluations Completed or Planned: Completed evaluation in 2012-13 and planned evaluation for 2014-15.

Engagement of applicants and recipients: In addition to using DFAIT's global network of missions to identify potential project initiatives, the GPP undertakes targeted outreach and assessment missions to countries identified in its interdepartmental Strategic Programming Framework exercise. The GPP also engages with relevant multilateral institutions (e.g. the International Atomic Energy Agency, the WHO and OPCW), selected like-minded allies (e.g. the United States and the United Kingdom) and makes use of international forums (e.g. the Global Partnership Working Group, the Nuclear Security Summit, and Sherpa and Sous-Sherpa meetings) to engage potential partners.

Counter-Terrorism Capacity Building Program

Name of Transfer Payment Program: Counter-Terrorism Capacity Building Program ( CTCBP ) (program funding approved by vote in Parliament)

Start Date: September 2005

End Date: Ongoing

Description: The CTCBP was launched in 2005 to enhance the capacity of beneficiary states, government entities and international organizations to prevent and respond to threats posed by terrorist activity worldwide in a manner consistent with international human rights obligations, norms and standards. Its objective is to support states that are willing to fight terrorism but lack the means to do so, while bolstering the safety of Canadians and the security of Canadian interests globally. The CTCBP is a key element in Canada's efforts to prevent international terrorism.

Recipients are not required to repay funds obtained under this transfer payment program.

Strategic Outcome: Canada's International Agenda—The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved:

Through the CTCBP , Canada helps to build the capacity of beneficiary states and government entities in the areas of terrorist incident prevention, mitigation and operational readiness and responsiveness; helps these states and entities comply with international counter-terrorism commitments; and helps them improve the infrastructure required to support counter-terrorism coordination and response systems. The CTCBP accomplished this through the provision of expertise and related equipment.

The CTCBP helps to improve the safety of Canadians and to protect Canadian security interests at home and abroad through the provision of assistance for international capacity-building aimed at preventing and responding to terrorist activity worldwide.

Geographic priorities in 2012-13 included the Sahel, South Asia (including Afghanistan) and Southeast Asia. For example:

Program Activity: Diplomacy and Advocacy
($ millions)
 Actual
Spending
2010-11
Actual
Spending
2011-12
Planned
Spending
2012-13
Total
Authorities
2012-13
Actual
Spending
2012-13
Variance
Total Grants4.98.08.97.94.64.3
Total Contributions13.28.98.95.85.63.3
Total Program18.116.917.813.710.27.6

Comments on Variances:

Grants: International Assistance Envelope Holdback equals $461,245; funding swap for Afghanistan Counter-Narcotics Program, payment equals $566,792; $3,277,969 unspent due to project concepts not receiving project initiation authorization; total $4,306,006 (due to project concepts not receiving project initiation authorization)

Contributions: $460,211 transferred out for IAE holdback; $316,000 transferred in from AACBP; $2,983,208 transferred out for ACNP payment, less $182,945.91 unspent (balance available). Total $3,310,364.91 (due to project concepts not receiving project initiation authorization)

Audits Completed or Planned: Recipient audits planned for FY 2013-14.

Evaluations Completed or Planned: Planned evaluation for FY 2014-15.

Engagement of applicants and recipients: N/A

Food and Agriculture Organization of the United Nations

Name of Transfer Payment Program: Food and Agriculture Organization of the United Nations ( FAO ) (program funding approved by vote in Parliament)

Start Date: 1945

End Date: Ongoing

Description: Canada's annual assessed contribution to the FAO is a legally binding obligation of membership. The purpose of membership is to further the Government of Canada's foreign policy goals related to agricultural development and to provide it with a voice in the international community.

Recipient is not required to repay funds obtained under this transfer payment program.

Strategic Outcome: Canada's International Agenda—The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved:

The FAO Conference approves the FAO 's program and budget, which set out the strategic objectives and expected outcomes for the organization's work, every two years. For more details, visit the FAO 's website.

Program Activity: Diplomacy and Advocacy
($ millions)
 Actual
Spending
2010-11
Actual
Spending
2011-12
Planned
Spending
2012-13
Total
Authorities
2012-13
Actual
Spending
2012-13
Variance
Total Contributions14.616.616.615.815.80.7
Total Program14.616.616.615.815.80.7

Comments on Variances: Assessed budgets of international organizations are negotiated outcomes, and Canada is legally bound by the final outcome of these negotiations. Currency fluctuations also contribute to variance.

Audits Completed or Planned: The FAO has an external auditor and provides regular audited financial statements.

Evaluations Completed or Planned: N/A

Engagement of applicants and recipients: N/A

Global Commerce Support Program

Name of Transfer Payment Program: Global Commerce Support Program ( GCSP ) (program funding approved by vote in Parliament)

Start Date: December 11, 2008

End Date: Ongoing

Description: Approved under the new Transfer Payment Policy, the GCSP is a contribution program that harmonizes three revised programs under one umbrella mechanism:

The GCSP 's objective is to strengthen Canada's capacity to compete in the global economy.

Recipients are not required to repay funds obtained under this transfer payment program.

Strategic Outcome: International Services for Canadians - Canadians are satisfied with commercial, consular and passport services.

Results Achieved:

Program Activity: International Commerce
($ millions)
 Actual
Spending
2010-11
Actual
Spending
2011-12
Planned
Spending
2012-13
Total
Authorities
2012-13
Actual
Spending
2012-13
Variance
Total Contributions5.45.76.06.05.40.7
Total Program5.45.76.06.05.40.7

Comments on Variances: Approval for project funding is based on estimates; however, actual expenditures were lower in a number of cases. Regular monitoring and re-profiling measures for funding have been implemented to maximize the program's budget.

Audits Completed or Planned: An early implementation audit was conducted and completed in FY 2011-2012.

Evaluations Completed or Planned: An evaluation is scheduled for FY 2013-2014.

Engagement of applicants and recipients: Applicants are required to compete for funding, which ensures high engagement in the GCSP . To receive funding, applicants must agree to undertake specific activities, achieve milestones and work toward identified results. Recipients must undertake and successfully deliver investment, business and innovation projects that could not be undertaken without GCSP funding.

Global Peace and Security Fund

Name of Transfer Payment Program: Global Peace and Security Fund ( GPSF ) and its sub-programs: the Global Peace and Security Program, the Global Peace Operations Program, and the Glyn Berry Program for Peace and Security (program funding approved by vote in Parliament)

Start Date: October 3, 2005; operational September 18, 2006.

End Date: March 31, 2014 (one-year extension from March 31, 2013)

Description: Sourced from the Peace and Security Pool of the International Assistance Envelope (IAE), the Global Peace and Security Fund ( GPSF ) funds the operations of the Stabilization and Reconstruction Task Force (START) and is used to conduct international assistance programming in fragile and conflict-affected states such as Afghanistan, Colombia, Jordan, Libya and South Sudan. START and the GPSF were originally created to fill a policy, institutional and funding gap between the former CIDA's humanitarian and long-term development assistance and the Department of National Defence and the Canadian Armed Forces (DND's) military and training assistance. START has played this role effectively and established itself as a platform to facilitate whole-of-government engagement as well as policy development, where appropriate.

GPSF programming provides timely, focused international assistance in response to critical peace and security challenges. GPSF programming includes both transfer and non-transfer payment programming. Non-transfer payment programming enables DFAIT to work closely with other federal government departments to provide beneficiary states and civilian components of multilateral peace operations with critical expertise in the areas of security and justice system reform.

To ensure policy coherence and to avoid duplication, various interdepartmental and intradepartmental committees (i.e. at the deputy minister, assistant deputy minister and director general levels) inform priority-setting and ensure whole-of-government coordination. START is located in DFAIT's International Security Branch (IFM), which is responsible for START's financial, human and physical resources.

Strategic Outcome: Canada's International Agenda—The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved:

A. Strengthened institutions and civil society in affected states through the provision of targeted programming. Specifically, GPSF funds have:

B. Strengthened international responses to specific crisis situations through the provision of targeted programming and/or crisis response capabilities including:

C. Strengthened international frameworks for addressing crisis situations through the conduct of bilateral consultations, including with the following: :

Program Activity: Diplomacy and Advocacy
($ millions)
 Actual
Spending
2010-11
Actual
Spending
2011-12
Planned
Spending
2012-13
Total
Authorities
2012-13
Actual
Spending
2012-13
Variance
Total Grants26.013.132.424.321.810.6
Total Contributions99.750.765.386.151.114.2
Total Program125.763.897.7110.472.824.9

Comments on Variances: Planned spending is an estimate based on the amounts required in past years, but will vary depending on global crises and Canada's priorities for the year.

Audits Completed or Planned: No audits of the program were completed or are planned.

Evaluations Completed or Planned: No evaluations of the program were completed or are planned.

Engagement of applicants and recipients: The START website includes a GPSF application template, as well as general information about the program, including its objectives. Applicants may submit their project proposals at any time of the year.

Grants and Contributions in Aid of Academic Relations

Name of Transfer Payment Program: Grants and Contributions in Aid of Academic Relations (program funding approved by vote in Parliament)

Start Date: January 1, 1989

End Date: Ongoing

Description: The Grants and Contributions in Aid of Academic Relations program supports the following initiatives:

This program's objectives are as follows: to support public Diplomacy and Advocacy by fostering partnerships, cooperation and linkages in the area of education between Canadian and international individuals and institutions; to increase Canada's engagement with other countries, including India, China and Brazil; and to promote public discussion of key issues through networking, exchanges and conferences. In addition, the programs advance Canada's global citizenship in support of the International Assistance Envelope (IAE) through scholarships and other programs that promote academic cooperation and exchanges with developing countries. The program also contributes to the implementation of the Global Commerce Strategy by forging stronger linkages between Canada's science and technology community and global innovation networks.

Recipients are not required to repay funds obtained under this transfer payment program.

Strategic Outcome: Canada's International Agenda-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved:

Program Activity: Diplomacy and Advocacy
($ millions)
 Actual
Spending
2010-11
Actual
Spending
2011-12
Planned
Spending
2012-13
Total
Authorities
2012-13
Actual
Spending
2012-13
Variance
Total Grants7.65.19.95.63.96.0
Total Contributions10.015.48.07.67.60.4
Total Program17.620.517.913.311.56.4

Comments on Variances: The Understanding Canada program was terminated because funding for FY 2012-2013 was reduced under the 2012 Deficit Reduction exercise.

A $260,000 holdback was also taken from the IAE funds under the Emerging Leaders in the Americas Program (ELAP).

$1.2 million was also included in the planned spending for FY 2012-2013 to pay for the administration of the International Scholarships Program and the Understanding Canada Program (now terminated). These funds were not disbursed as both the Understanding Canada and the International Scholarships programs are now administered by service providers and each contractor was paid by Vote 1 operational funds.

Audits Completed or Planned: The Recipient Audits Division has proposed that initial visits to two recipients of the International Scholarship Program be completed by September 2013.

Evaluations Completed or Planned: An evaluation is scheduled for FY 2014-2015. Internal Controls (SMO) is currently reviewing The International Education and Youth Division's delivery model for scholarship grants and contributions for the International Scholarships Program in FY 2012-2013. The final report is expected to be submitted by the end of July 2013.

Engagement of applicants and recipients: Individual scholarship recipients provide an activity report outlining the results of their research as required by the signed grant agreement with DFAIT, while the Canadian institutions recipients that host scholarship recipients provide both financial and activity reports as required by the signed contribution agreement with DFAIT.

International Atomic Energy Agency

Name of Transfer Payment Program: International Atomic Energy Agency ( IAEA ) (program funding approved by vote in Parliament)

Start Date: December 19, 1989

End Date: Ongoing

Description: Canada's annual assessed contribution to the IAEA is a legally binding obligation of membership. Payment is made to ensure that membership is in good standing and to maintain influence and credibility in a key international body, the aims of which Canada supports. The IAEA , the world's centre for nuclear cooperation, works to further the safe, secure and peaceful use of nuclear technology, in particular by verifying that states adhere to their commitments to use nuclear energy only for peaceful purposes. Canada has significant interests at the IAEA , based on the importance of the Agency's role in advancing the goals of nuclear non-proliferation, safety and security, as well as Canada's advanced and extensive nuclear energy and radioisotope production industries and its important uranium sector.

This assessed contribution does not include the assessed voluntary contribution to the IAEA Technical Cooperation Program, which was a CIDA responsibility.

Recipient is not required to repay funds obtained under this transfer payment program.

Strategic Outcome: Canada's International Agenda—The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved:

Program Activity: Diplomacy and Advocacy
($ millions)
 Actual
Spending
2010-11
Actual
Spending
2011-12
Planned
Spending
2012-13
Total
Authorities
2012-13
Actual
Spending
2012-13
Variance
Total Contributions13.213.714.414.113.41.0
Total Program13.213.714.414.113.41.0

Comments on Variances: Assessed budgets of international organizations are negotiated outcomes, and Canada is legally bound by the final outcome of these negotiations. Regular currency fluctuations contribute to variance.

Audits Completed or Planned: The IAEA 's Office of Internal Oversight Services provides functions such as internal audit, program monitoring, program evaluation, inspections, consulting and investigations. The IAEA also appoints an external auditor to audit the IAEA 's accounts. The current external auditor is the Comptroller and Auditor General of India.

Canada's representatives to the IAEA will have access to any audit and financial reports produced by the various oversight bodies and presented to the Board of Governors or General Conference. DFAIT officials may review these reports and advocate for Canadian issues as required.

Evaluations Completed or Planned: The results of this year's audit will be available at the upcoming IAEA General Conference in September 2013.

Engagement of applicants and recipients: N/A

International Criminal Court

Name of Transfer Payment Program: International Criminal Court ( ICC ) (program funding approved by vote in Parliament)

Start Date: April 1, 2005

End Date: Ongoing

Description: This is an assessed-contribution transfer payment. Recipient is not required to repay funds obtained under this transfer payment program.

Strategic Outcome: Canada's International Agenda—The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved:

Canada has provided support to the ICC in the following ways:

Program Activity: Diplomacy and Advocacy
($ millions)
 Actual
Spending
2010-11
Actual
Spending
2011-12
Planned
Spending
2012-13
Total
Authorities
2012-13
Actual
Spending
2012-13
Variance
Total Contributions6.46.88.28.16.81.4
Total Program6.46.88.28.16.81.4

Comments on Variances: N/A

Audits Completed or Planned: N/A

Evaluations Completed or Planned: N/A

Engagement of applicants and recipients: Canada is an active participant in the annual ASP , a member of the Bureau of the ASP , and on the Committee on Budget and Finance. Staff at Canada's mission in The Hague are regularly in direct contact with ICC officials and, together with Canada's mission in New York, participate in working groups dealing with governance and financial issues affecting the ICC .

International Labour Organization

Name of Transfer Payment Program: International Labour Organization ( ILO) (program funding approved by vote in Parliament)

Start Date: The ILO was founded in 1919, and Canada has been a member since its inception.

End Date: Ongoing

Description: Canada's annual assessed contribution to the ILO, a UN specialized agency, is a legally binding obligation of membership. The purpose of membership is to further the Government of Canada's foreign policy goals related to international labour and social policy issues and to provide the government with a voice in the international community.

Recipient is not required to repay funds obtained under this transfer payment program.

Strategic Outcome: Canada's International Agenda—The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved:

The ILO's program and budget, which set out the strategic objectives and expected outcomes for the organization's work, are approved every two years by the ILO Conference. For more details, visit the ILO website.

Program Activity: Diplomacy and Advocacy
($ millions)
 Actual
Spending
2010-11
Actual
Spending
2011-12
Planned
Spending
2012-13
Total
Authorities
2012-13
Actual
Spending
2012-13
Variance
Total Contributions12.112.514.111.811.82.4
Total Program Activity(ies)12.112.514.111.811.82.4

Comments on Variances: Assessed budgets of international organizations are negotiated outcomes, and Canada is legally bound by the final outcome of these negotiations. Currency fluctuations also contribute to variance.

Audits Completed or Planned: The ILO has an external auditor and provides regular audited financial statements.

Evaluations Completed or Planned: N/A

Engagement of applicants and recipients: N/A

International Organisation of La Francophonie

Name of Transfer Payment Program: International Organisation of La Francophonie ( OIF ) (program funding approved by vote in Parliament)

Start Date: March 9, 1972

End Date: Ongoing

Description: Canada makes a statutory contribution to the OIF and participates in the related ministerial conferences and summits.

Recipient is not required to repay funds obtained under this transfer payment program.

Strategic Outcome: Canada's International Agenda—The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved:

DFAIT does not govern the OIF's performance management strategy; however, the department receives an OIF annual report (see the OIF website). The Prime Minister and the Minister of La Francophonie represent at the Conférence Ministérielle de la Francophonie (CMF) and at summits. As well, a number of administrative and financial meetings at the officer level are held during the year where these and other reports are presented.

Program Activity: Diplomacy and Advocacy
($ millions)
 Actual
Spending
2010-11
Actual
Spending
2011-12
Planned
Spending
2012-13
Total
Authorities
2012-13
Actual
Spending
2012-13
Variance
Total Contributions14.413.414.014.114.00.0
Total Program14.413.414.014.114.00.0

Comments on Variances: N/A

Audits Completed or Planned: N/A

Evaluations Completed or Planned: N/A

Engagement of applicants and recipients: N/A

Investment Cooperation Program

Name of Transfer Payment Program: Investment Cooperation Program ( INC ) (program funding approved by vote in Parliament)

Start Date: January 4, 2010

End Date: Ongoing

Description: The INC program assists private-sector firms registered in Canada with the cost of exploring investment opportunities in developing countries in order to reduce poverty and create sustainable employment and economic growth. The program does not finance the actual investment; rather, it provides support for activities surrounding an investment. Specifically, the program contributes up to 75 percent of the cost of studying an investment's viability, demonstrating and adapting appropriate technologies and undertaking activities aimed at making investments, including public investments, more sustainable. The program is part of Canada's official development assistance for developing countries.

Recipients are not required to repay funds obtained under this transfer payment program.

Strategic Outcome: Canada's International Agenda—The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved:

Program Activity: Diplomacy and Advocacy
($ millions)
 Actual
Spending
2010-11
Actual
Spending
2011-12
Planned
Spending
2012-13
Total
Authorities
2012-13
Actual
Spending
2012-13
Variance
Total Contributions6.03.820.019.05.314.7
Total Program Activity(ies)6.03.820.019.05.314.7

Comments on Variances: The variance between planned and actual spending in 2012-13 was due to the Program being suspended by the Minister of International Trade on May 18, 2012. This suspension continues at the present time. The Global Commerce Strategy has authorized the resumption of Program activities under new terms and conditions, but this will not occur until 2014.

Audits Completed or Planned: 21 recipient audits were conducted in 2012-13. 15 recipient audits will be conducted in 2013-14.

Evaluations Completed or Planned: Evaluation completed in 2012-13.

Engagement of applicants and recipients: N/A

North Atlantic Treaty Organization

Name of Transfer Payment Program: North Atlantic Treaty Organization ( NATO ) Civil Administration (program funding approved by vote in Parliament)

Start Date: January 1, 1989

End Date: Ongoing

Description: Canada's annual assessed contribution to NATO is a legally binding obligation of membership, based on the 1949 North Atlantic Treaty. Canada's contribution furthers its foreign policy goals by funding the administrative budget of NATO , an international organization vital to Canadian defence and security interests. NATO was designed to promote the stability of the North Atlantic area and to safeguard the freedom and security of its people by political and military means, based on the principles of democracy, individual liberty and international law. NATO 's civil budget, structured along "output-based" lines in response to objectives set annually by the North Atlantic Council, covers the activities of NATO 's secretary general, and headquarters and international staff. The NATO civil administration supports the process of consensus building and decision making among alliance members and manages NATO 's relations with its partners. NATO 's civil budget also supports the work of various NATO agencies with specialized responsibilities. An effective and efficient NATO civil administration assists alliance members in promoting security and stability in the North Atlantic area and in responding effectively to current security challenges, particularly in Afghanistan. NATO accounts are subject to annual audit by the International Board of Auditors for NATO .

Recipient is not required to repay funds obtained under this transfer payment program.

Strategic Outcome: Canada's International Agenda—The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved:

Program Activity: Diplomacy and Advocacy
($ millions)
 Actual
Spending
2010-11
Actual
Spending
2011-12
Planned
Spending
2012-13
Total
Authorities
2012-13
Actual
Spending
2012-13
Variance
Total Contributions18.123.927.924.424.43.5
Total Program Activity(ies)18.123.927.924.424.43.5

Comments on Variances: The NATO budget is assessed in euros. Fluctuations in the exchange rate and lower-than-estimated costs contributed to the variance between the planned spending and the actual spending.

Audits Completed or Planned: The financial statements of the civil budget and the pension schemes are audited by the International Board of Auditors for NATO ( IBAN ) each year in May and June.

Evaluations Completed or Planned: As a member of the alliance, Canada regularly evaluates NATO 's performance.

Engagement of applicants and recipients: N/A

Organisation for Economic Co-operation and Development

Name of Transfer Payment Program: Organisation for Economic Co-operation and Development ( OECD ) (program funding approved by vote in Parliament)

Start Date: March 20, 1975

End Date: Ongoing

Description: To pay the assessed contribution required of Canada for its participation as a member of the OECD . The contribution helps to fund the OECD Secretariat (professionals and support staff who provide high-quality research and analysis) and the maintenance of its headquarters, located in Paris.

Recipient is not required to repay funds obtained under this transfer payment program.

Strategic Outcome: Canada's International Agenda—The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved:

Program Activity: Diplomacy and Advocacy
($ millions)
 Actual
Spending
2010-11
Actual
Spending
2011-12
Planned
Spending
2012-13
Total
Authorities
2012-13
Actual
Spending
2012-13
Variance
Total Contributions11.811.512.112.011.90.2
Total Program11.811.512.112.011.90.2

Comments on Variances: Planned amounts are calculated in euros and are based on the previous year's assessed contribution, increased by a small amount to reflect the rate of inflation in France (the OECD is based in Paris). Canada's share of the budget changes annually as it is based on a formula that takes into account a country's three-year average GDP and population statistics. Variances also occur due to exchange rate fluctuations with the euro.

Audits Completed or Planned: Audits are performed annually by both internal and external auditors, and the reports are reviewed by OECD members through both the Audit Committee and the Budget Committee. To read the OECD 's financial statements, visit the OECD website.

Evaluations Completed or Planned: Audits are performed annually by both internal and external auditors and the reports are reviewed by Members through both the Audit Committee and the Budget Committee. To read the OECD 's financial statements, visit the OECD website.

Engagement of applicants and recipients: N/A

Organization for Security and Co-operation in Europe

Name of Transfer Payment Program: Organization for Security and Co-operation in Europe ( OSCE) (program funding approved by vote in Parliament)

Start Date: January 1, 1993

End Date: Ongoing

Description: Canada's annual assessed contribution to the OSCE is an obligation arising from Canada's membership in what has become the world's largest regional security organization, with 57 participating States from North America, Europe and Eurasia. Canada's contribution furthers its foreign policy goals related to human rights, fundamental freedoms, fragile states, democratization, conflict prevention and post-conflict development. This is achieved by funding capacity-building programs implemented by the OSCE Secretariat, its three specialized Institutions and its 16 Field Operations located in some of the more fragile states in the Balkans, Eastern Europe, the Caucasus and Central Asia.

Canada's OSCE contributions also include payments made to administer and implement two legally binding Conventional Arms Control regimes to which Canada is State Party: the Treaty on Open Skies (for which Canada is a Treaty Co-Depository, together with Hungary) and the Treaty on Conventional Armed Forces in Europe (CFE).

The OSCE is a primary regional instrument for early warning, conflict prevention, and crisis management and post-conflict rehabilitation. In addition to its security and stability work, it provides a platform for treaty implementation for regional Conventional Arms Control and for confidence and security-building measures. The OSCE Parliamentary Assembly also provides the political impetus and leadership for spreading democracy norms throughout the region.

The OSCE Permanent Council approves the OSCE Unified Budget by consensus each year. The Budget supports the programs and activities of the OSCE Secretariat (in Vienna), its institutions (Office for Democratic Institutions and Human Rights in Warsaw; the High Commissioner on National Minorities in The Hague; and Representative on Freedom of the Media in Vienna), as well as its 16 Field Operations.

The OSCE's governance mechanisms include internal and external oversight. Namely, the OSCE's accounts are subject to an annual report by the External Auditor and by an independent Audit Committee, as well as by the OSCE Office of Internal Oversight. All three audit reports are made available to participating States.

Recipient is not required to repay funds obtained under this transfer payment program.

Strategic Outcome: Canada's International Agenda—The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved: Through its contribution to the OSCE Unified Budget, DFAIT has promoted within the OSCE the following results:

Program Activity: Diplomacy and Advocacy
($ millions)
 Actual
Spending
2010-11
Actual
Spending
2011-12
Planned
Spending
2012-13
Total
Authorities
2012-13
Actual
Spending
2012-13
Variance
Total Contributions10.710.811.910.410.21.7
Total Program10.710.811.910.410.21.7

Comments on Variances: The OSCE budget is assessed in euros each calendar year (i.e. not Canada's FY). Fluctuations in the exchange rate contributed to the variance between the planned spending and the actual spending. Unused funds are returned to Canada.

Audits Completed or Planned: The OSCE's financial statements for the 2012 calendar year, as reviewed by the External Auditor, will be available online in the coming months.

Evaluations Completed or Planned: N/A

Engagement of applicants and recipients: N/A

Organization of American States

Name of Transfer Payment Program: Organization of American States ( OAS) (program funding approved by vote in Parliament)

Start Date: May 31, 1990

End Date: Ongoing

Description: Payment of Canada's annual assessed contribution to the OAS is a charter obligation of membership. Recipient is not required to repay funds obtained under this transfer payment program.

Strategic Outcome: Canada's International Agenda—The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved:

Program Activity: Diplomacy and Advocacy
($ millions)
 Actual
Spending
2010-11
Actual
Spending
2011-12
Planned
Spending
2012-13
Total
Authorities
2012-13
Actual
Spending
2012-13
Variance
Total Contributions10.717.59.69.69.60.0
Total Program10.717.59.69.69.60.0

Comments on Variances: N/A

Audits Completed or Planned: The OAS Board of External Auditors is an external audit committee that examines the accounts of the General Secretariat and submits an annual report to the General Assembly.

Evaluations Completed or Planned: N/A

Engagement of applicants and recipients: N/A

Payments in Lieu of Taxes on Diplomatic, Consular and International Organizations' Property in Canada

Name of Transfer Payment Program: Payments in Lieu of Taxes on Diplomatic, Consular and International Organizations' Property in Canada (program funding approved by vote in Parliament)

Start Date: January 18, 1979

End Date: Ongoing

Description: The Diplomatic, Consular and International Organizations' Property Grants Order (P.C.1979-59, January 18, 1979), the Municipal Grants Act, and successor orders and acts form the statutory basis of this program. The related memorandum of understanding between Foreign Affairs and International Trade and Development Canada and Public Works and Government Services Canada, National Capital Region, establishes the responsibilities and procedures governing the provision of services related to the payment of grants in lieu of real property and frontage or area taxes with respect to diplomatic and consular property. These procedures are designed to ensure fiscal and operational accountability while promoting efficient program delivery.

Recipients are not required to repay funds obtained under this transfer payment program.

Strategic Outcome: Canada's International Agenda—The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved:

Program Activity: Diplomacy and Advocacy
($ millions)
 Actual
Spending
2010-11
Actual
Spending
2011-12
Planned
Spending
2012-13
Total
Authorities
2012-13
Actual
Spending
2012-13
Variance
Total Grants12.613.213.513.512.80.7
Total Program12.613.213.513.512.80.7

Comments on Variances: The variance between planned and actual spending is generally attributable to lower or higher than anticipated municipal realty taxes. Changes in the volume and entitlement of grants also contributed to year-end variance.

Audits Completed or Planned: N/A

Evaluations Completed or Planned: N/A

Engagement of applicants and recipients: N/A

Projects and Development Activities Resulting from Francophonie Summits

Name of Transfer Payment Program: Projects and Development Activities Resulting from Francophonie Summits (program funding approved by vote in Parliament)

Start Date: March 9, 1979

End Date: Ongoing

Description: This program provides funding to cooperation programs and activities undertaken by the International Organization of La Francophonie (OIF). It also provides financial support to the Government of New Brunswick to foster its participation in summits, ministerial conferences and other related Francophonie activities. This program promotes Canadian interests and is consistent with Canada's political and economic objectives for La Francophonie.

Recipients are not required to repay funds obtained under this transfer payment program.

Strategic Outcome: Canada's International Agenda—The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved:

Results are measured by performance management strategy, which requires that financial reports be submitted to DFAIT before settlements to the OIF are initiated. Reports are also presented at the annual Conférence ministérielle de la Francophonie (CMF) and at the preparatory administration and finance meeting held prior to the CMF.

Program Activity: Diplomacy and Advocacy
($ millions)
 Actual
Spending
2010-11
Actual
Spending
2011-12
Planned
Spending
2012-13
Total
Authorities
2012-13
Actual
Spending
2012-13
Variance
Total Contributions8.58.38.07.67.60.4
Total Program8.58.38.07.67.60.4

Comments on Variances: N/A

Audits Completed or Planned: N/A

Evaluations Completed or Planned: Completed evaluation in 2005-06 and planned evaluation for 2014-15.

Engagement of applicants and recipients: N/A

United Nations Organization

Name of Transfer Payment Program: United Nations Organization ( UN ) (program funding approved by vote in Parliament)

Start Date: The UN was established in 1945, and Canada has been a member since inception.

End Date: Ongoing

Description: Canada's assessed contribution to the regular budget of the United Nations is a legally binding obligation of membership. The purpose of membership is to further the Government of Canada's foreign policy goals related to international peace, security and development and to provide the government with a voice in the international community. Assessed contributions are used to finance the organization's programs aimed at attaining the UN 's objectives, as set out in its Charter. For more details, visit the United Nations website.

Recipient is not required to repay funds obtained under this transfer payment program.

Strategic Outcome: Canada's International Agenda—The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved: Efforts to maintain international peace and security and promote sustained economic growth and sustainable development in accordance with the Millennium Development Goals. In particular:

The UN 's program and budget, which set out the strategic objectives and expected outcomes for the organization's work, are approved every two years by the UN General Assembly.

Program Activity: Diplomacy and Advocacy
($ millions)
 Actual
Spending
2010-11
Actual
Spending
2011-12
Planned
Spending
2012-13
Total
Authorities
2012-13
Actual
Spending
2012-13
Variance
Total Contributions93.383.5104.882.482.222.6
Total Program93.383.5104.882.482.222.6

Comments on Variances: Assessed budgets of international organizations are negotiated outcomes, and Canada is legally bound by the final outcome of these negotiations. Currency fluctuations also contribute to variance.

Audits Completed or Planned: The United Nations Board of Auditors ( UNBOA) was established in 1946. For more than 65 years, the heads of the Supreme Audit Institutions from the UN Member States have provided independent, professional and quality audit services. The current UNBOA members are the Comptroller and Auditor General of the United Kingdom of Great Britain and Northern Ireland, the Auditor General of the People's Republic of China, and the Controller and Auditor General of the United Republic of Tanzania. To read the UNBOA's reports, visit the UN website.

Evaluations Completed or Planned: N/A

Engagement of applicants and recipients: N/A

United Nations Educational, Scientific and Cultural Organization

Name of Transfer Payment Program: United Nations Educational, Scientific and Cultural Organization ( UNESCO ) (program funding approved by vote in Parliament)

Start Date: UNESCO was founded in 1945, and Canada has been a member since its inception.

End Date: Ongoing

Description: Canada's annual assessed contribution to UNESCO is a legally binding obligation of membership. The purpose of membership is to further the Government of Canada's foreign policy goals related to culture, science and education and to provide the government with a voice in the international community.

Recipient is not required to repay funds obtained under this transfer payment program.

Strategic Outcome: Canada's International Agenda—The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved:

UNESCO 's program and budget, which set out the strategic objectives and expected outcomes for the organization's work, are approved every two years by the UNESCO General Conference. For more details, visit the UNESCO website.

Program Activity: Diplomacy and Advocacy
($ millions)
 Actual
Spending
2010-11
Actual
Spending
2011-12
Planned
Spending
2012-13
Total
Authorities
2012-13
Actual
Spending
2012-13
Variance
Total Contributions10.011.712.412.410.32.1
Total Program10.011.712.412.410.32.1

Comments on Variances: Assessed budgets of international organizations are negotiated outcomes, and Canada is legally bound by the final outcome of these negotiations. Currency fluctuations also contribute to variance.

Audits Completed or Planned: UNESCO has an external auditor and provides regular audited financial statements.

Evaluations Completed or Planned: N/A

Engagement of applicants and recipients: N/A

United Nations Peacekeeping Operations

Name of Transfer Payment Program: United Nations Peacekeeping Operations (program funding approved by vote in Parliament)

Start Date: The UN was established in 1945, and Canada has been a member since its inception.

End Date: Ongoing

Description: In accordance with the provisions of Article 17 of the Charter of the United Nations, every UN Member State is legally obligated to pay their respective share toward peacekeeping operations. Canada's assessed contribution to UN peacekeeping operations is therefore a legally binding obligation of membership.

Recipient is not required to repay funds obtained under this transfer payment program.

Strategic Outcome: Canada's International Agenda—The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved:

For more details, visit the UN Peacekeeping Operations website.

Program Activity: Diplomacy and Advocacy
($ millions)
 Actual
Spending
2010-11
Actual
Spending
2011-12
Planned
Spending
2012-13
Total
Authorities
2012-13
Actual
Spending
2012-13
Variance
Total Contributions251.6227.4228.0248.6197.031.0
Total Program Activity(ies)251.6227.4228.0248.6197.031.0

Comments on Variances: Assessed budgets for UN peacekeeping operations are negotiated outcomes, and Canada is legally bound by the final outcome of these negotiations. Currency fluctuations also contribute to variances.

Audits Completed or Planned: The UN Board of Auditors reviewed the operations and audited the accounts of UN peacekeeping operations for the financial period July 1, 2011, to June 30, 2012, through visits to UN Headquarters and to 16 active field missions as well as via an examination of the accounts of 27 completed missions and four special-purpose accounts.

Evaluations Completed or Planned: N/A

Engagement of applicants and recipients: N/A

World Health Organization

Name of Transfer Payment Program: World Health Organization (WHO) (program funding approved by vote in Parliament)

Start Date: The WHO was established in 1945, and Canada has been a member since its inception.

End Date: Ongoing

Description: Canada's annual assessed contribution to the WHO is a legally binding obligation of membership. The purpose of membership is to further the Government of Canada's foreign policy goals related to health and to provide the government with a voice in the international community.

Recipient is not required to repay funds obtained under this transfer payment program.

Strategic Outcome: Canada's International Agenda—The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved:

The WHO's program and budget, which set out the strategic objectives and expected outcomes for the organization's work, are approved every two years by the World Health Assembly. For more details, visit the WHO website.

Program Activity: Diplomacy and Advocacy
($ millions)
 Actual
Spending
2010-11
Actual
Spending
2011-12
Planned
Spending
2012-13
Total
Authorities
2012-13
Actual
Spending
2012-13
Variance
Total Contributions14.715.214.614.814.8-0.2
Total Program14.715.214.614.814.8-0.2

Comments on Variances: Assessed budgets of international organizations are negotiated outcomes, and Canada is legally bound by the final outcomes of these negotiations. Currency fluctuations also contribute to variances.

Audits Completed or Planned: The WHO has an external auditor and provides regular audited financial statements.

Evaluations Completed or Planned: N/A

Engagement of applicants and recipients: N/A

World Trade Organization

Name of Transfer Payment Program: World Trade Organization ( WTO) (program funding approved by vote in Parliament)

Start Date: January 1, 1995

End Date: Ongoing

Description: The purpose of this program is to pay the assessed contribution for Canada's membership in the World Trade Organization ( WTO). Canada's membership helps ensure that an international rules-based framework is maintained.

The WTO provides the only multilateral forum for negotiating market access and other trade rules. It also provides the best forum for monitoring the implementation of obligations and commitments under various trade agreements, for reviewing members' trade policies and practices, and for discussing trade-related issues that inhibit the free, fair and predictable flow of trade.

The WTO is the only multilateral organization offering a state-to-state dispute settlement system whereby trade disputes are settled based on commonly agreed-on rules, rather than on political or economic power. Through these agreements, 159 WTO members operate a non-discriminatory trading system that spells out their rights and obligations. Each country receives guarantees that its exports will be treated fairly and consistently in other countries' markets. Each promises to do the same for imports into its own market.

Recipients are not required to repay funds obtained under this transfer payment program.

Strategic Outcome: Canada's International Agenda—The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved:

The WTO annual report provides a comprehensive overview of WTO activities over the past year and includes information on the organization's budget and staffing.

As a member of the WTO, Canada also has access to all audits, evaluations and performance reviews completed by, or on behalf of, the WTO.

Program Activity: Diplomacy and Advocacy
($ millions)
 Actual
Spending
2010-11
Actual
Spending
2011-12
Planned
Spending
2012-13
Total
Authorities
2012-13
Actual
Spending
2012-13
Variance
Total Contributions6.06.37.07.05.91.1
Total Program Activity(ies)6.06.37.07.05.91.1

Comments on Variances: Canada's contribution to the WTO budget is based on its share of world trade. Planned spending was based on the best information available at publication time. The actual spending represents the precise amount of the contribution that was calculated in late 2012.

Audits Completed or Planned: As per the annual practice, external auditors are currently preparing a report on the WTO's financial statements for the financial year ended December 31, 2012, as well as a performance audit. The 2012 report will be made available to WTO members in the coming months. The audited accounts will then be submitted to the WTO General Council for approval.

Evaluations Completed or Planned: N/A

Engagement of applicants and recipients: The Permanent Mission of Canada to the World Trade Organization in Geneva, Switzerland, ensures that Canada's interests are represented effectively at the WTO.

Greening Government Operations

Surplus Electronic and Electrical Equipment Target

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 StatusAchieved
Existence of implementation plan for the disposal of all departmentally generated EEE.YesYes
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.100%100%

Strategies and/or Comments

  1. Definition of location: DFAIT offices within the National Capital Region.
  2. Number of locations within DFAIT: Seven locations in the National Capital Region.
  3. Implementation strategies:
    1. All National Capital Region DFAIT offices will return EEE to AIST Technical Support Core Services, 125 Sussex Drive.
    2. Each return must be accompanied by a completed DFAIT EXT 369 Disposal Report Form that clearly identifies each unit to be disposed.
    3. AIST will assess the working condition of equipment for possible re-use by internal clients prior to disposal.
    4. AIST will coordinate the pick-up of non-reusable equipment with Distribution and Diplomatic Mail Services (Transportation and Warehousing) (AAGW) and will provide AAGW with a signed EXT 2135 Declaration of Surplus Material (HQ) form. AAGW will perform the disposal.
    5. A regular schedule for disposal of EEE will be established and circulated to all offices in Canada.

Printing Unit Reduction Target

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 StatusOn Track
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.4:14:1

Strategies and/or Comments

  1. Definition of printing units: Desktop and networked printers, multi-function printers installed on the non-classified Secure Integrated Global Network (SIGNET), fax machines (excluding secure fax) and photocopiers.
  2. Scope:
    1. The target ratio applies to all locations in the National Capital Region where building occupancy levels, security considerations and space configurations allow.
    2. The application of the target ratio to operations outside of Canada is not required under the Federal Sustainable Development Strategy; reported data is therefore limited to operations within the NCR. Nonetheless, a consistent policy on printing devices will be applied at regional offices and at missions abroad as a best practice.
  3. Method for determining the number of printing units:
    The number of printing devices in use within the National Capital Region is estimated at 1,850, based on the following:
    1. Networked printers as indicated by the number of active print queues: 1,161;
    2. Per inventory records:
      • Single-user desktop printers: 256;
      • Standalone photocopiers: 131;
      • Fax machines: 302.
  4. Method for determining the number of office employees: The number of Secure Integrated Global Network (SIGNET) accounts assigned to individual users at DFAIT locations within the National Capital Region (non-classified system), including indeterminate employees, contractors, casual employees and students: 4,804, as at November 2011.
  5. Implementation strategies:
    1. Under the authority of the Chief Information Officer, a three-year implementation plan will establish an 8 to 1 ratio of printing devices to office employees in all departmental locations. Progress will be achieved through cluster replacement with single units, equipment attrition, and the removal of single-user desktop printers. Exceptions will be made where additional devices are justified by specific business requirements, or if a duty to accommodate exists based on an employee requiring modified physical and ergonomic conditions to perform his or her duties.
    2. In all cases, existing equipment will be maintained until economic and environmental considerations will justify the disposal of assets, to respect the intent of the Federal Sustainable Development Strategy to minimize the environmental impact of operations. The timeframe also accounts for renovations scheduled at facilities in the National Capital Region during the next three years. The refurbished office space will be equipped based on the target ratio.
    3. A departmental policy on printing devices has been established to indicate the objectives and expected results of the printing device consolidation strategy to all employees.
    4. A process has been established to facilitate business case reviews for all requests for new or replacement printing devices.

Paper consumption targets

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 StatusExceeded
Number of sheets of internal office paper purchased or consumed per office employee in the selected baseline year, according to the departmental scope.8,737 sheets per office employee in 2008-2009 
Cumulative reduction (or increase) in paper consumption per office employee in the given fiscal year, expressed as a percentage, relative to the selected baseline year.N/A- 41.68%
(22,701,000 sheets)

Strategies and/or Comments

  1. Scope: Paper volume is the total volume of paper (all sizes and colours) used in printers and photocopiers on an annual basis in all DFAIT locations in the National Capital Region.
  2. Method used for determining paper consumption: Paper consumption is tracked by the Material Management group on an ongoing monthly basis. Paper usage in FY 2008-2009 in the National Capital Region was 38,924,500 sheets.
  3. Method used for determining office employees: Human Resource Management System Business Intelligence Cube, which indicated 4,155 employees and 300 contractors (estimate) in the National Capital Region, for a total of 4,455 as of March 2009. Only employees within the National Capital Region were used because they represent 99% of all departmental employees in Canada.
  4. Implementation strategies:
    1. Promote awareness of "Green It" initiatives within DFAIT to reduce the department's environmental footprint.
    2. Implement double-sided printing as a default on all DFAIT network print devices
  5. Target: From the baseline of FY 2008-2009 to FY 2012-2013 DFAIT as reduced overall the paper consumption by over 41.68%.

Green Meetings Target

By March 31, 2012, each department will adopt a guide for greening meetings.
Performance MeasureRPPDPR
Target StatusAchieved
Presence of a green meetings guide.YesYes

Strategies and/or Comments

  1. Endorse use of Environment Canada's Green Meeting Guide through internal communications that explain the advantages of "think green" strategies and provide a link to the Guide on the department's intranet.
  2. Promote the use of video-conferencing (VCNet) across the department both in Canada and at missions, and encourage employees to have virtual meetings with colleagues and clients.
  3. By the end of FY 2012-13, 165 missions, 12 regional offices and 26 locations in the National Capital Region (SIGNET ) will be equipped for VCNet systems.
    Expand the utility of the system by communicating with other government departments to encourage its use among our partners in missions as well as developing the VCNet system in concert with other partners in missions.
  4. Integrate training into communications to provide a single stop for clients seeking information on the system. By the end of the 2012-13 reporting period, DFATD staff wishing to use mobile connectivity solutions will receive training as part of communications. The training will include clear direction on the use of these third-party tools and on best practices for teleworking.
  5. Promote use of mobile VCNet solutions throughout the department.

Performance Measures

  1. Number of hits on link to Environment Canada's Green Meeting Guide DFAIT's internal website providing access to Environment Canada's Green Meeting Guide.
  2. Number of employees (more than 7000 DFAIT employees) who received a communication message related to the "Green Meeting" theme.
  3. Number of missions, regional offices and SIGNET locations equipped for VCNet systems. Baseline VCNet as at March 31, 2012: 45 VCNET systems; 24 at missions and 21 at SIGNET . At time of reporting there were 334 VCNet systems; 217 at missions and 117 at SIGNET .
  4. Number of DFAIT employees trained to use mobile connectivity solutions, including Blue Jeans Network, FaceTime and Skype.
  5. VCNetutilization statistics:
    1. Number of unique systems connecting to VCNet per month: over reporting period, increased from 155 to 250 per month, (average 200 per month).
    2. Number of individual VCNet calls per month: call volume increased from 1,464 calls in April 2012 to 3,022 calls in March 2013. During reporting period, 27,165 videoconference calls were placed (average 2,270 calls per month).
  6. Length of videoconference calls: Total number of hours spent videoconferencing significantly increased over reporting period, from 8,009 hours in 2012 to 32,080 hours in 2013. The average user spent 1.1 hours per call.

Green Procurement Targets

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

By March 31, 2014, 95% of copy-paper purchases contain a minimum of 30% recycled content and have forest management certification or EcoLogoM or equivalent certification.
Performance MeasureRPPDPR
Target StatusExceeded
Percentage (in dollar or volume) of paper purchases meeting the target relative to total amount (in dollar or volume) of all paper purchases in the given year.95%100%
All paper purchased in Canada for missions are green procurement

Strategies and/or Comments

  1. Specific: Presently procuring, through PWGSC standing offers, paper with 30% post-consumer content. This paper has the FDL trademark ( FDL = Fiber Diverted from Landfills) and is certified by BLI (Buyers Laboratory Inc.).
  2. Measurable: Statistical data will be extracted from the material management module of the department’s financial management system.
  3. Achievable: Existing standing offers already meet target.
  4. Relevant: FSC-certified (Forest Stewardship Council) products regularly procured.
  5. Time-bound: FSC feature is already available on the market.
  6. Other Considerations:
    • Implementation Strategies: Incorporate new FSC-certified products as they become available. Increase internal communication to promote awareness and consumption of green products.

By March 31, 2014, 60% of purchases of chairs, cabinets, shelving, panels and desks will be environmentally preferred models.
Performance MeasureRPPDPR
Target StatusExceeded
Percentage (in dollar or volume) of furniture purchases meeting the target relative to total amount (in dollar or volume) of all furniture purchases in the given year100%100%
Manufacturers in Canada that supply furniture to DFAIT staff quarters are maintaining an eco-friendly environment and continue to develop green initiatives.

Strategies and/or Comments

  1. Specific: Presently procuring through PWGSC standing offers
  2. Measurable: Statistical data will be extracted from the material management module of the department's financial management system.
  3. Achievable: Target already incorporated into existing standing offers and technical requirements, as relevant to the commodity.
  4. Relevant: Online ordering system (Shop@DFAIT) already identifies green products.
  5. Time-bound: The market continues to evolve in its supply of these specific green products.
  6. Other Considerations:
    • Implementation Strategies: Incorporate new products as they become available. Increase internal communication to promote awareness and consumption of green products.
By March 31, 2014, 60% of purchases of copy paper, envelopes, notebooks, file folders, binders, writing instruments, toner cartridges and batteries will have environmental features
Performance MeasureRPPDPR
Target StatusExceeded
Dollar value (or volume) of office supply purchases meeting the target relative to total dollar value (or volume) of all office supply purchases in the given year75%75%
Online ordering system (Shop@DFAIT) already identifies green products.

Strategies and/or Comments

  1. Specific: Purchases of copy paper, envelopes, notebooks, file folders and binders will have recycled content and renewable resources
  2. Measurable: Statistical data will be extracted from the material management module of the department's financial management system.
  3. Achievable: Target already in progress through existing standing offers and incorporated into technical requirements as relevant to the commodity.
  4. Relevant: Online ordering system (Shop@DFAIT) already identifies green products.
  5. Time-bound: The market continues to evolve in its supply of these specific green products
  6. Other Considerations:
    • Implementation Strategies: Incorporate new products as they become available. Increase internal communication to promote awareness and consumption of green products.

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:
As of April 1, 2011, 90% of materiel managers and procurement personnel (including all PG classified employees, as well as employees identified as a procurement and/or materiel management functional specialist) will receive green procurement training through CSPS course C215.
Performance MeasureRPPDPR
Target StatusExceeded
Number of procurement and materiel management staff with formal green procurement training relative to total number of procurement and materiel management staff.90%95%

Strategies and/or Comments

Why This Self-Selected Target Is SMART:

  1. Specific: Achievement level of 90%, type of employee, and type of training
  2. Measurable: Information available from CSPS and in-house HR tracking system.
  3. Achievable: Departmental policy mandates all existing and new designated employees to take green procurement training
  4. Relevant: Targets all relevant employees.
  5. Time-bound: Date established for target implementation and completion

Other Reporting Considerations:

  1. Methodology: See target wording.
  2. In-house training used: None—CSPS Course C215 only.
  3. Reporting requirements: Collect data from CSPS annually; HR maintains an up-to-date list of employees with and/or needing training.
  4. Roles and responsibilities: Director general, Corporate Operations Bureau (SPD), is the lead for procurement policy and community development.
  5. Opportunities for continuous improvement: Targeting 100% of employees is difficult due to turnover. However, in future years, acquisition card holders could also be targeted.
  6. Plans for engagement: Email dissemination of departmental policy and information mandating training added to procurement website.

Employee performance evaluations for managers and functional heads of procurement and materiel management:
As of April 1, 2012, environmental considerations will be incorporated into the performance evaluations of all functional heads of procurement and materiel management.
Performance MeasureRPPDPR
Target StatusAchieved
Number of performance evaluations that incorporated environmental considerations, relative to total number of performance evaluations of managers and functional heads of procurement and materiel management.100%100%

Strategies and/or Comments

Why this self-selected target is SMART

  1. Specific: Achievement level of 100% and type of employee.
  2. Measurable: Information available from in-house HR tracking system
  3. Achievable: Departmental policy mandates that all existing and new functional heads of procurement and materiel management include environmental considerations in their performance evaluations.
  4. Relevant: Targets all relevant employees.
  5. Time-bound: Date established for target implementation and completion.
  6. Other Reporting Considerations:Other Reporting Considerations:
    1. Methodology: Directors general (DGs) and directors of PG classified employees and employees identified as procurement and/or materiel management functional specialists.
    2. Reporting requirements: DGs to report to target lead.
    3. Roles and responsibilities: DG, Corporate Procurement, Asset Management and National Accommodation (HAD/SPD) is the lead for procurement policy and community development.
    4. Plans for engagement: Inclusion in employee performance management agreements.

Management processes and controls.
By March 31, 2013, all identified management processes and controls relating to procurement will have incorporated environmental considerations.
The Procurement Modernization Initiative (PMI) that is currently underway incorporates Green Procurement processes. This exercise will identify any green procurement processes and controls that have been omitted and will address them accordingly.
Performance MeasureRPPDPR
Target StatusOn Track
Number of departmental procurement processes and controls that incorporate environmental considerations relative to total number of departmental procurement processes and controls that should address environmental considerations.70%70%

Strategies and/or Comments

Why this self-selected target is SMART

  1. Specific: Achievement level of all identified processes and controls.
  2. Measurable: Baseline set for all formalized management processes and controls.
  3. Achievable: Dedicated employees responsible for target.
  4. Relevant: Decision-making authority for purchases decentralized.
  5. Time-bound: Date established for target implementation and completion.
  6. Other Reporting Considerations:
    1. Methodology: Analysis of department's decision-making processes and controls to determine those that should include environmental considerations.
    2. Reporting requirements: DG to lead reports annually.
    3. Roles and responsibilities: DG, Corporate Procurement, Asset Management and National Accommodation (HAD/SPD) is the lead for procurement policy and community development.
    4. Mechanisms to evaluate: First review scheduled in 2014.
    5. Plans for engagement: Discussion topic of Management Committee

Reporting on the Purchase 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.To be determinedNot applicable; no major international events

Strategies and/or Comments

  1. In keeping with its commitment to sustainable development goals, the department will increase awareness of sound environmental, social and economic sustainability practices of waste minimization and management, pollution reduction and energy conservation.
  2. During the planning stage of major international events, DFAIT makes a commitment that the event will be carbon neutral. Being carbon neutral requires that we first take all reasonable measures to reduce our greenhouse gas emissions, calculate the remaining emissions and then mitigate those to zero by purchasing emission reduction credits or carbon offsets.
  3. DFAIT will follow the Policy Framework for Offsetting Greenhouse Gas Emissions from Major International Events.

Horizontal Initiatives

Global Peace and Security Fund

Name of Horizontal Initiative: Global Peace and Security Fund ( GPSF )

Name of Lead Department(s): Foreign Affairs and International Trade Canada

Lead Department Program Activity: International Policy Advice and Integration, Diplomacy and Advocacy

Start Date: October 2, 2005; operationalized September 18, 2006

End Date: March 31, 2013

Total Federal Funding Allocation (from start date to end date): $1.13 billion

Description of the Horizontal Initiative (including funding agreement): Sourced from the Peace and Security Pool of the International Assistance Envelope, the GPSF funds the operations of the Stabilization and Reconstruction Task Force (START) and is used to conduct international assistance programming in fragile and conflict-affected states such as Afghanistan, Haiti and Sudan. START and the GPSF were originally created to fill a policy, institutional and funding gap between the former CIDA's humanitarian and long-term development assistance and military and training assistance from the Department of National Defence and the Canadian Armed Forces (DND). START has played an effective role, establishing itself as a platform to facilitate whole-of-government engagement as well as policy development, where appropriate. In recent years, START has initiated the active participation of an increasing number of other government departments-such as Public Safety Canada, the Royal Canadian Mounted Police, Correctional Service Canada (CSC), Canada Border Services Agency (CBSA) and the Department of Justice-in stabilization and reconstruction initiatives and crisis response activities.

GPSF programming provides timely, focused, effective and accountable international assistance in response to critical peace and security challenges that implicate Canadian interests and reflect Canadian foreign policy priorities. GPSF programming includes both transfer and non-transfer payments. Non-transfer payment programming is the funding mechanism DFAIT uses to work closely with federal departments to provide beneficiary states and civilian components of multilateral peace operations with critical expertise in the areas of security and justice system reform.

Shared Outcome(s): The ultimate shared outcome is peace, security, and the safety and well-being of those living in priority fragile or conflict-affected states, through effective stabilization and reconstruction programming. Specific expected results are:

  • Strengthened Canadian capacity to respond to crisis situations;
  • Strengthened institutions and civil society in affected states;
  • Strengthened international responses to specific crisis situations; and
  • Strengthened international frameworks for addressing crisis situations.

Governance Structure(s): START manages the GPSF . To ensure policy coherence and avoid duplication, various interdepartmental and intradepartmental committees (i.e. at the deputy minister, assistant deputy minister and director general levels) are called upon, as required, to inform and guide emerging priority-setting exercises and implement Cabinet-mandated priorities in the whole-of-government context. START is located in the International Security Branch of DFAIT (IFM), which is responsible for START's financial, human and physical resources.

The START Secretariat is located in the International Security, Africa, Latin America and Caribbean Branch of DFAIT and is accountable to DFAIT, which is responsible for the financial, human and physical resource services for START.

Performance Highlights:

Although security and governance remain paramount, Canada's engagement in Afghanistan has now shifted from Kandahar to the national level. In 2012-13, horizontal initiatives in Afghanistan focused on providing expert support from CBSA and CSC to enhance the capacity of border management and corrections officials in these states. In Haiti, the GPSF will seek to provide expert support from relevant government departments within the framework of renewed Canadian commitment to Haiti through to 2016-17.

In 2012-13, in recognition of the growing demand for Canadian government expertise to respond to international crises, START continued working with partners from other government departments to further develop broader frameworks for funding and managing civilian deployments to crisis situations.

Federal PartnersFederal Partner Program ActivityNames of Programs for Federal PartnersTotal allocation (from start date to end date)($ millions)2012-13
($ millions)
Planned SpendingActual SpendingExpected ResultsResults Achieved
Foreign Affairs and International Trade Canada (DFAIT)International Policy Advice and Integration
Diplomacy and Advocacy
Global Peace and Security Program
Global Peace and Operations Program
Glyn Berry Program for Peace and Security
1,134.90125.70105.13Strengthened Canadian capacity to respond to crisis situations.
Strengthened institutions and civil society in affected states.
Strengthened international responses to specific crisis situations.
Strengthened international frameworks for addressing crisis situations.
START led whole-of-government conflict analysis that informed Canada's response to various crises, including in Libya and Syria.
START demonstrated leadership in its ability to rapidly coordinate whole-of-government responses to natural disasters in the United States (Hurricane Sandy), Indonesia (earthquake), Pakistan (floods), Iran (earthquake), and the Philippines (typhoon).
START facilitated timely Canadian humanitarian contributions across key crises, including in Syria and Mali, in line with Canadian interests and values.
START deployed five DFAIT personnel to the Inter-American Development Bank in Washington D.C.; NATO 's Senior Civilian Representative in Kabul; the Justice Rapid Response team in Geneva; and the UN in New York in support of peacekeeping efforts in Africa.
START personnel coordinated the interdepartmental implementation and reporting of Canada's Action Plan for the Implementation of United Nations Security Council Resolutions on Women, Peace and Security.
National Defence and the Canadian Armed Forces (DND)n/aGlobal Peace and Operations Program 0.250.085Strengthened Canadian capacity to respond to crisis situations.
Strengthened institutions in affected states.
DND training specialists helped improve the quality of training provided by instructors at the Peacekeeping Training Centre (PTC) of the Tanzanian People's Defence Force (TPDF). DND training specialists conducted a two-week "train-the-trainer" program based on needs identified by DND through the Military Training and Cooperation Programme (MTCP) in early 2012.
DND's training support complemented START's infrastructure support to the PTC, thereby increasing Canada's capacity to respond to stabilization interventions in fragile states.
Royal Canadian Mounted Police (RCMP)Federal and International OperationsInternational Police Peacekeeping Program
Canadian Police Arrangement
 23.9023.94Strengthened Canadian capacity to respond to crisis situations.
Strengthened international responses to specific crisis situations.
Strengthened institutions in affected states.
START funding enabled the deployment of approximately 170 Canadian police officers to multilateral peace operations in Afghanistan, Côte d'Ivoire, Democratic Republic of Congo, Haiti, Kyrgyzstan, South Sudan, and the West Bank.
By providing expert advice, training and mentoring, these Canadian officers improved the capacity, efficiency and effectiveness of national police services in these affected states. Their monthly reports improved Canada's capacity to respond to global crises and reconstruction efforts.
Canadian Commercial Corporation (CCC)

n/a

Delivery of International Assistance under the Memorandum of Understanding between CCC and DFAIT (presently known as DFATD) 0.504.15Strengthened Canadian capacity to respond to crisis situations.The CCC's efficient procurement of goods and services enabled START to provide rapid access to equipment and supplies needed for relief and/or reconstruction efforts in such locations as Haiti, Jordan, Pakistan, South Sudan and Tanzania.
Canada Border Services Agency (CBSA)n/aOperations in Afghanistan 0.640.11Strengthened Canadian capacity to respond to crisis situations.
Strengthened institutions in affected states.
Through the Afghanistan Pakistan Cooperation Process (APCP), experts from the CBSA helped facilitate dialogue between the governments of Afghanistan and Pakistan concerning practical aspects of managing their countries' shared border.
Correctional Service of Canada (CSC)Correctional InterventionsOperations in Afghanistan and stabilization and reconstruction in Haiti 3.001.74Strengthened Canadian capacity to respond to crisis situations.
Strengthened institutions in affected states.
Through the deployment of 26 CSC officers to Haiti and one to Afghanistan, Canada strengthened its capacity to respond to international requests for civilian expertise in the area of security sector reform.
Through this deployment, Canada further refined its process for deploying Canadians to challenging environments, including pre- and-post-deployment preparation and training, highlighting the importance of post-deployment support.
CSC deployments to Haiti increased the capacity of the UN Stabilization Mission in Haiti; enhanced the skills of Haitian correctional staff and management personnel and their knowledge about international detention standards and human rights; and, improved the quality of detention conditions for vulnerable populations in Haiti.
Department of Justice/Public Prosecution Service of Canadan/aStabilization and reconstruction in Haiti 3.000.26Strengthened Canadian capacity to respond to crisis situations.
Strengthened institutions in affected states.
A team of six experts from the Department of Justice assisted members of the Maldivian judiciary to improve the transparency and accountability of the country's judicial system.
House of Commonsn/a  0.00.71 Through START, a delegation of ten parliamentarians participated in an international election observation mission that monitored the parliamentary elections in Ukraine. Canada's contribution strengthened the official Election Observation Mission of the Organization for Security and Co-operation in Europe Parliamentary Assembly, whose mandate is the promotion of democratic elections.
Transport Canadan/a  0.00.01  
Public Works and Government Services Canadan/a  0.00.01  
Total 154.29136.15  

Comments on variances (if applicable): :

  1. Spending on DND deployments was less than planned due to other priority tasks and scheduling issues for the limited DND resources available from the Peace Support Training Centre (PSTC) in Kingston. The work may be rescheduled in FY 2013-14, depending on the availability of GPSF funds and PSTC personnel.
  2. Spending on CBSA deployments was less than planned due to fluctuations in prices and currencies and a reduction in the scope of activities because fewer meetings of the Afghanistan Pakistan Cooperation Process were held than had been planned and the areas of focus were reduced in number.
  3. Spending on CSC-related projects totaled $2.46 million; DFAIT administered $720,000 directly in support of CSC. The variance is accounted for by earlier-than-planned decommissioning of CSC officers from Haiti due to the renewal process.
  4. The two projects with the Department of Justice were postponed until FY 2013-14 for operational reasons.

Contact information:

Adrian Norfolk
Deputy Director - IRC
Tel.: 613-944-2285
Email: Adrian.Norfolk@international.gc.ca

Joanne Lemmex
Program Officer - IRC
Tel.: 613-955-9296
Email: Joanne.Lemmex@international.gc.ca

Response to Parliamentary Committees and External Audits

Response to Parliamentary Committees: N/A

Response to the Auditor General (including to the Commissioner of the Environment and Sustainable Development)

Office of the Auditor General:

1) Official Development Assistance Envelope - Chapter 4

The objective of the audit was to determine whether the responsible federal departments and agencies promote Canadian development priorities and to assess, on an ongoing basis, the effectiveness of spending on Official Development Assistance delivered through multilateral organizations, and whether they have assurance that the government's spending is consistent with the Official Development Assistance Accountability Act.

The audit results recommended that departments demonstrate that funding provided to multilateral organizations and reported as ODA conforms to the ODA Accountability Act; that departments identify in their reports the results achieved through core funding to multilateral organizations; and, that departments improve the Statistical Report on International Assistance.

To read the full report and the department's response, visit Chapter 4-Official Development Assistance through Multilateral Organizations.

2) Spending on the Public Security and Anti-Terrorism Initiative - Chapter 8

The objective of the audit was to determine whether the reporting on the use of funds under the Public Security and Anti-Terrorism ( PSAT ) Initiative was complete and accurate, and consistent with the Initiative's objectives and themes.

The audit did not make any recommendations concerning DFAIT.

For more information, visit Chapter 8 - Spending on the Public Security and Anti-Terrorism Initiative.

Commissioner of the Environment and Sustainable Development:

1) A Study of Federal Support to the Fossil Fuel Sector - Chapter 4

This study was designed to document the support that the federal government provides to the fossil fuel production sector. The study's three objectives were to identify the policy instruments that provide support to the sector; to identify the federal programs and activities that support those policy instruments; and to determine the level of financial support that the identified programs and activities provide to the fossil fuel sector.

The Study found that the government has a broad range of programs that provide support to the fossil fuel sector. The majority (97 percent) of spending to support the fossil fuel sector was directed toward research and development, more than half of which related to clean technology. Total direct spending amounted to $508 million over the fiscal period 2007-08-2011-12. Extended over 30 years, this would represent a significant decline in direct spending support to the sector since the 30 years preceding the department's study of government support for energy investments in 2000.

To read the full report, visit Chapter 4-A Study of Federal Support to the Fossil Fuel Sector.

Other External Audits

Office of the Comptroller General: Horizontal Internal Audit of Compliance with the Policy on Management, Resources and Results Structures

The objective of the audit was to assess compliance with the Policy on Management, Resources, and Results Structures (Policy on MRRS).

The results of the audit showed that large and small departments alike are generally compliant with the requirements of the Policy on MRRS but that departments would benefit from additional guidance in the areas of performance measurement, the definition and allocation of internal services, and program linkages across departments. The audit identified the need for clarification from the Secretariat of the Policy on MRRS with respect to the management of departmental resources and the use of the PAA as the basis for allocations. Although departments have created Performance Measurement Frameworks, performance measures could be improved further to support departmental planning and decision making.

To read the full report, visit Horizontal Internal Audit of Compliance with the Policy on Management, Resources and Results Structures.

Sources of Respendable and Non-Respendable Revenue

Respendable Revenue

Program2010-11
Actual
($ millions)
2011-12
Actual
($ millions)
2012-13 ($ millions)
Main
Estimates
Planned
Revenue
Total
Authorities
Actual
Diplomacy and Advocacy
Bilateral and Regional Diplomacy and Advocacy
International youth exchange8.010.013.013.013.010.4
International Commerce
International Business Development
Trade fairs and missions0.10.03.13.13.10.0
Consular Services and Emergency Management
Consular Assistance for Canadians
Specialized consular services3.63.54.34.34.33.2
Passport Canada
Passport fees269.5293.6301.9301.967.7312.4
Canada's International Platform: Support at Headquarters
Training services6.4     
Real property services abroad0.1     
Telecommunications services3.8     
Canada's International Platform: Support at Missions Abroad
Real property services abroad (co-location)17.12     
Governance, Strategic Direction and Common Service Delivery
Real Property
Real property services abroad (co-location) 21.38.224.024.023.5
Real property services abroad 0.51.11.12.72.3
Information Management/Information Technology
Telecommunication Services 5.11.51.51.50.8
Mission Platform Governance and Common Services
Training services by Canadian Foreign Service Institute 6.06.58.08.03.3
Total Respendable Revenue308.6340.0339.6356.9124.3355.9

Non-Respendable Revenue

Program2010-11
Actual
($ millions)
2011-12
Actual
($ millions)
2012-13
($ millions)
Planned
Revenue
Actual
International Policy Advice and Integration
Integrated International Policy and Advice
Adjustment to previous year's expenditures1.40.80.00.0
Diplomacy and Advocacy
Bilateral and Regional Diplomacy and Advocacy
Adjustment to previous year's expenditures7.04.80.00.0
International Commerce
International Business Development
Import and export permit fees6.82.52.42.6
Contributions repaid under the Program for Export Market Development0.10.00.00.0
Adjustment to previous year's expenditures0.91.10.00.0
Consular Services and Emergency Management
Consular Assistance for Canadians
Consular Services and Emergency Management88.897.598.6104.7
Canada's International Platform: Support at Headquarters
Adjustment to previous year's expenditures1.6   
Canada's International Platform: Support at Missions Abroad
Sale of real properties13.31   
Employee rental shares19.7   
Services provided to Passport Canada4.4   
Adjustment to previous year's expenditures and other2.9   
Governance, Strategic and Common Service Delivery
Sale of real properties 55.220.011.4
Employee rental shares 19.219.718.8
Mission Platform Governance and Common Services
Services provided to the passport office 4.34.44.3
Adjustment to previous year's expenditures 11.48.30.0
Total Non-Respendable Revenue146.9196.8153.4141.8

Up-Front Multi-Year Funding

Centre for International Governance Innovation

Name of Recipient: Centre for International Governance Innovation (CIGI)

Start Date: January 30, 2003

End Date: Ongoing

Total Funding: $30 million

Description: CIGI supports world-leading research in the area of global governance, particularly global economic and financial governance, and furthers Canada's interests in a stable and well-governed global economic system by bringing together academics, policy analysts and researchers from around the world to discuss and carry out research on current topics and trends. In 2003, the Government of Canada contributed $30 million, which was matched by CIGI and private donors, to establish an endowment fund. The CIGI's operations continue to be funded by the proceeds of this endowment and other draw-down sources of revenue from the government of Ontario and private donors.

Strategic Outcome: CANADA'S INTERNATIONAL AGENDA—The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Summary of Results Achieved by the recipient: CIGI research focused on the global economy (including macro-economic coordination through forums such as the G-20, international financial regulation, international monetary reform, and China's emerging role in the global economy), as well as global security (including regional security and Internet governance), global development (including the post-2015 Millennium Development Goals and building capacity in Africa), and environment and energy (including economics of sustainability and climate change). CIGI produced 75 publications and hosted 48 high-level conferences and public events on global governance issues. CIGI experts delivered many briefings to the Minister of International Trade and high-level DFAIT and CIDA officials on topics ranging from Canadian engagement in East Asia to development goals. A closed-door briefing was given to Prime Minister Harper on emerging markets.

Program : Diplomacy and Advocacy
($ millions)
2010-11
Actual
apending
2011-12
Actual
apending
2012-13
Planned
apending
2012-13
Total
authorities
2012-13
Actual
apending
Variance
0.00.00.00.00.00.0

Comments on Variance(s): N/A

Significant Evaluation findings by the recipient during the reporting year and future plans: An independent evaluation of CIGI was conducted in 2013 covering the five-year period from 2008-2013 in accordance with the requirements of the 2003 Federal Funding agreement. The evaluation results showed that CIGI is progressing toward its planned long-term outcomes and is managing its research budget carefully, producing a reasonable set of outputs and outcomes, and that CIGI has established a presence in Canada and elsewhere. The development of the next CIGI strategic plan (2015-2020) will begin in late 2013.

Significant Audit findings by the recipient during the reporting year and future plans: CIGI publishes an annual report of its activities that includes financial statements. To read the 2012 report, visit the CIGI website.

Link to recipient's website: http://www.cigionline.org/

Internal Audits and Evaluations

Internal Audits Table

Name of internal auditInternal audit typeStatusCompletion date

Specified Procedures on Note 3 of the 2011-2012 Departmental Financial Statements

Financial Management

Complete

July 2012

Specified Procedures on the Departmental Financial Statements on the Departmental Financial Statements for 2011-2012

Financial Management

CompleteJuly 2012
Audit of Records ManagementOperationalCompleteJanuary 2013
2nd Follow-Up Audit on Resource AllocationOperationalCompleteJuly 2012
Audit of IT SecurityOperationalCompleteMarch 2013
Audit of IT SecurityOperationalCompleteMarch 2013
Management of Transfer PaymentsProgram (Transfer Payments)Deferred

 

Audit of Diplomatic MailOperationalComplete1July 2013
Financial Audit of Copenhagen MissionFinancial ManagementComplete1August 2013
International Science and Technology Partnership Program (ISTPP)Program & Recipient auditComplete1August 2013
Overtime Claims at Moscow MissionFinancial ManagementComplete1August 2013
Audit of General Revenue ControlsFinancial ManagementIn progressSeptember 2013
Audit of Mission SecurityOperationalIn progressSeptember 2013

Evaluations Table

Name of evaluationProgramStatusCompletion date

Consular Affairs and International Emergency Management

Consular Services and Emergency ManagementCompletedNovember 19, 2012
Anti-Crime Capacity Building ProgramDiplomacy and AdvocacyCompletedNovember 19, 2012
North American Platform Program (NAPP) PartnershipDiplomacy and AdvocacyCompletedNovember 19, 2012

Investment Cooperation Program ( INC ) (DFAIT Inc.)

International CommerceCompletedNovember 19, 2012

Global Partnership Program (GPP)

Diplomacy and AdvocacyCompletedFebruary 26, 2013
Global Security Reporting Program (GSRP)Diplomacy and AdvocacyIn ProgressExpected Fall 2013

Regional Service Centres

Governance, Strategic Direction & Common Service DeliveryIn ProgressExpected Fall 2013
Global Commerce Support ProgramInternational CommerceIn ProgressExpected Winter 2014

To read the full reports, visit Evaluation Reports.

User Fees Tables

Access to Information

User Fees and Regulatory Charges (User Fees Act)

User Fee: Access to Information Act fees

Fee Type: Other Products and Services

Fee-setting Authority: ATIA section 11 and section 7 of the Access to Information Regulations

Year Last Modified: ATIA section 11, last modified in 1992 (C-2, s.2)

Performance Standards: Response to be provided within 30 days following receipt of request; the response time may be extended pursuant to ATIA section 9. Notice of extension to be sent within 30 days after receipt of request.

For more information, see the (Access to Information Act.

Performance Results: Performance standards met 76.6 percent of the time.

2012-13 ($ millions)Planning years ($ millions)
Forecast revenueActual revenueFull costFiscal yearForecast revenueEstimated full cost
0.010.015.62013-140.017.5
2014-150.0107.5
2015-160.017.5

Other Information: Estimated full cost is based on projected staffing of up to 53 full-time employees. Implications of merging the former DFAIT with CIDA are as yet unknown and therefore have not been factored into the revenue/cost projections above.

International Experience Canada

User Fees and Regulatory Charges (User Fees Act)

User Fee: Any national of a foreign state who applies to enter Canada under the International Experience Canada (IEC) shall, if the application is approved, pay a participation fee of $150.

Fee Type: Regulatory—Program Participation Fee (PPF)

Fee-setting Authority: Order JUS-609929 amending the Order-in-Council P.C. 2000-1723 of November 30, 2000, made pursuant to paragraph 19(1)(b) of the Financial Administration Act

Year Last Modified:October 3, 2007

Performance Standards: All routine IEC applications that are received at Canadian missions in participating countries are processed within eight weeks.

Performance Results: Between January 1 and December 31, 2012, 98.2 percent of regular applications were processed within eight weeks.

2012-13 ($ millions)Planning years ($ millions)
Forecast revenueActual revenueFull costFiscal yearForecast revenueEstimated full cost
13.010.313.02013-144.04.0
2014-15N/AN/A
2015-16N/AN/A

Note: As of August 30, 2013, Citizenship and Immigration Canada (CIC) will be responsible for the International Experience Canada (IEC) program.

Other Information: N/A

External Fees: (Policy on Service Standards for External Fees)

External feeService standardPerformance resultsStakeholder consultation

Any national of a foreign state who applies to enter Canada under the International Experience Canada program shall, if the application is approved, pay a fee of $150.

Routine IEC applications that are received at Canadian missions in participating countries are processed within eight weeks.

Between January 1 and December 31, 2012, 98.2 percent of routine applications were processed within eight weeks.

Ipsos Reid conducted interviews concerning the implementation of fees with 25 stakeholders, including non-governmental organizations, staff at DFAITD headquarters and missions abroad, CIC, and foreign government stakeholders. Overall stakeholder reaction to user fees was positive.

Other Information: Service standards will be reviewed in 2013-14 to reflect the new online application and processing system that will be implemented for the program starting in 2014.

Export/Import Permit Fees

User Fees and Regulatory Charges (User Fees Act)

User Fee: Fees for the issuance of export and import certificates and permits

Fee Type: Other products and services

Fee-setting Authority: Export and Import Permits Act and Export and Import Permits and Certificates Fees Order

Year Last Modified: May 19, 1995

Performance Standards: Deliver non-strategic, non-routed import and export permits within 15 minutes of the time of application; process permit applications that are automatically redirected (routed) to departmental officers or that have been flagged for an officer's review by the applicant when no additional information or documentation is required within four business hours of the time of application.

Performance Results: 98 percent success rate on the processing of over 370,000 applications; 355,000 export/import permits were issued in 2012-2013. The new General Import Permit was introduced for steel products, which eliminated the need to process approximately 270,000 shipment-specific import permits annually, significantly reducing border costs for steel importers in the context of the government's Beyond the Border Action Plan-Single Window Initiative.

2012-13 ($ millions)Planning years ($ millions)
Forecast revenueActual revenueFull costFiscal yearForecast revenueEstimated full cost
2.42.66.92013-142.46.9
2014-152.46.9
2015-162.46.9

Other Information: N/A

External Fees: (Policy on Service Standards for External Fees)

External feeService standardPerformance resultsStakeholder consultation

Fees for the issuance of export and import certificates and permits

Deliver non-strategic, non-routed import and export permits within 15 minutes of the time of application; process within four business hours permit applications that are automatically redirected (routed) to departmental officers or that have been flagged for an officer's review by the applicant when no additional information or documentation is required.

98 percent success rate on the processing of over 370,000 applications (355,000 export/import permits issued). The new General Import Permit introduced for steel products eliminated the need for roughly 270,000 shipment-specific import permits annually, significantly reducing border costs for steel importers in the context of the government's Beyond the Border Action Plan-Single Window Initiative.

The department's consultative bodies provide ongoing input on behalf of stakeholders with respect to certain trade controls, as well as regular outreach and specific consultations with associations and companies with respect to export controls for strategic goods.

Other Information: N/A

Consular Services

User Fees and Regulatory Charges (User Fees Act)

User Fee: Consular Service Fee

Fee Type: Other products and services

Fee-setting Authority: Consular Service Fee Regulations pursuant to the Department of Foreign Affairs and International Trade Act

Year Last Modified: The Consular Service Fee was introduced on November 8, 1995, and has not been modified.

Performance Standards: Services performance standards are categorized as follows:

  1. Protection and Assistance
  2. Contact with Prisoners
  3. Passports and Citizenship
  4. Information-Canada/Third Countries
  5. Information-Local
  6. Legal and Notary

For more information, see Consular Services: Service Standards.

Consular services are provided to Canadians 24 hours a day, seven days a week, at more than 260 points of service around the world. Outside regular business hours, calls are forwarded to the Emergency Watch and Response Centre in Ottawa. Emergency situations are dealt with immediately.

Every effort is made to obtain solutions for specific problems and to provide the required service. However, the department's ability to do so and its success are conditioned, in many instances, by the laws and regulations of other countries as well as the quality and level of cooperation offered by persons and organizations outside the Government of Canada.

Performance Results: 95 percent of the 4,536 Canadians who completed the Client Feedback Form in 2012-13 reported being satisfied or very satisfied with the services received.

The department also reports on its performance with respect to passport, citizenship and arrest/detention service standards. Staff at Canada's missions abroad are asked to contact long-term Canadian detainees regularly. The frequency of contact depends on the location of the detainee: once every three months (e.g. in much of Latin America, Africa and Asia); once every six months (e.g. in much of western Europe); and once every 12 months (e.g. in the United States, where over 70 percent of all Canadians detained abroad are located). As of March 31, 2013, missions met this standard 94 percent of the time.

Missions are asked to report on their performance with respect to accepting, reviewing and forwarding citizenship applications to Canada within the 10-day service standard. During 2012-13, missions met this standard 94 percent of the time.

Missions are required to meet the 15-day service standard for passport issuance. Missions met this standard 94 percent of the time.

2012-13 ($ millions)Planning years ($ millions)
Forecast revenueActual revenueFull costFiscal yearForecast revenueEstimated full cost
108.1104.798.32013-14107.4100.0
2014-15111.7101.7
2015-16108.3103.5

Note:

  1. Forecast revenue amount for 2012-13 reported in 2011-12 DPR was $98.6 million, but revised to $108.1 million after publication.
  2. Full cost was revised at $95.6 million in the 2011-12 Consular Report instead of $94.4 million published in the 2011-12 DPR .

Other Information: N/A

External Fees: (Policy on Service Standards for External Fees)

External feeService standardPerformance resultsStakeholder consultation

Consular Services Fee

Consular services are based on written service standards (established in 1995), which detail the services to be provided, along with qualitative and quantitative standards to be used by employees. The service standards are available at Service Standards (http://travel.gc.ca/about/assistance/consular/standards) as well as at all missions abroad, where they are either in public view or can be provided by employees.

Consular services are provided to Canadians 24 hours a day, seven days a week, at more than 260 points of service around the world. Outside regular business hours, calls are forwarded to the Emergency Operations Centre in Ottawa. Emergency situations are dealt with immediately.

See Performance Results.

The consular service standards were developed following consultations with Canadians at some 80 missions abroad and with selected clients in Canada. Surveys were also conducted at the international airports in Toronto, Montreal and Vancouver.


Other Information: N/A

Specialized Consular Services

User Fees and Regulatory Charges (User Fees Act)

User Fee: Specialized Consular Services Fee

Fee Type: Other products and services

Fee-setting Authority: Consular Fee (Specialized Services) Regulations, pursuant to paragraph 19 (1)(a) of the Financial Administration Act

Date Last Modified: June 3, 2010

Performance Standards: Specialized Consular Services performance standards are grouped under the following service standards categories:

Protection and Assistance

Legal and Notary

For more information, see Consular Services: Service Standards.

Performance Results: 91 percent of 292 clients reported overall satisfaction with the legal and notary services they received.

2012-13 ($ millions)Planning Years ($ millions)
Forecast revenueActual revenueFull costFiscal yearForecast revenueEstimated full cost
3.83.24.02013-143.74.0
2014-153.74.1
2015-163.74.2

Notes:

  1. Forecast revenue amount for 2012-13 reported in 2011-12 DPR was $4.3 million, but revised to $3.8 million after publication.
  2. Full cost was revised at $4.0 million in the 2011-12 Consular Report instead of $3.8 million published in the 2011-12 DPR .
  3. 2011-12 DPR actual revenue indicated $2.5 million, but should have stated $3.5 million.

Other Information: N/A

External Fees: (Policy on Service Standards for External Fees)

External feeService standardPerformance resultsStakeholder consultation

Specialized Consular Services Fee

These standards are available at Service Standards http://travel.gc.ca/about/assistance/consular/standards and at all Canadian missions abroad. Clients are invited to comment if they did not receive the level of service they expected or if they wish to make suggestions.

Feedback from 292 clients indicates an overall satisfaction rate of 91 percent with legal and notary services received.

The consular service standards were developed following consultations with Canadians at some 80 missions around the world as well as with selected clients in Canada. Surveys were also conducted at the international airports in Toronto, Montreal and Vancouver.

Other Information: N/A

Passport Canada

User Fees and Regulatory Charges (User Fees Act)

User Fee: Passport Canada

Fee Type: Other products and services

Fee-setting Authority: Passport Services Fees Regulations

Date Last Modified: December 10, 2001

Performance Standards: The standard turnaround times in working days are:

Offices: Regular services     10 days

Offices: Urgent services      Next working day

Offices: Express services     2 to 9 days

Mail-in: Regular services     20 days

Receiving agent: Regular
services                             20 days

Performance Results: Passport Canada issued over 5.1 million travel documents in 2012-2013. Despite a 6.25-percent increase in volume, the agency again exceeded its service commitments to Canadians this year, with 99 percent of clients receiving their passports within the standard turnaround times. Specifically:

  • 97.7 percent of applications submitted in person at a passport office were processed within 10 working days;
  • 99.6 percent of applications submitted by mail were processed within 20 working days; and
  • 99.8 percent of applications submitted via receiving agents were processed within 20 working days.
2012-13 ($ millions)Planning years ($ millions)
Forecast revenueActual revenueFull costFiscal yearForecast revenueEstimated full cost
301.9312.4335.52013-14285.4355.7
2014-15315.6315.6
2015-16248.9248.9

Other Information: N/A

External Fees: (Policy on Service Standards for External Fees)

External feeService standardPerformance resultsStakeholder consultation

Canada Revolving Fund

The standard turnaround times in working days are:

Offices:
Regular
services     10 days

Offices:
Urgent
services      Next working day

Offices:
Express
services     2 to 9 days

Mail-in:
Regular
services     20 days

Receiving agent:
Regular
services     20 days

In 2012-2013:
97.7 percent of applications submitted in person at a passport office were processed within 10 working days;
99.6 percent of applications submitted by mail were processed within 20 working days; and 99.8 percent of applications submitted via receiving agents were processed within 20 working days.

In support of the fee increase in 2001, Passport Canada relied on the results of three consecutive annual surveys with its clients (1) and the general public (2).
The agency also consulted with the Department of Justice (Human Rights Law, Public Law, and Information and Privacy Law sections); the legal service unit of the Royal Canadian Mounted Police; Citizenship and Immigration Canada; and the Department of Foreign Affairs.

Other Information: N/A

User Fees Totals

2012-13 ($ millions)Planning years ($ millions)
Forecast revenueActual revenueFull costFiscal yearForecast revenueEstimated full cost
Subtotal Regulatory
(International Experience Canada & Passport Canada)
314.9322.7348.52013-14289.4359.7
2014-15315.6315.6
2015-16248.9248.9
Subtotal Other Products and Services
(Access to Information and Privacy; Import/Export; Consular and Specialized Consular)
114.3110.5114.82013-14113.5118.4
2014-15117.8120.2
2015-16114.4122.1
Total429.2433.2463.32013-14402.9478.1
2014-15433.4435.8
2015-16363.3371.0
Date Modified: