Evaluation of the Diplomatic Corps Services Program
This report outlines the main findings and recommendations of the Diplomatic Corps Services Program Evaluation. The findings identify strengths and areas of improvement in the delivery of diplomatic corps services and Canada’s diplomacy and advocacy agenda, both here and abroad.
The Diplomatic Corps Services Program (DCSP) is deeply rooted in the Department’s history, as well as Canada’s diplomacy and advocacy agenda, both here and abroad.
Housed within the Office of Protocol, the DCSP manages practical compliance with privileges and immunity provisions of the Foreign Missions and International Organizations Act (FMIOA) frameworks, and administers various policies and programs to facilitate the establishment of foreign missions, international organizations and the presence of their representatives on Canadian territory, in support of Canada’s international agenda.
DCSP aims to serve the diplomatic community in Canada in a manner that:
- conforms to international law and statutory domestic obligations
- reflects the exercise of the Crown prerogative in the conduct of foreign affairs,
- secures reciprocal benefits in favour of Canada’s network of missions abroad.
Services and Programs Delivered by DCSP
The DCSP’s core services are:
Agrément and Ceremonial Programs for Foreign Heads of Mission: Vetting of foreign heads of mission prior to their entry into Canada and management of courtesies and special functions.
Accreditation services: Management of the accreditation process for diplomatic agents; issuance of identity documents; handling of requests for diplomatic extensions and delisting of foreign representatives ending their assignments.
Support for Citizenship and Immigration (CIC) Liaison Unit: Providing support and assistance to individuals being posted to Canada with their families with issues relating to immigration.
Management of Privileges and Immunities: Such as tax exemptions, customs privileges, spousal employment and acquisition and development of real property.
Management of Security and Incidents: Serving as the main point of contact for Canadian authorities (Police units, Crown counsel, Children’s Aid Societies) and foreign missions in regard to the protection of foreign missions and their representatives. Through its liaison, education and policy activities, ensuring that foreign missions respect Canadian laws and processes and that Canadian authorities respect foreign representatives’ immunities.
Other Programs/Services: Payment in Lieu of Taxes Program (PILT), Management of Foreign Election voting stations, Diplomatic Services websites (including list of accredited representatives), issuance of letters of credence and recall for HOMS, playing a liaison role for foreign awards and honours to Canadian citizens.
The Diplomatic Corps Services Division is composed of 15 permanent full time employees (FTE) supported by two additional officers from partner departments embedded in the Office of Protocol: an RCMP Liaison Officer and an IRCC Liaison Officer. At any time, XDC is also supplemented by staff on a term, casual or student basis.
The division’s operational (Ops) budget supports outreach activities for the diplomatic community. Not all activities are held on a yearly basis, and for that reason, the budget contracts and expands as needed to serve program needs.
The largest part of XDC’s resources is the Payment In Lieu of Taxes (PILT) and is currently valued at approximately $15 million. The PILT is a grant paid by GAC to municipalities to cover the property tax amount that would otherwise have been paid by diplomatic missions in Canada.
The foreign diplomatic community has grown slightly in recent years, from close to 180 diplomatic missions (resident +non-resident), 465 consular posts, and over a dozen international organizations (IOs) in 2013, to 183 diplomatic missions, 490 consular posts and over twenty IOs represented in Canada.
The volume of core services delivered by XDC in the past few fiscal years has remained relatively stable.
- In 2015-16, the number of accreditations was 5338
- In 2016-17, the number of accreditations was 4871
- In 2015-16, the number of agrément decisions was 27
- In 2016-17, the number of agrément decisions was 47
Work Authorization Requests
In both 2015-16 and 2016-17, the number of work authorization requests were 300
Security Liaison Files
- In 2015-16, the number of security liaison files were 286
- In 2016-17, the number of security liaison files were 261
There has been some increase in work volume in recent years related to non-core services. For example, there has been a rise in the number of outreach events organized by the Office of Protocol, partly driven by the government’s objective to re-engage on the world stage and the campaign to obtain a seat at the UN Security Council in 2021. In other cases, such as the management of domestic workers for foreign representatives, the increase in workload is the consequence of changes to internal policies and procedures.
The goal of this evaluation was to assess the relevance and performance of the programs, services and activities carried out by XDC, and to issue recommendations based on findings.
Because much of the DCSP is mandated by international legislation, questions of relevance focused on non-statutory services only. To measure performance, the evaluation referred to current program practices and standards for each service, stakeholder perceptions, and to levels of satisfaction among the diplomatic community as well as other stakeholders.The evaluation was conducted by the Diplomacy, Trade and Corporate Evaluation Division (PRE) of the Evaluation and Results Bureau (PRD) in compliance with the 2016 Treasury Board (TB) Policy on Results.
The evaluation was guided by 8 key questions:
- To what extent is the program, through various services and activities, meeting its requirements under Canada’s legal obligations (e.g. Vienna Conventions) and political commitments?
- To what extent are the program’s service standards being met?
- To what degree are clients within the diplomatic community satisfied with services provided?
- To what extent have the services provided by XDC contributed to the projection/achievement of Canadian values and interests?
- How have political/legislative/administrative realities within the last five years affected delivery of the DCSP, and what tools, if any, are needed for XDC to remain responsive?
- Is there a continued need for the non-essential services provided under the DCSP, and are these services aligned with the roles of the Office of Protocol? Does the Office of Protocol’s continued role in these non-essential services create jurisdictional ambiguity or unnecessary overlays?
- Are the relative levels of effort and resources devoted to each service/activity within the DCSP appropriate?
- To what extent has XDC addressed the recommendations issued in the previous evaluation?
Methodology & Data Sources
This evaluation took a mixed-methods approach, including the use of both quantitative and qualitative research methods to maximize the reliability of results.
The evaluation team conducted semi-structured interviews with a variety of internal and external stakeholders, including:
- XDC Staff (11x),
- non-XDC GAC Staff (10x)
- Staff from Other Federal Government Departments (5x)
- Law enforcement (4x)
- Provincial & Municipal Government (3x)
- Foreign Heads of Mission (2x)
An online survey was developed by the evaluation team and sent to 127 diplomatic missions in Ottawa. The survey was active for 15 working days, and the evaluation team sent out two reminders.
The survey had a participation rate of 56% and a completion rate of 52%. 54% of respondents were Heads of Missions, 15% were Deputy Heads of Missions, 10% were administrative staff, and the remainder held other positions. Respondents from all geographic regions were well-represented.
The evaluation team undertook an extensive review of based on documents provided by XDC. These included program statistics, circular notes, correspondences, financials and others.
|Detailed performance data on services and programs was only available for two fiscal years (2015/16 and 2016/17). Furthermore, XDC does not at present have a performance measurement strategy, logic model or baseline performance indicators against which performance could be measured.||The evaluation drew from a variety of qualitative (interviews) and quantitative (program statistics, survey data) data sources to minimize the impact of missing data.|
|This evaluation was dependent on data and data sources provided by XDC, including the list of key stakeholders and documents.||To the extent possible, the evaluation team consulted a range of stakeholders to confirm information provided directly by XDC. Notably, this included the survey of the diplomatic officials served by XDC.|
|Foreign representatives in Canada may have had concerns that expressing negative opinions could impact their standing with the Office of Protocol.||The evaluation team informed all interviewees and survey respondents that their comments would be reported in the aggregate, and that any information that could lead to the identification of respondents would be excluded from the evaluation report.|
Finding #1: The Office of Protocol is meeting its legal and political obligations.
While this evaluation did not include an audit, and does not constitute a legal opinion of Canada’s compliance with the Vienna Convention or other instruments, evidence from multiple sources suggests that Canada is meeting its international and domestic obligations.
All key informants stated that, to their knowledge, XDC is fulfilling its international obligations as per the Vienna Conventions. This claim was supported by the fact that there have been no cases escalated to the international court of justice over the evaluation reference period and no formal complaints from foreign diplomats.
Interview participants described XDC staff as knowledgeable on the law and on issues of protocol, and in cases where there were divergences of opinion on the application of the Vienna Convention; XDC consulted with relevant Departmental stakeholders and took immediate measures to resolve the issue in accordance with applicable laws.
Documents and correspondences consulted by the evaluation team also demonstrated a regular and systematic effort to comply with obligations of the convention and regular consultations with GAC’s legal team where needed.
Policies on the website are explicit about how Canada interprets the Vienna Convention and how its services and programs conform to its legal obligations. The policies and guidelines also describe the responsibilities and rights of foreign representatives.
The Government of Canada and Canadian citizens demand that foreign diplomats abide by Canada’s laws and adhere to its values. Many key stakeholders noted that in recent years, the Office of Protocol has adopted a stricter approach to enforcing compliance in this area. Examples include the Domestic Worker program, which aims to protect the rights of domestic workers; and a stronger verification process for junior-level employees to prevent appointments to fictitious positions. Interviewees attributed the change in approach to multiple factors including high-profile incidents (i.e. abuse of domestic workers), a stronger focus on Canadian values by the previous government, and to a lesser extent, directions taken by other like-minded countries (e.g. greater focus by the US on domestic servitude).
The evaluation did not reveal any major complaints from clients or partners, or other negative impacts related to this stricter enforcement.
The Payments in Lieu of Taxes (PILT) program, which comprises most of the program's resources, applies to the purchase of real property for diplomatic missions and official residences. Payments to municipal tax authorities are based on the principle of equity and are calculated based on the rates that would apply to federal property if it were taxable. PILT is co-administered by Public Works and Government Services Canada (PWGSC) and the Office of Protocol of the GAC on the basis of a Memorandum of Understanding.
Finding #2: XDC is meeting service standards most of the time.
XDC has maintained service standards for selected core services in 2009, which it reviews each year; however performance data for service standards was only available for FY2016-2017. Based on this, the evaluation found that XDC was meeting service standards most of the time. Where service standards were not met, it was usually due to incomplete application forms or missing documents on the part of the applicant.
XDC staff noted the need to reduce processing times for Agrément requests, and is currently aiming to reduce them to eight weeks or less to bring them in line with those of other countries. Since April 2017, over 75% of Agrément requests were completed within 6 weeks or less and 100% within 8 weeks.
|Service||Service Standard||% Met (FY 2016-17)|
|Accreditation||Accreditation (Initial arrival & Extension)||15 working days||80%|
|Agrément||Agrément for HOMs||12 weeks (to be revised to 8)||81%|
|Privileges and Immunities||Work Authorization||15 working days||93%|
|Property: Acquisition, Disposition & Development||30 working days (6 weeks)||83%|
|Immigration Liaison Unit||Notes/Letters of No-Objection for post-accreditation facilities||20 working days||76%|
Finding #3: Overall, there is a high level of satisfaction with XDC programs and services among clients and partners.
XDC scored an A- (8.24/10) on overall client satisfaction.
Survey respondents expressed high levels of satisfaction with the core services delivered by XDC in terms of the availability of information, the timeliness of delivery and the quality of service.
% Satisfied + Very Satisfied
- In regard to agrément services, a total of 92% of clients were satisfied (31%) and very satisfied (61%) with the availability of information, 84% of clients were satisfied (45%) and very satisfied (39%) with the timeliness of delivery, and 94% of clients were satisfied (33%) and very satisfied (61%) with the quality of service.
- In regard to accreditation services, a total of 90% of clients were satisfied (35%) and very satisfied (55%) with the availability of information, 82% of clients were satisfied (55%) and very satisfied (27%) with the timeliness of delivery, and 92% of clients were satisfied (42%) and very satisfied (50%) with the quality of service.
- In regard to post-accreditation services, a total of 90% of clients were satisfied (35%) and very satisfied (55%) with the availability of information, 75% of clients were satisfied (35%) and very satisfied (40%) with the timeliness of delivery, and 85% of clients were satisfied (40%) and very satisfied (45%) with the quality of service.
- In regard to privileges and immunities services, a total of 90% of clients were satisfied (40%) and very satisfied (50%) with the availability of information, 85% of clients were satisfied (56%) and very satisfied (29%) with the timeliness of delivery, and 92% of clients were satisfied (48%) and very satisfied (44%) with the quality of service.
- In regard to diplomatic security services, a total of 74% of clients were satisfied (32%) and very satisfied (42%) with the availability of information, 70% of clients were satisfied (35%) and very satisfied (35%) with the timeliness of delivery, and 81% of clients were satisfied (42%) and very satisfied (39%) with the quality of service.
- In regard to reciprocal employment agréments services, a total of 100% of clients were satisfied (45%) and very satisfied (55%) with the availability of information, 100% of clients were satisfied (36%) and very satisfied (63%) with the timeliness of delivery, and 100% of clients were satisfied (27%) and very satisfied (73%) with the quality of service.
Interviews with clients and partners confirmed a high level of satisfaction with XDC, with multiple stakeholders using the adjectives: responsive, professional and knowledgeable to describe XDC staff.
There were relatively few critical or negative comments; these related to long processing times for certain services, and to XDC’s inflexibility/rigidity on specific issues.
A few stakeholders, representing Provincial Offices of Protocol and police services, expressed a desire for more outreach activities and proactive provision of information, indicating that they had found such efforts very useful in the past.
Finding #4: The Diplomatic Corps Services Program is contributing to the advancement of Canada’s International Agenda.
Outreach Programs provide opportunities for GAC to advocate for Canada’s interests and values.
The goal of XDC’s Outreach Program is to advance Canadian interests by directly engaging foreign heads of mission and sensitizing them to Canada’s strengths, opportunities and priorities. In the two previous fiscal years, XDC organized a total of 42 outreach events, including two signature events.
In March 2016, XDC organized an economic mission to Alberta to showcase the economic potential of the province. A total of 30 high-ranking foreign representatives participated in the mission and most expressed positive feedback about the event.
Survey results also demonstrated that economic missions had, or were likely to, produce benefits for Canada. For example:
- 94% of respondents agreed that the economic missions improved their understanding of economic opportunities in Canada (n=18)
- 78% of respondents agreed that the economic missions contributed to (or would contribute to) economic, trade, or investment benefits (n=18)
Diplomatic services & programs delivered by XDC create favourable conditions for Canadian representatives abroad.
The principle of reciprocity is the basis for diplomatic relations. The treatment that Canadian representatives receive abroad informs Canada’s treatment of state representatives in Canada and vice-versa.
Based on a limited number of interviews with Canadian officials abroad, XDC regularly provides sound advice on reciprocity issues, and where appropriate, takes the lead on negotiations with foreign embassies to improve conditions for Canadian officials. Interviewees noted having received specific support related to tax exemptions, customs privileges, and motor vehicle licensing; and expressed overall satisfaction with the results.
Finding #5: Most of the non-statutory programs and services delivered by XDC provide added value.
XDC delivers a range of services which are not required by international conventions. While these activities increase workload, they add value to the core services delivered by the Office of Protocol and support Canada’s international agenda.
The events and activities organized by the Outreach Program are the most valuable of the non-core services according to interviewees. Outreach activities give GAC an opportunity to showcase Canada’s opportunities, and to promote its interests and values.
Northern Tour 2016
In the spring of 2016, 21 foreign heads of mission participated in a tour of northern Canada. This was an opportunity to meet with Canadian northerners and to learn more about the arctic, including about Canada’s foreign policy objectives related to the environment, climate change, Indigenous affairs and northern economic development.
Participants in this event were satisfied with both the organization and the content of the Tour. Out of the 7 participants that answered the survey:
- All agreed that the tour taught them or their teams about Northern Canada
- All agreed that the tour would contribute to bilateral benefits between Canada and their home country
Another non-statutory service perceived to be important is the Domestic Worker Program, which aims to prevent exploitation of domestic workers accredited to diplomatic households. This involves a rigorous pre-accreditation screening process, as well as regular contact with domestic workers during the duration of their assignment. In 2016/17, XDC received 15 requests to employ domestic workers, met with seven prospective employers, and conducted 40 compliance interviews. Despite the high workload imposed by this program, all key informants agreed that it is essential in terms of protecting workers’ rights and upholding Canadian values.
Some services deemed less valuable by interviewees were: providing assistance in obtaining fishing licences, the Ontario License Plate program and the Liaison role of XDC in the honours program for Canadian Citizens by foreign states.
While some key stakeholders expressed a desire to discontinue XDC’s provision of these services, they continue to be aligned with the program’s mandate, insofar as they involve services to foreign representatives and missions in Canada. The exception was the issuing Letters of Credence and Recall for Canadian HoMs, which was not seen to fall under XDC’s mandate and which key informants preferred be moved elsewhere in the department.
Finding #6: XDC has adapted well to changing federal priorities and unforeseen challenges.
Over the reference period of this evaluation, several factors have placed additional pressure on XDC. The Office of Protocol has demonstrated a strong capacity to adjust to changing realities and has succeeded in adapting internal policies and procedures to deal with emerging issues.
Electronic Travel Authorization (eTA)
As of November 10, 2016, the eTA requirement became mandatory for all visa exempt nationals (except US citizens). This policy decision, initiated by IRCC and managed by CBSA, did not originally take into account exemptions that are normally granted to accredited diplomats to Canada and their family members, who hold valid multiple-entry Acceptances. The problem could have affected up to 6,500 XDC clients.
After receiving the first complaints about the eTA, the Office of Protocol made staff available to assist clients being refused boarding and worked with relevant stakeholders, including IRCC and CBSA, to resolve the issue. As of January 19th, 2017, only 50 cases had been reported to GAC. XDC approved over 100 hours of overtime between November and February 2017 to deal with issues related to the eTA.
Overall, through its proactive attitude, the Office of Protocol was able to limit the number of clients affected by the eTA restrictions and minimize damage to Canada’s bilateral diplomatic relations. Nonetheless, the crisis management related to the eTA put considerable strain on XDC employees and some interviewees noted negative impacts on the delivery of core services.
This challenge has had an enduring impact on the DCSP operations and a long-term and permanent solution has not yet been identified.
Renewed foreign policy commitments
Elected in October 2015, the new liberal government sought to re-engage Canada in multilateral forums, particularly in the United Nations. A key commitment on foreign policy was the campaign to obtain a non-permanent seat at the UN Security Council in 2021. As part of the campaign, many of GAC’s branches have been asked to make an effort towards the campaign, including XDC. To this effect, XDC has committed to support the campaign by advocating for Canada’s candidacy during outreach events and facilitating meetings with foreign representatives to showcase Canada’s initiatives. In recent years, there has been an increase in the number of outreach events organized by the Office of Protocol. In FY15/16 27 outreach events were organized, while 30 were organized in FY16/17. Some key informants noted that the increased focus on Outreach has increased, or is likely to increase staff workload.
Finding #7: XDC has adequate policy and staff capacity to enable effective delivery of core services, but is vulnerable to surges in workload and staff turnover.
Clear Policy Guidance & Mandate
There is clear legislative and policy guidance for the Office of Protocol and XDC as outlined in the Foreign Missions and International Organizations Act.
The Office of Protocol clearly articulates its services, programs and procedures for GAC stakeholders in the Diplomatic Corps Services Program Manual, and for external stakeholders through publicly available policies, circular notes and other information on their website.
A majority of key stakeholders stated that information about services, programs and procedures was clear, useful and easily accessible.
The evaluation found ample evidence that XDC has implemented tools, standards and procedures to enable to the effective delivery of services and programs. For example:
- Existence of service standards & tools to track service delivery (e.g. Privileges, Agrément, Accreditation, flight tracking for HOMs, Luncheon attendance tracking, honours programs)
- Existence of templates for frequent messages (e.g. Incomplete Agrément application, Incomplete Accreditation application, briefing book templates, messages to GEOs for preparation for events)
- Evidence of outreach to police bodies across Canada (e.g. Presentation and training of police bodies on concepts of diplomatic immunity)
In recent years, XDC has faced increased workload due to a reduction in processing times, political and regulatory shifts, and unforeseen situations. The result is that staff had to take on functions that are not typically associated with their classification group. For example, there has been an increased need for a policy function in XDC for interpretation and analysis of Conventions. Yet, the program is primarily staffed by administrative services (AS) employees at the working-level.
In addition, while XDC has a good balance of rotational and non-rotational positions overall, several key stakeholders expressed concerns about vulnerability to turnover in certain key positions (i.e. Deputy Director, Privileges and Immunities, Accreditation). This is related to the highly specialized and customary nature of protocol work.
Finding #8: XDC has addressed most of the recommendations from the 2010 Evaluation.
Recommendation #1: Expand the information available on the Diplomatic Corps Services page of the existing Protocol Office website and extranet to include more information on diplomatic corps services and links to other relevant websites.
Completed. A reformatted Office of Protocol website and additional internal websites were launched in 2010.These websites provide extensive information related to policies, and include circular notes, service standards, and a searchable database of accredited diplomats in Canada.
Recommendation #2: Develop an internal manual of procedures for all diplomatic corps services and make greater use of existing DFAIT systems to promote retention of corporate knowledge.
Completed. XDC has developed an internal operational manual in order to: integrate information on procedures, promote retention of corporate knowledge, enable succession planning and management; and facilitate easy access by Global Affairs Canada officials and Canadian missions abroad, in particular MCOs
Recommendation #3: Continue to explore options for improving the processing time for accreditation.
Completed. Following the 2010 evaluation, XDC piloted a number of initiatives to improve processing times for accreditation including the reallocation of human resources, the redesign of certain administrative policies and the development of statistical tools to better measure performance..
XDC continues to meet the service standards for accreditation in the majority of cases.
Recommendation #4: Continue or resume information sessions/ training for both the diplomatic community and the front-line staff of other government services.
Completed. XDC has developed diverse coaching and learning interventions to support OGDs and partners at all levels to fulfill their responsibilities toward the diplomatic community.
For example, the protective policing and security liaison unit has embarked on a major outreach program to key partners, providing briefings on diplomatic incident management to police units in Halifax, Toronto, Calgary, Edmonton, and Vancouver, as well as RCMP teams in the National Capital Region. This initiative was enthusiastically received by the more than 140 officers who attended these sessions.
Some key stakeholders, however, expressed a need for even more outreach.
Recommendation #5: Engage other DFAIT bureaus in the planning of, and follow-up to, outreach events.
Partially completed. XDC undertook consultations with certain bureaus to identify contact points. For example, XDC identified contact points in selected trade bureaus (BTD, BID, BBD and BSI) in May 2010 and led a brainstorming session in August 2010 with these contacts on how to better integrate Canadian commercial and policy expertise in the planning and follow-up of outreach events.
Recommendation #6: Assess the value of service standards for diplomatic corps services and, if they are maintained, implement monitoring and evaluation activities to allow for regular reporting on the achievement of these service standards.
Completed. XDC organized a retreat in November 2010 where it discussed the relevance of existing various service standards, and measures to improve monitoring of service standards. Following the retreat, XDC implemented new tools to systematically track timelines against services for which there are standards.
In addition, XDC consolidated existing information on processing standards in one area of the Office of Protocol website.
Recommendation #7: Develop a performance measurement strategy that would allow it to monitor and measure the performance of its services.
Not Completed. XDC organized a retreat in November 2010. During the retreat, the team received training on results-based management and discussed a performance measurement strategy. While XDC has been systematically collecting data about its services and other activities, the evaluation team has not seen evidence of a performance measurement strategy or logic model.
Over the years, XDC has taken on responsibilities that fall outside the scope of its mandate, imposing additional pressures on staff and possibly affecting the timely delivery of core services. It is recommended that non-statutory programs and services be reviewed to determine whether they provide value, and/or whether they are better suited to another area of GAC or government. An example is the issuance of Letters of Credence and Recall for HOMs, which does not fall under XDC’s mandate, and which is time-consuming to administer.
|Management Response (MR) & Action Plan (M-AP)||Responsibility Centre||Time Frame|
MR: Agree, subject to review with relevant GAC division and OGDs.
M-AP: As part of its 2018-2019 planning cycle, XDC management will identify the services and programs (or components of services and programs) which fall outside its core mandate and recommend which should cease altogether, decrease, or be transferred elsewhere. There are many examples of non-core services/programs in addition to the one cited above (the issuance of Letters of Credence and Recall for Canadian HOMs). XDC will engage with key partners to implement these adjustments and plan for a timely and orderly transition.
|Underway until June 2018|
Building on existing tools, such as the Program Statistics introduced in 2015/16, XDC should develop a full performance measurement strategy to measure progress towards outcomes. The performance measurement strategy should align with relevant sections of the Departmental Results Framework, and should identify specific indicators, data sources and roles and responsibilities.
|Management Response (MR) & Action Plan (M-AP)||Responsibility Centre||Time Frame|
M-AP: XDC management will continue to promote a culture of excellence and high performance in its day-to-day operations. It will develop a performance measurement strategy that builds on the division’s existing tools which measure the performance of certain programs/operations. This overarching performance measurement strategy will align all of XDC’s programs/operations with the relevant sections of the Departmental Results Framework, including results-based indicators, data sources and data collection frequency, and clearly defined roles and responsibilities.
|XDC||January to June 2018|
The iterative nature of protocol, and evolving regulatory and legislative realities mean that DCSP’s policies must be created and updated on an ongoing basis. Moreover, XDC’s work is highly reliant on the experience and corporate memory of its team members, and comprehensive policy guidance would be particularly important were there to be turnover in key positions.
|Management Response (MR) & Action Plan (M-AP)||Responsibility Centre||Time Frame|
MR: Agree to explore options to strengthen XDC’s policy capacity, taking into consideration limited resources (human and financial).
M-AP: To strengthen its policy work and mitigate the risks of a turnover in key positions, XDC will identify and assess options to realign its work and resources (human and financial) to better support the policy function as well as explore the possibility of creating a new position responsible for the division’s policy work (which may entail some organizational restructuring).
|Underway until March 31, 2018|
Increased outreach activities by XDC in recent years have been well-received by both diplomatic clients and other partners, and have demonstrated strong results. XDC should maintain its HOM outreach program, and if possible, increase outreach to key partners.
|Management Response (MR) & Action Plan (M-AP)||Responsibility Centre||Time Frame|
MR: Agree to explore options to strengthen/expand outreach activities, subject to capacity and resources (human and financial).
M-AP: XDC management is reviewing options to strengthen and expand its outreach activities by building on the success of past outreach across the division’s various programs. XDC will continue to: enhance the planning and execution of relevant outreach activities; ensure that all regional groups in the diplomatic community (and/or groups which present elevated risk profiles) are targeted; and maintain and strengthen relationships with CDN partners (such as law enforcement entities, OGDs, provinces/territories and municipalities) by carrying out educational activities and developing appropriate training programs and materials.
|Underway until March 31, 2018|
- Date Modified: