List of Supplementary Information Tables

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Government of Canada Catalogue Number: FR2-16E-PDF
International Standard Serial Number (ISSN): 2368-5778

Departmental Sustainable Development Strategy

1. Overview of the Federal Government's Approach to Sustainable Development

The Federal Sustainable Development Strategy (FSDS) 2013-16 presents the Government of Canada's sustainable development activities, as required by the Federal Sustainable Development Act. In keeping with the objectives of the Act to make environmental decision making more transparent and accountable to Parliament, DFATD supports the implementation of the FSDS through the activities in this supplementary information table. This DSDS presents the results for Theme I - Addressing Climate Change and Theme IV - Shrinking the Environmental Footprint - Beginning with Government.

2. Themes I-III: Department/Agency-led Targets

FSDS Goal: Goal 1 - Climate change: In order to mitigate the effects of climate change, reduce greenhouse gas emission levels and adapt to unavoidable impacts.

FSDS Performance Indicator: 1.1 Expected impact of actions to meet the reduction target.

FSDS Target: 1.1 Climate Change Mitigation - Relative to 2005 emission levels, reduce Canada's total GHG emissions 17 percent by 2020 (Minister of the Environment).

FSDS Performance Status: In support of Goal 1.1, DFATD provided legal services and advice for the international climate change negotiations and coordinated financial obligations (1.1.51).

3. Themes I-III: Implementation Strategies

Implementation Strategies for International Work on Climate Change - Enabling Capacity

• Link to DFATD's Program Alignment Architecture (PAA): Sub-Program 1.2.2 - Summitry and Multilateral Diplomacy and Advocacy.
• Expected result: Summit and multilateral decision makers are aware of Canada's international policies and priorities.
• Implementation strategies from the FSDS 2013-16: In support of Environment Canada as the department responsible for climate change negotiations for Canada, DFATD provided legal services and advice for the international negotiation meetings in which Canada participated. DFATD also coordinated financial obligations related to climate change by, among other things, managing an important portion of Canada's funding, including Fast Start climate financing.
• Actual results 2014-15: Canada participated in international negotiation meetings, including UNFCCC COP20. DFATD also coordinated and managed financial obligations linked to climate change.
• In November 2014, the Government of Canada made a significant funding pledge of $300 million to the Green Climate Fund, to be managed by DFATD, which supports action, policy and other work to help the world's poorest countries with adaptation to climate change and promoting private sector investment in efforts to address climate change globally.

4. Theme IV: Targets and Implementation Strategies

Goal 7: Waste and Asset Management

Target 7.2: Green Procurement

As of April 1, 2014, the Government of Canada will continue to take action to embed environmental considerations into public procurement, in accordance with the federal Policy on Green Procurement.

Performance Measurement

Expected result: Environmentally responsible acquisition, use and disposal of goods and services.

Performance indicator: Departmental approach to further the implementation of the Policy on Green Procurement in place as of April 1, 2014.
Performance level achieved: Although a draft policy was created, it was not finalized or submitted for approval due to competing priorities and resource limitations. Planned completion date is now March 31st, 2016. However, PWGSC's Policy on Green Procurement remains as the default until DFATD's Policy is approved.

Performance indicator: Number and percentage of procurement and/or materiel management specialists who completed the Canada School of Public Service Green Procurement course (C215) or equivalent, in fiscal year 2014-15.
Performance level achieved: Achieved. 62 out of 65 (95 percent) procurement and/or materiel management specialists completed the course C215.

Performance indicator: Number and percentage of managers and functional heads of procurement and materiel whose performance evaluation includes support and contribution toward green procurement, in fiscal year 2014-15.
Performance level achieved: 100 percent of the performance evaluations for managers and functional heads of procurement and materiel contain support and contribution toward green procurement.

Departmental green procurement target #1

By March 31, 2017, 95 percent of copy-paper purchases contain a minimum of 30 percent recycled content of equivalent certification.

Performance indicator: Percentage of paper purchases meeting the target relative to total amount (in dollar or volume) of all paper purchases in the given year.
Performance level achieved: PWGSC standing offers were used to procure 96 percent of the paper requests for DFATD (49 out of 51). Only paper manufactured in conditions that meets or exceeds requirements based on the UL 2771 (formerly known as EcoLogo™ Standard CCD-077) are available from the Standing Offer.

Departmental green procurement target #2

By March 31, 2017, 60 percent of purchases of chairs, cabinets, shelving, panels and desks will be environmentally preferred models.

Performance indicator: Percentage of purchases of chairs, cabinets, shelving, panels and desks meeting the target relative to total amount (in dollar or volume) of all purchases in the given year.
Performance level achieved: At a minimum, 69 percent of domestic and 95 percent of international purchases met this requirement.

Departmental green procurement target #3

By March 31, 2014, 60 percent of purchases of copy paper, envelopes, notebooks, file folders, binders, writing instruments, toner cartridges and batteries will have environmental features.

Performance indicator: Percentage of office supply purchases meeting the target relative to total dollar value (or volume) of all office supply purchases in the given year.
Performance level achieved: PWGSC standing offers, which include many environmental features, were used to procure 89 percent of the office supplies. It is not possible to support this result for cases where acquisition cards were used for the purchase.

Implementation strategy element or best practice: 7.2.1.5. Leverage common use procurement instruments where available and feasible.
Performance level achieved: (Achieved)

Implementation strategy element or best practice: Best Practice 7.2.3. Train acquisition cardholders on green procurement.
Performance level achieved: (Achieved)

Implementation strategy element or best practice: Best Practice 7.2.4. Increase awareness of the Policy on Green Procurement among managers.
Performance level achieved: (Achieved)

Target 7.3: Sustainable Workplace Operations

As of April 1, 2015, the Government of Canada will update and adopt policies and practices to improve the sustainability of its workplace operations.

Expected result: Departmental workplace operations have a reduced environmental impact.

Performance indicator: An approach to maintain or improve the sustainability of the departmental workplace is in place by March 31, 2015.
Performance level achieved: Completed. A new Policy on Materiel Management was approved and posted in January, 2015. The Policy addresses the need to support government-wide objectives, such as sustainable development strategies and green procurement policies at the federal level.

Implementation strategy element or best practice: 7.3.1.1. Engage employees in greening government operations practices.
Performance level achieved: (Achieved)

Implementation strategy element or best practice: 7.3.1.2. Integrate environmental considerations into corporate policies, processes and practices in accordance with departmental refresh cycles.
Performance level achieved: (Achieved)

Implementation strategy element or best practice: 7.3.1.3. Maintain or improve existing approaches to sustainable workplace practices (i.e., printer ratios, paper usage, and green meetings).
Performance level achieved: (Achieved)

Implementation strategy element or best practice: 7.3.1.4. Minimize the ratio of information technology (IT) assets per employee.
Performance level achieved: (Achieved)

Implementation strategy element or best practice: 7.3.1.5. Select and operate IT and office equipment in a manner that reduces energy consumption and material usage.
Performance level achieved: (Achieved)

Implementation strategy element or best practice: 7.3.1.6. Dispose of e-waste in an environmentally sound and secure manner.
Performance level achieved: (Achieved)

Implementation strategy element or best practice: 7.3.1.7. Reuse or recycle workplace materiel and assets in an environmentally sound and secure manner.
Performance level achieved: (Achieved)

Implementation strategy element or best practice: 7.3.1.8. Minimize all non-hazardous solid waste generated, and leverage service offerings to maximize the diversion of waste.
Performance level achieved: (Achieved)

Implementation strategy element or best practice: 7.3.1.9. Increase the population density in office buildings, and increase space utilization in special purpose buildings.
Performance level achieved: (Achieved withing Canada)

Implementation strategy element or best practice: 7.3.1.10. Maintain or improve sustainable fleet management.
Performance level achieved: (Achieved withing Canada)

5. Additional Departmental/Agency Sustainable Development Activities and Initiatives

Not applicable (N/A)

6. Sustainable Development Management System

In 2014-15, DFATD ensured that its decision-making process includes consideration of the relevant FSDS goals and targets through application of the Cabinet Directive on the Environmental Assessment of Policy, Plan and Program Proposals (Strategic Environmental Assessment (SEA) process) and environmental reviews under the Canadian Environmental Assessment Act, 2012. The results of SEAs are made public when respective initiatives are announced, demonstrating that environmental factors were integrated into the decision-making process. For additional details on DFATD's activities in support of sustainable development, see the department's Sustainable Development website. For complete details on the Strategy, please see the Federal Sustainable Development Strategy.

7. Strategic Environmental Assessment

During the 2014-15 reporting cycle, DFATD considered the environmental effects of initiatives subject to the Cabinet Directive on the Environmental Assessment of Policy, Plan and Program Proposals, as part of its decision-making processes. Through the strategic environmental assessment process, departmental proposals were found to have neutral to positive effects on progress toward the 2013-16 FSDS goals and targets in Theme I - Addressing Climate Change and Air Quality and the FSDS 2013-16 for Theme IV - Shrinking the Environmental Footprint - Beginning with Government. Additional information on the results of the strategic environmental assessments is available on the department's Sustainable Development and Environmental Assessment of Trade Negotiations webpages.

Details of Transfer Payment Programs

Advance Market Commitment for pneumococcal vaccine

Name of Transfer Payment Program: Advance Market Commitment (AMC) for pneumococcal vaccine

Start Date: 2006-2007

End Date: Not applicable (N/A)

Fiscal year for terms and conditions: N/A

Strategic Outcome: International Assistance and Poverty Alleviation - Poverty is reduced, and security and democracy are increased for those living in countries where Canada engages.

Link to department's Program Alignment Architecture (PAA): Program 3.2: International Development / Sub-program 3.2.4: Multisector Assistance, Social Development, and Development Engagement

Description: The goal of the Advance Market Commitment (AMC) for pneumococcal vaccine is to reduce the disease burden and mortality from pneumococcal disease in developing countries through a financial commitment by donors to purchase a vaccine to be developed against strains of pneumococcal disease prevalent in developing countries. The total Canadian commitment to the AMC is US$200 million, as per the Budget and Economic Statement Implementation Act (2007). The payments for this project will be funded from a statutory vote from the Consolidated Revenue Fund, on an annual demand basis, under the authority of Section 144 of the Budget and Economic Statement Implementation Act (2007).

Results Achieved: From 2011 to 2013 (latest data available), the Vaccine Alliance (Gavi) has, with Canadian and international support, deployed the Gavi pneumococcal AMC to successfully immunize 25 million children against pneumonia in 50 developing countries. With the 45th pneumococcal conjugate vaccine (PCV) introduction in Georgia in November 2014, Gavi reached its 2011-2015 strategic goal target for "number of PCV introductions in Gavi countries" more than one year ahead of schedule. Between March 2014 and April 2015, 10 AMC-eligible countries introduced the pneumococcal vaccine, and a total of 100 million doses were procured.

Comments on variances: AMC funds are provided under Bill C-48. The AMC is based on the pay-on-results principle, for which the value of the payment is only known and requested by the World Bank in July of each year. When the request is received, the value of payment is included in the Supplementary Estimates to obtain the authorities and then recorded in the Public Accounts of Canada. This explains the variance of $10,915,566 between planned and actual spending.

The 2008 International Assistance Envelope (IAE)-approved funding, which had an ongoing commitment of $17 million per year, cumulatively, was notionally allocated from the IAE for the AMC. This is a statutory payment coming directly from the Consolidated Revenue Fund and not from DFATD's reference levels.

Audits completed or planned: The AMC is hosted within Gavi and is not a separate legal entity. For audited financial statements, please see Gavi's Financial Reports.

Evaluations completed or planned: The first AMC Impact Evaluation is due in 2015.

Engagement of applicants and recipients: Canada works with a variety of partners to improve the lives of poor and vulnerable people in developing countries and produce timely and effective results. Canada's development partners include the following:

• Governments in developing countries: Within the 25 development countries of focus, Canada works with the governments of these countries as well as local organizations.
• Multilateral organizations: Canada works closely with 18 key multilateral and global partners to tackle critical humanitarian needs and development challenges that are too large for one country to manage. This approach helps to build consensus around common issues.
• Canadian organizations, associations, universities and colleges and private-sector: Through initiatives such as its Partnerships with Canadians and the Global Citizens Program, Canada works to engage Canadian development expertise, interest and initiative.
• Non-governmental organizations around the world: In order to achieve sustainable results, Canada works with hundreds of organizations around the world.
• Aid agencies of other donor countries: Canada also works with aid agencies of other donor countries, combining skills and resources to reduce poverty and meeting the Paris Declaration on Aid Effectiveness principles of donor harmonization and alignment.

For more information, please consult Partners in Development.

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

Fiscal year for terms and conditions: 2015-16 (amended)

Strategic Outcome: International Assistance and Poverty Alleviation - Poverty is reduced, and security and democracy are increased for those living in countries where Canada engages.

Link to department's PAA: Program 3.1: International Security and Democratic Development / Sub-program 3.1.1: International Security and Threat Reduction

Description: The ACCBP provides assistance to enhance the capacity of key beneficiary states, government entities and international organizations to prevent and respond to threats posed by international criminal activity, primarily in the Americas. Recipients are not required to repay funds obtained under this transfer payment program.

Results Achieved:

• In Jamaica, the ACCBP supported the construction of a Polygraph Operator Capacity Building Regional Centre of Excellence, in collaboration with the United States, and provided polygraph equipment and intensive training for 10 law enforcement officials, who are now certified Polygraph Examiners addressing corruption within the Jamaican security forces.
• The ACCBP supported the installation of an automated travel document examination system via the International Organization for Migration at 10 locations in eight countries in Asia between July 2014 and February 2015, resulting in the detection and interception of 520 fraudulent documents-108 used by imposters and 412 documents showing signs of forgery or counterfeiting.
• The ACCBP provided training for 80 participants and technical expertise to Trinidad and Tobago and Jamaica for the investigation of financial crimes, including in the management of confiscated proceeds of crime and forfeitures, and technical assistance to implement an electronic reporting solution in Trinidad and Tobago.
• The ACCBP delivered more than 30 training courses and trained over 550 participants through the Justice Education Society of British Columbia in special methods of investigation, case management, and/or oral trial training, which has increased Guatemala's capacity to investigate and prosecute criminals involved in transnational organized crime in the country and regionally. As a result, conviction rates for serious crimes such as homicide, kidnapping and extortion have improved.

Comments on variances: The surplus of $10.5 million was due overwhelmingly to a lack of project initiation authorizations and was absorbed by another program within the department at end of the fiscal year.

Audits completed or planned: The ACCBP participates in the department's recipient audit process for Grant and Contribution programs, which adopts a risk-based approach to auditing selected recipients.

Evaluations completed or planned: The ACCBP underwent a formative evaluation in 2014-15, with the results to be published in fall 2015.

Engagement of applicants and recipients: The Program delivers programming via Government of Canada departments and agencies, plus selected multilateral institutions, foreign governments, non-governmental organizations and private entities.

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

Fiscal year for terms and conditions: 2014-15

Strategic Outcome: Canada's International Agenda - The international agenda is shaped to advance Canadian security, prosperity, interests and values.

Link to department's PAA: Program 1.2: Diplomacy, Advocacy and International Agreements / Sub-Program 1.2.1: Bilateral and Regional Diplomacy and Advocacy

Description: Managed by Canada's missions abroad, the CFLI is a contribution program that supports projects that are comparatively modest in scope, scale and cost and that are conceived and designed by local authorities or organizations. The CFLI funds a considerable range of projects that are consistent with Canada's foreign policy priorities, with a particular emphasis on advancing democracy and ensuring security and stability. The projects must effectively advance Canada's values and interests, including strengthening Canada's bilateral relations with foreign countries and their civil societies. The CFLI provides high visibility and impact for a relatively modest investment. Recipients are not required to repay funds obtained under this transfer payment program.

Results Achieved:

• Advanced Canadian foreign policy priorities and increased Canadian influence through 597 projects, thereby demonstrating Canada's active engagement at the local level in 112 countries.
• All projects were aligned with Canada's five foreign policy objectives, as approved by the Minister of Foreign Affairs:
  • Promoting human rights and fundamental freedoms, including religious freedom and lesbian, gay, bisexual and transgender rights ($4.45 million for 200 projects);
  • Preventing sexual violence and early forced marriage ($3.34 million for 149 projects);
  • Supporting democratic transition of and expanded democratic participation by women ($3.21 million for 132 projects);
  • Entrenching the rule of law and combatting the destabilizing impact of crime and corruption, including through security capacity building ($907,000 for 38 projects); and
  • Strengthening economic governance, including building free markets and an effective enabling environment for business ($1.25 million for 53 projects).
• The CFLI also delivered urgent, targeted responses to disasters or emerging crises, with a focus on small-scale humanitarian support ($759,000 for 30 projects).
• Through the CFLI, DFATD responded to humanitarian crises in 15 foreign countries in 2014-15 (e.g. flood assistance in Albania, India, Morocco and Serbia; Ebola preparedness in Ghana and Senegal; water supply rehabilitation in Tonga; and assistance to internally displaced civilians as a result of the conflicts in Libya and Ukraine).
• The CFLI improved recognition for Canadian efforts locally through 2,099 media mentions related to the projects funded by Canada. These media included print, television, radio and Internet. Items mentioned Canada's interests and values in English, French and local languages.
• Over half of the CFLI projects for 2014-15 were focused on advancing democracy, strengthening the rule of law and protecting human rights. Projects included using radio broadcasts to promote freedom of religion and religious pluralism in Sri Lanka; strengthening citizens' participation in issue-based politics and advocating for a violence-free election in Kano state, Nigeria, ahead of the 2015 general election by educating 800 potential voters on how to make informed electoral choices; strengthening the capacity of grassroots women leaders to promote human and electoral rights in Bangladesh; and building the capacity of women in internally displaced persons (IDP) camps in Sudan's Darfur region to protect their rights.
• CFLI funding assisted local organizations to pursue legal objectives in hostile environments where there is little political space for them to operate (e.g. promoting a greater dialogue on problems encountered by the LGBT community in Cameroon by advocating for more objective information in the media and more tolerance among religious leaders).
• Through the CFLI, Canada has supported projects that focus on strengthening the capacity of human rights organizations in Paraguay to promote and enforce the rule of law in regions where corruption is an issue, advocating for mandatory deportation of convicted foreign child sex offenders in Cambodia, and facilitating the process of consultation, awareness and mobilization toward the establishment of the national sex offenders registry in Albania.

Comments on variances: The variance between planned spending and actual spending is mainly attributable to the unused portion of funds related to the Crisis Pool Quick Release Mechanism, as well as the release of the International Assistance Envelope 5 percent holdback in October 2014, and a compressed CFLI project cycle (i.e. allocations were released in late July 2014). As a result, some missions had to return funds to DFATD headquarters. Plans to bring expectations and capacity into alignment where applicable include working more closely with missions on the more timely return of unspent funds in order to reallocate them to other missions.

Audits completed or planned: The Office of the Chief Audit Executive is currently planning an internal audit of the CFLI for 2015-2016.

Evaluations completed or planned: The Evaluation Division completed a draft report on the CFLI from 2012-2013 to 2013-2014. The final report is expected to be released in fall 2015.

Engagement of applicants and recipients:

• CFLI initiatives focused on Canada's international priorities were highly visible and served to engage key bilateral influencers, particularly in civil society.
• Key influencers were reached through Ministerial and Head of Mission visits and announcements, as well as media coverage of these events, and monitoring visits to CFLI projects in the host country.
• Local stakeholders are aware of Canadian values and have enhanced capacities to support democracy, security and stability, and improved local participation in crisis response efforts.

Commonwealth Secretariat

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

Start Date: September 28, 1965

End Date: Ongoing

Fiscal year for terms and conditions: 2006-07

Strategic Outcome: Canada's International Agenda - The international agenda is shaped to advance Canadian security, prosperity, interests and values.

Link to department's PAA: Program 1.2: Diplomacy, Advocacy, and International Agreements / Sub-program 1.2.2: Summitry and Multilateral Diplomacy and Advocacy / Sub-program 1.2.3: Assessed Contributions to International Organizations

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 53 Commonwealth member countries. For further information, see www.thecommonwealth.org/. Recipients are not required to repay funds obtained under this transfer payment program.

Results Achieved:

• Diplomatic interventions in the form of good offices and public pressure by the Secretariat were contributing factors in the assumption of office by a democratically elected government in Fiji and permitted Fiji's Commonwealth membership to be reinstated. Good offices were also instrumental in resolving a political crisis in Lesotho.
• The Commonwealth is a trusted partner with a comparative advantage in elections monitoring and training. It undertakes different types of election observation missions, the most common being Commonwealth Observer Groups, which consist of a blend of politicians, electoral officials, and members of the judiciary, civil society and the media.
• In 2014, five elections were observed-in Botswana, Dominica, Mozambique, Solomon Islands and Namibia. There is significant demand from Commonwealth member states for election observation, which is then followed up by support to implement election observation recommendations to improve electoral processes in the future. The Commonwealth Electoral Network also works in a number of member country working groups to discuss best practices in areas such as vote counting and tabulation, civic education, and campaign financing.
• The Secretariat supported the participation of Commonwealth Small States in the UN's Universal Periodic Review process and contributed to raising awareness among member states about Child, Early and Forced Marriage, and Sexual Violence in Conflict through a panel discussion. Progress was also achieved toward the establishment of National Human Rights Institutions (NHRIs) in Jamaica and Barbados, the operationalization of NHRIs in Swaziland, Seychelles and Mozambique, and the strengthening of the Sri Lankan NHRI with respect to its compliance with the Paris Principles.

Comments on variances: Variances between planned and actual amounts reflect changing exchange rates, as Commonwealth invoices are issued in pounds sterling.

Audits completed or planned: No audits have been conducted or are planned by DFATD. The Commonwealth Secretariat's Board of Governors, comprising member states, including Canada, receives an annual auditor's report and acts on any opinions therein.

Evaluations completed or planned: An evaluation is expected in 2016.

Engagement of applicants and recipients: Engagement is ongoing. For more details, visit thecommonwealth.org.

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

Fiscal year for terms and conditions: 2015-16 (amended)

Strategic Outcome: International Assistance and Poverty Alleviation - Poverty is reduced, and security and democracy are increased for those living in countries where Canada engages.

Link to department's PAA: Program 3.1: International Security and Democratic Development / Sub-program 3.1.1: International Security and Threat Reduction

Description: Provision of training, equipment, infrastructure and technical assistance to enhance the capacity of key beneficiary states, government entities and international organizations to prevent and respond to threats posed by terrorist activity, in a manner consistent with international counter terrorism and human rights obligations, norms and standards. Recipients are not required to repay funds obtained under this transfer payment program.

Results Achieved:

• Armed forces in Niger, trained as part of a sustained multi-year engagement under the CTCBP, were successfully deployed as part of a multinational force to combat Boko Haram.
• The CTCBP delivered $5 million in non-lethal assistance to Iraqi security forces, including protective equipment for personnel such as vests, helmets and eyewear, and six remotely operated vehicles together with training to detect and destroy improvised explosive devices, resulting in enhanced personal and public safety.
• The CTCBP delivered training and equipment to enable authorities in ASEAN member states to employ advanced investigative methods and search against INTERPOL databases for forensic data and special notices.
• The CTCBP provided RCMP training in interview techniques to 25 participants from the Nigerian Police Force to support evidence collection following the kidnappings in Chibok in 2014.

Comments on variances: The CTCBP did not use $2,441,621 in grant funding due to a lack of project initiation authorizations for the Sahel Program. The lapse of $972,102 in contribution funding resulted primarily from a project postponed due to the security situation in Yemen and four projects with cost savings where funds were returned.

Audits completed or planned: The CTCBP participates in the department's recipient audit process for Grant and Contribution programs, which adopts a risk-based approach to auditing selected recipients.

Evaluations completed or planned: The CTCBP underwent a formative evaluation in 2014-15, with the results to be published in fall 2015.

Engagement of applicants and recipients: The Program delivers programming via Government of Canada departments and agencies, selected multilateral institutions, foreign governments, non-governmental organizations and private entities.

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

Fiscal year for terms and conditions: 2011-12

Strategic Outcome: Canada's International Agenda - The international agenda is shaped to advance Canadian security, prosperity, interests and values.

Link to department's PAA: Program1.2: Diplomacy, Advocacy, and International Agreements / Sub-program 1.2.3: Assessed Contributions to International Organizations

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. For further information, see the website of the FAO. Recipients are not required to repay funds obtained under this transfer payment program.

Results Achieved:

• The FAO promoted the common welfare by furthering action for the purpose of raising levels of nutrition and standards of living of the peoples within member nations.
• It secured improvements in the efficiency of the production and distribution of all food and agricultural products, including marine products, forest and primary forestry products and in fisheries.
• It improved the condition of rural populations and contributed to the growth of the world economy while safeguarding natural resources.

These results were supported by focusing on three main goals:

• eradication of hunger, food insecurity and malnutrition, progressively ensuring a world in which people at all times have sufficient safe and nutritious food that meets the dietary needs and food preferences for an active and healthy life;
• elimination of poverty and the driving forward of economic and social progress for all, with increased food production, enhanced rural development and sustainable livelihoods; and
• sustainable management and utilization of natural resources, including land, water, air, climate and genetic resources for the benefit of present and future generations.

Building on previous reforms and the review of the Strategic Framework and Medium-Term Plan 2014-17, the FAO introduced transformative measures to enhance and better align the structure and function of the organization to deliver effectively against the reoriented strategic direction. These changes are underpinned by targeted institutional strengthening, along with the pursuit of value-for-money measures. For more information about the FAO's revised core functions in the context of its reviewed Strategic Framework and Medium-Term Plan 2014-17, please refer to FAO's strategic planning. The FAO's program and budget, which set out the strategic objectives and expected outcomes for the organization's work, are approved every two years at the FAO Conference. For more details, visit the organization's website.

Comments on variances: Assessed budgets of international organizations are negotiated outcomes, and member states, including Canada, are legally bound by the final outcome of these negotiations. Currency fluctuations are also a factor.

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

Fiscal year for terms and conditions: 2008-09

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

Link to department's PAA: Program 2.1: International Commerce / Sub-program 2.1.1: International Business Development through Promotion of Exports and Trade in Canada and Abroad / Sub-program 2.1.2: Foreign Direct Investment in Canada / Sub-program 2.1.3: International Innovation, Science and Technology

Description: The GCSP is a contribution program that harmonizes four programs under one umbrella mechanism:

• Invest Canada-Community Initiatives (ICCI);
• Going Global Innovation (GGI);
• Global Opportunities for Associations (GOA); and
• Foreign Trade Zones - Marketing Program (FTZ-MP).

The objective of the program is to build a stronger and more competitive Canadian capacity to compete in the global economy. Recipients are not required to repay funds obtained under this transfer payment program.

Results Achieved: Overall, the global finding is that the results achieved from GCSP-funded activities are contributing to a stronger and more competitive Canadian capacity to compete in the global economy, as evidenced by questionnaire responses that 97 percent of communities reported having improved ability to better service prospective investors and 100 percent of associations reported having improved ability to conduct international business. Furthermore, as evidenced by questionnaire responses, more Canadian companies are involved in international business, ongoing research and development collaboration with foreign partners, ongoing generation of foreign direct investment and creation or retention of jobs.

Comments on variances: No applications were approved by FTZ during the fiscal year resulting in a lapse of $918,492. In addition, projects funded by the other GCSP pillars are approved based on estimates; however, actual expenditures were lower in some cases.

Further, actual spending for 2014-15 also includes outstanding PAYE payments, as such total spending for 2014-15 may be lower than reported in the above table.

Audits completed or planned: N/A

Evaluations completed or planned: An evaluation was completed in February 2015. It concluded that all sub-programs of the GCSP produce results that contribute to Canadian economic growth and prosperity, which can be calculated in the millions of dollars, far in excess of program costs. To note, due to timing, the new FTZ-MP pillar was not part of the evaluation scope.

Engagement of applicants and recipients: The GCSP administers an annual recipient questionnaire allowing recipients to provide direct feedback to program management.

Global Partnership Program

Name of Transfer Payment Program: Global Partnership Program (GPP) 2013-2018 (program funding approved by vote in Parliament)

Start Date: April 1, 2013

End Date: March 31, 2018

Fiscal year for terms and conditions: 2013-14 (renewed)

Strategic Outcome: International Assistance and Poverty Alleviation - Poverty is reduced, and security and democracy are increased for those living in countries where Canada engages.

Link to department's PAA: Program 3.1: International Security and Democratic Development / Sub-program 3.1.1: International Security and Threat Reduction

Description: The GPP is responsible for the implementation of Canada's participation in the 30-partner (and growing) Global Partnership Against the Spread of Weapons and Materials of Mass Destruction launched by the G-8 in 2002. The program's objective is to support the destruction, disposal, and security of weapons of mass destruction (WMD) and related materials and provide expertise in order to prevent their acquisition by terrorists and by countries of proliferation concern.

After 10 years and almost $1 billion in programming delivered, primarily to address legacy WMD threats in the former Soviet Union from the Cold War era, the GPP was renewed in 2012 for an additional $367 million over five years (2013-2018) to address emerging WMD proliferation threats globally. This renewal corresponded with the decision taken by G-8 leaders at the Muskoka Summit in 2010 to expand the Global Partnership's geographic focus. The program implements WMD cooperative threat reduction programming to strengthen nuclear and radiological security, enhance biological and chemical security and to support the implementation of UN Security Council Resolution 1540. Recipients are not required to repay funds obtained under this transfer payment program.

Results Achieved: The GPP implemented programming to reduce the threat of terrorism and proliferation through efforts to destroy, dispose of and/or secure chemical, biological, radioactive and nuclear materials globally.

Nuclear and Radiological Security

• The GPP supported the International Atomic Energy Agency (IAEA) through a contribution of $3 million for expanded safeguards-related activities agreed under the Joint Plan of Action between the P5+1 countries and Iran.
• The GPP committed an additional $12 million to the Chernobyl Shelter Fund of the European Bank for Reconstruction and Development for completion of the New Safe Confinement to avert further environmental and economic damage to Ukraine from the contaminated accident site.

Biological Security

• The GPP provided two fully equipped biological containment laboratories, equipment and associated training to support emergency operations centres, and more than 45,000 items of personal protective equipment to Jordan to respond to threats emanating from Syria.
• The GPP delivered $6.5 million in programming as part of Canada's comprehensive response to the Ebola crisis in West Africa. GPP activities included delivering more than 18 million items of personal protective equipment to the World Health Organization (WHO) in Guinea, Liberia and Sierra Leone; funding the deployment of Canadian mobile laboratories in Sierra Leone; and the provision of sophisticated evaluations and analyses to WHO on the potential for international transmission of Ebola out of Guinea, Liberia and Sierra Leone.
• The GPP played a leading role in promoting security sector engagement in the new Global Health Security Agenda, designed to increase capacity to prevent, detect and respond to the full spectrum of biological threats.

Implementation of UN Security Council Resolution 1540

• The GPP supported United Nations Office on Drugs and Crime Global Container Control Programme to enhance detection and interdiction capacities in Southeast Asia to prevent illicit trafficking of proliferation-related strategic goods (e.g. chemical, biological, radiological, nuclear [CBRN] and WMDs).
• The GPP provided CBRN explosive (CBRNe) detection and protection equipment in support of CBRNe training delivered to beneficiary countries including Colombia, Jordan, Mexico (June 2014), Indonesia (September 2014) and Malaysia (November 2014).

Chemical Weapons Destruction

• In August 2014, the Organization for the Prohibition of Chemical Weapons (OPCW) and the U.S. Department of Defence completed the destruction of 100 percent of Syria's declared Category 1 chemical weapons stockpile (1,046 metric tonnes), with remaining GPP funds now supporting destruction of former chemical weapons production facilities in Syria.

Comments on variances: The Program's budget was reduced by 5 percent for a contingency fund on the IAE holdback of $3.2 million. The Program did not use an additional $25.3 million due to lack of project initiation authorizations.

Audits completed or planned: The GPP participates in the department's recipient audit process for Grant and Contribution programs, which adopts a risk-based approach to auditing selected recipients.

Evaluations completed or planned: The GPP underwent a formative evaluation in 2014-15, with the results due to be published in fall 2015.

Engagement of applicants and recipients: The GPP engages continuously with the 30-member Global Partnership Against the Spread of Weapons and Materials of Mass Destruction to identify global needs and conducts matchmaking to link potential donors with recipients. The GPP also engages with relevant multilateral institutions (e.g. IAEA, WHO, OPCW), to identify and engage potential partners. In addition, the GPP uses the Government of Canada's global network of missions to identify potential project initiatives and also undertakes targeted outreach and assessment missions to countries identified through its annual priority review exercise.

Global Peace and Security Fund and its component programs

Name of Transfer Payment Program: Global Peace and Security Fund (GPSF) and its component programs (program funding approved by vote in Parliament)

Start Date: Operationalized on September 18, 2006

End Date: March 31, 2016

Fiscal year for terms and conditions: 2014-15

Strategic Outcomes: Canada's International Agenda - The international agenda is shaped to advance Canadian security, prosperity, interests and values.

International Assistance and Poverty Alleviation - Poverty is reduced, and security and democracy are increased for those living in countries where Canada engages.

Link to department's PAA: Program 3.1: International Security and Democratic Development / Sub-program 3.1.1: International Security and Threat Reduction

Description: To advance the peace and security priorities of the Government of Canada, the START leads Canadian government engagement in complex political-security crises in fragile and conflict-affected states. START coordinates whole-of-government responses to crises, including natural disasters. Managed by START, the Global Peace and Security Fund (GPSF) is the funding envelope for international assistance programming in these areas. The GPSF also funds START policy analysis and planning, coordination activities and program management, and deployments for international election observation, police and civilian missions delivered by DFATD and other government departments and agencies, such as the Department of National Defense (DND) and the Royal Canadian Mounted Police (RCMP).

GPSF programming provides timely, coherent, effective and accountable international assistance in response to critical peace and security challenges that implicate Canadian interests and reflect Canadian foreign policy priorities in states, such as Afghanistan, Ukraine and Iraq. GPSF programming includes both transfer and non-transfer payments. Non-transfer payment programming enables DFATD 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. START/GPSF is sourced from the Peace and Security Pool of the International Assistance Envelope. Recipients are not required to repay funds obtained under this transfer payment program.

Results Achieved:

Strengthened institutions and civil society in affected states:

• In response to international crises, START, with the support of DND, helped improve the capacity of military forces in Iraq, Ukraine and Afghanistan, providing $5 million in non-lethal equipment to Iraqi Security Forces, $7 million in non-lethal equipment to Ukrainian security forces and $27.5 million to the NATO Afghan National Army Trust Fund.
• The deployment of Canadian civilian expertise to fragile states (including Haiti, the West Bank, Iraq, Cambodia, and the Philippines), as well as to relevant international institutions, bolstered Canada's ability to contribute to policy and programming initiatives in support of fragile and conflict-affected states and regions.
• Through the Canadian Police Arrangement, approximately 90 Canadian police officers advanced Canadian international foreign, security and development objectives through deployments to international peace operations in Haiti and the West Bank, as well as other key United Nations positions.
• Through START's civilian deployments platform, deployments of Canadian expertise to multilateral organizations (NATO, the Inter-American Development Bank and the UN) and international bodies (Justice Rapid Response, EU Rule of Law Mission to Kosovo, Extraordinary Chambers in the Courts of Cambodia), Canada works with international partners to enhance local capacities in fragile states to promote sustainable rule of law and effective public institutions.
• START funded election observation activities in Egypt, Colombia, Tunisia, Ukraine, Moldova, Afghanistan and Fiji. Independent and public reporting by observers increased transparency and accountability of the processes while also deterring potential electoral violence and electoral fraud.
• START led in the development of a new framework for a whole-of-government approach to addressing illicit financial flows and corruption as security issues, complementing law enforcement and humanitarian efforts.

Strengthened international responses to specific crisis situations:

• START successfully negotiated the renewal of MINUSTAH, the UN Stabilization Mission to Haiti, for an additional year. Canada continues to provide up to 90 police officers through MINUSTAH for the training of the National Haitian Police.
• START also led a departmental consultation process to demonstrate the strategic value of Canada's continued participation in the UN Mission in South Sudan and to expand the deployment of members of the Canadian Forces to the Multinational Force and Observers (MFO) in the Sinai Peninsula, including the modification of Canada's participation agreement with the MFO.
• The Armed Forces of Niger, which have benefited from START-funded capacity building training delivered by DND, have actively deployed into the Regional Multinational Joint Task Force to Combat Boko Haram, which was constituted under the African Union.
• Short-term deployments of a roster of policy officers to Accra, to act as liaison officers with the UN Mission for Ebola Emergency Response, supported the international response to the Ebola crisis and positioned Canada to respond effectively and quickly.
• The deployment of three Canadian investigators with expertise in criminal justice and sexual and gender-based violence bolstered the ability of the Extraordinary Chambers in the Courts of Cambodia to fulfil its mandate to bring violators of international human rights to justice.

Strengthened international frameworks for addressing crisis situations:

• START provided strong policy leadership and advocacy on the need for adherence to International Humanitarian Law, the gross violations of which increase instability in conflict-affected states including Syria, Iraq, South Sudan and Ukraine.
• START made important contributions to global discourse and action on the issue of women, peace and security. This included the delivery of the Canadian position paper to the UN Security Council-mandated Global Study on Women, Peace and Security, keeping sexual violence by the Islamic State of Iraq and Syria (ISIS) at the top of the global agenda and making a major contribution to the Global Summit to End Sexual Violence in Conflict held in London, UK, in June 2014.
• START helped enhance disaster preparedness and response capacities internationally by leading the coordination of Canada's negotiation of the post-2015 Hyogo Framework for Action for disaster risk reduction (DRR) at the Third UN World Conference on Disaster Risk Reduction in Sendai, Japan, and by providing leadership at DRR workshops within the Asia-Pacific Economic Cooperation (APEC) and the Association of Southeast Asian Nations (ASEAN).

Comments on variances: The GPSF was scheduled to sunset on March 31, 2014. As such, there was no planned spending until new programming authorities and funding were secured. The GPSF acquired authorities and funding for $100 million in Grants and Contribution in the 2014-15 Supplementary Estimates "C" after the Report on Plans and Priorities (RPP) had already been published. Therefore, this variance is only representative when compared to the 2015-16 RPP planned spending. The actual planned spending exercise was completed and was appropriately costed using the Treasury Board-approved DFATD costing model.

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

Evaluations completed or planned: A summative evaluation of GPSF is planned for 2015-16.

Engagement of applicants and recipients: General information about the program and its objectives is posted on the START website. 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

Fiscal year for terms and conditions: 2007; amended 2012; amended 2015

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

Link to department's PAA: Program 2.1: International Commerce / Sub-program 2.1.1: International Business Development through Promotion of Exports and Trade in Canada and Abroad

Description: These grants and contributions expand international education programs to more effectively and efficiently advance departmental priorities, which include contributing to Canada's competitiveness in the education sector and to promoting democracy, the rule of law and human rights. Recipients are not required to repay funds obtained under this transfer payment program.

Results Achieved:

• Raised awareness of Canada among future leaders, decision makers and the general public in foreign countries, as measured by:
  • number of applications received - 1,282 applications under five scholarship programs;
  • number of scholarship recipients who have studied in Canada and have experienced Canada's models of democratic governance - 24 students at the master's degree and PhD level participated in the 2015 Democracy Study Tour under the Emerging Leaders in the Americas Program (ELAP); and
  • number of senior institutional leaders from Latin America and the Caribbean who have visited Canadian universities and colleges and met Canadian academic officials with whom they can create linkages - 45 senior institutional leaders visited Canadian institutions in two collaboration missions under the ELAP.
• Greater awareness of Canada as a study and research destination, as measured by:
  • number of study permits issued by Citizenship and Immigration Canada to international students for studies and research in Canada increased from 112,060 in 2013 to 120,613 in 2014.
• Canada's knowledge advantage is recognized worldwide and serves to strengthen Canadian interests and economic prosperity, as measured by:
  • number of collaborative linkages established between foreign and Canadian institutions - 45 senior officials participated in two collaboration missions under the ELAP to establish collaborative linkages;
  • number of scholarship recipients who have experienced Canada's academic excellence - 751 recipients under five scholarship programs; and
  • number of international students who, through their studies and research in Canada, contribute to brain circulation to Canadian industry and academic institutions while in Canada - 120,613 study permits were issued in 2014 by Citizenship and Immigration Canada to international students for studies and research in Canada.

Comments on variances: The variance between planned and actual spending in 2014-15 was related to the identification of additional funding from elsewhere in the department, which was provided to support approved but unfunded Academic Relations activities. Most of the funding was provided as grants, but the majority of activities were more applicable to the characteristics of contributions, which explains the conversion of some grants to contributions.

Audits completed or planned: A program audit was completed in 2009-10 and an audit is planned for 2018-19.

Evaluations completed or planned: The decision was made to continue the program following the results of the last completed evaluation in fiscal year 2009-10. The planned completion of the next evaluation is fiscal year 2018-19.

Engagement of applicants and recipients: Promotion of programs by 53 missions, collaborations on a weekly basis with non-governmental organizations, participation in seven education conferences and forums, and two collaboration missions of international academic institutional leaders from the Americas to Canada were held in 2014-15.

International Scholarships News releases - RSS Feeds: 54

International Scholarships website statistics:

• Visits: 763,087
• Visitors: 629,501
• Pages viewed: 2,428,003
• International visitors: 83.01 percent

International Scholarships Social Media promotion:

• Twitter promotion (from October 2014)
  • 225,355 people were exposed to 20 tweets
• Facebook promotion (from February 2015) 2 posts received:
  • 154 likes
  • 3 shares
  • 4 comments

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

Fiscal year for terms and conditions: 2011-12

Strategic Outcome: Canada's International Agenda - The international agenda is shaped to advance Canadian security, prosperity, interests and values.

Link to department's PAA: Program 1.2: Diplomacy, Advocacy, and International Agreements / Sub-program 1.2.2: Summitry and Multilateral Diplomacy and Advocacy / Sub-program 1.2.3: Assessed Contributions to International Organizations

Description: Canada's annual assessed contribution to 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 is the world's centre of cooperation in the nuclear field and it 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, 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. Recipients are not required to repay funds obtained under this transfer payment program.

Results Achieved:

• The IAEA effectively and efficiently implemented its major programs, as reflected in the Agency's biennial program and budget.
• Canada effectively participated in the Agency's activities, as shown by Canada's continued leadership at the IAEA Board of Governors and the ongoing participation of Canadian experts in the fields of nuclear safety, nuclear security, nuclear safeguards, and technical cooperation.
• The Canadian nuclear industry received direct and indirect technical and commercial dividends as a result of the nature of the IAEA's work in promoting the safe, secure and peaceful use of nuclear science and technology.
• The IAEA's actions and decisions were consistent with Canadian foreign policy priorities.

Comments on variances: Assessed budgets of international organizations are negotiated outcomes, and Canada is legally bound by the final outcome of these negotiations. There are also regular currency fluctuations, for which Canada assumes any loss.

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. DFATD officials are able to review these reports and advocate Canadian issues, as required.

Evaluations completed or planned: The IAEA's Office of Internal Oversight Services evaluation reports are made available to the Board of Governors each May.

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

Fiscal year for terms and conditions: 2007-2008

Strategic Outcome: Canada's International Agenda - The international agenda is shaped to advance Canadian security, prosperity, interests and values.

Link to department's PAA: Program 1.2: Diplomacy, Advocacy, and International Agreements / Sub-program 1.2.3: Assessed Contributions to International Organizations

Description: The ICC, governed by the Rome Statute, is the first permanent, treaty based, international criminal court established to help end impunity for the perpetrators of the most serious crimes of concern to the international community. This is an assessed-contribution transfer payment. Recipients are not required to repay funds obtained under this transfer payment program. Canada's annual assessed contribution to the ICC is a legally binding obligation of membership.

Results Achieved:

Canada contributed to the ICC's ability to:

• Enable the ICC to carry out investigations and prosecutions. To date, 22 cases in nine situations have been brought before the Court. Information on these is available on the Court's website. Recent milestones include:
  • The surrender of Dominic Ongwen (Uganda) in January 2015. An arrest warrant for Mr. Ongwen had been outstanding since 2005.
  • The start of the trial set for September 2015, of Bosco Ntaganda (Democratic Republic of Congo) on charges consisting of 13 counts of war crimes (murder and attempted murder; attacking civilians; rape; sexual slavery of civilians; pillaging; displacement of civilians; attacking protected objects; destroying the enemy's property; rape, sexual slavery, enlistment and conscription of child soldiers under the age of fifteen years and using them to participate actively in hostilities); and five counts of crimes against humanity (murder and attempted murder; rape; sexual slavery; persecution; forcible transfer of population).
• Engage in outreach to promote accountability for serious international crimes and advance the interests of justice. The ICC has created an outreach strategy and written a report for the General Assembly, which can be found on the Court's website. The Court also reports on its outreach activities on an annual basis to the Assembly of States Parties (ASP). Reports to the 2014 ASP are available on the Court's website.
• Carry on all other activities required and expected of a judicial body functioning in accordance with international standards.
• Carry on all activities in accordance with ICC's internal and external oversight mechanisms. Internal controls are being maintained by the Court's Registrar, including through the Office of Internal Audit. The ASP also appointed an external auditor. In addition, the Committee on Budget and Finance was created by the ASP for the budgetary and financial review and monitoring of the resources of the Court. The Court's reports to the ASP contain detailed performance measures and performance indicators for its various activities. All proposed ICC budgets, Committee on Budget and Finance reports, financial statements, external audit reports, and resolutions are available on the ICC website.

Comments on variances: The ICC's annual program budget is approved by the ASP in November of the preceding year. For financial planning purposes, Canada is required to estimate the ICC program budget well in advance of its adoption. Unanticipated events, such as the arrest of an individual on a long-outstanding warrant, can result in significant increases to the Court's budget. As a result, there is always some variance between the anticipated contribution and the assessed contribution.

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 of the ICC and on the Committee on Budget and Finance. The Embassy of Canada to the Netherlands is in regular direct contact with Court officials and, together with the Permanent Mission of Canada to the United Nations in New York, participates in working groups dealing with governance and finance issues affecting the Court. Canada, together with the five other largest contributors to the ICC's budget, is pressing for further budget efficiencies.

International Development Assistance

Name of Transfer Payment Program: International Development Assistance

Start Date: 2001-02

End Date: Ongoing

Fiscal year for terms and conditions: 2012-13

Strategic Outcome: Canada's International Agenda - The international agenda is shaped to advance Canadian security, prosperity, interests and values.

International Assistance and Poverty Alleviation - Poverty is reduced, and security and democracy are increased for those living in countries where Canada engages.

Link to department's PAA: Program 1.1: Integrated Foreign Affairs, Trade, and Development Policy / Program 3.1: International Security and Democratic Development / Program 3.2: International Development / Program 3.3: International Humanitarian Assistance

Description: The Official development assistance (ODA) activities contribute to poverty reduction, take into account the perspectives of the poor, and are consistent with international human rights standards, as per the Official Development Assistance Accountability Act (the Act). The ODA may also be provided for the purposes of alleviating the effects of a natural or man-made disaster or other emergency occurring outside Canada. DFATD is the lead department responsible for Canada's ODA. The majority of the department's international assistance activities meet the requirements of the Act. However, DFATD's transfer payment program does not preclude activities falling outside the scope of the Act. Recipients are not required to repay funds obtained under this transfer payment program.

Results Achieved: In 2014-15, DFATD continued to support Canada's engagement in developing countries, with an emphasis on 25 countries of focus and 12 development partner countries. Canadian development projects focused on achieving results within four thematic sub-programs: Sustainable Economic Growth; Children and Youth, including Maternal, Newborn, and Child Health (MNCH); Food Security; and Multisector Assistance, Social Development and Development Engagement. Please consult Strategic Outcome 3 in Section 2 of the Departmental Performance Report for details on international development programs and performance results.

Comments on variances:

1.1 Integrated Foreign Affairs, Trade, and Development Policy: Actual spending was lower than planned spending. This variance is mainly attributable to supplementary funding received for inflation on overseas operations and transfers from other departments for Canada's Annual Host-Country Grant to the Secretariat of the United Nations Convention on Biological Diversity, which was offset by a realignment of resources between program activities due to shifting priorities post-amalgamation.

3.1 International Security and Democratic Development: Actual spending was higher than planned spending. The variance is mainly attributable to funding received through the Supplementary Estimates for the Stabilization and Reconstruction Task Force and the Global Peace and Security Fund, which was offset by a realignment of resources between program activities due to shifting priorities in order to respond to humanitarian crises caused by the spread of the Ebola virus in West Africa and the provision of critical humanitarian assistance to address the needs of people affected by ongoing conflicts such as in South Sudan, Syria and Iraq.

3.2 International Development: Actual spending was lower than planned spending. The variance reflects a realignment of resources between program activities due to shifting priorities in order to respond to humanitarian crises caused by the spread of the Ebola virus in West Africa and the provision of critical humanitarian assistance to address the needs of people affected by ongoing conflicts such as in South Sudan, Syria and Iraq.

3.3 International Humanitarian Assistance: Actual spending was higher than planned spending. The variance is mainly attributable to supplementary funding received from the International Assistance Envelope Crisis Pool for Ebola and Iraq. In addition, resources were realigned from programs 3.1 and 3.2, in order to respond to humanitarian crises caused by the spread of the Ebola virus in West Africa and the provision of critical humanitarian assistance to address the needs of people affected by ongoing conflicts such as in South Sudan, Syria and Iraq.

Audits completed or planned: An audit of Country Program Burkina Faso was completed in May 2014.

Evaluations completed or planned:

• Bolivia Country Program Evaluation: Completed
• Pakistan Country Program Evaluation: Completed
• Development Effectiveness Review of UNICEF: Completed
• Development Effectiveness Review of Inter-American Development Bank (IDB): Completed
• Development Effectiveness Review of IFAD: Completed
• Haiti Country Program Evaluation: Completed
• Afghanistan Country Program Evaluation: Completed
• Tanzania and Mozambique Cluster Country Program Evaluation: Ongoing - Expected completion date: 06/2015
• Bangladesh Country Program Evaluation: Ongoing - Expected completion date: 09/2015
• South Sudan Country Program Evaluation: Ongoing - Expected completion date: 04/2016
• Canada Investment Fund for Africa Evaluation: Ongoing - Expected completion date: 12/2015
• Development Partner Countries Evaluation/formerly Countries of Modest Presence (Asia, Middle-East, Latin America and the Caribbean): Ongoing - Expected completion date: 09/2015
• United Nations Population Fund (UNFPA) Review: Ongoing - Expected completion date: 09/2015
• Muskoka Formative Evaluation: Ongoing - Expected completion date: 09/2015
• Partners for Development Program Evaluation: Ongoing - Expected completion date: 01/2016

Engagement of applicants and recipients: Please see Strategic Outcome 3 in Section 2 of the Departmental Performance Report for more details.

International Financial Institutions

Name of Transfer Payment Program: International Financial Institutions (IFIs) as per the International Development (Financial Institutions) Assistance Act.

Start Date: N/A

End Date: Ongoing

Fiscal year for terms and conditions: N/A

Strategic Outcome: International Assistance and Poverty Alleviation - Poverty is reduced, and security and democracy are increased for those living in countries where Canada engages.

Link to department's PAA: Program 3.2: International Development

Description: DFATD's funding to international financial institutions (IFIs) (funding to concessional windows and purchase of shares in these institutions) enables IFIs to finance programs for assistance to developing countries.

Results Achieved: The effectiveness of Canadian development cooperation was increased through engagement with, and investment in, multilateral and global organizations, to address humanitarian and development challenges. This is measured by progress in global food security, health, education, and employment rates in developing countries. Through its contributions to IFIs, Canada, along with other donors, supported the following achievements in 2014-15:

• Through the support of Canada and other international donors, the African Development Bank (AfDB) built or rehabilitated over 6,000 km of roadway and provided over 32 million people with improved access to transport. The AfDB also provided 17,900 microcredits and created 1.2 million jobs, of which 340,000 were for women, provided vocational training to 5,430 young people and constructed over 1,480 classrooms and educational support facilities.
• Through the support of Canada and other international donors, the Asian Development Bank (ADB) installed 4.9 gigawatts of power generation capacity; laid 2,900 km of transmission and distribution lines; built or upgraded 7,200 km of roads, including 6,400 km in rural areas; laid 10,000 km of new and upgraded water pipelines; and connected 735,000 households to clean water supply networks.
• With DFATD support, the International Monetary Fund delivered technical assistance to strengthen the capacity of the National Bank of Ukraine (NBU). During 2014-15, technical assistance focused on institutional reform and crisis management. DFATD's support helped stabilize financial markets; continue monetary and exchange rate framework reforms; fundamentally restructure the banking system; introduce a modern functions-based structure at the NBU; and draft legislative amendments to enhance the independence and governance of the NBU. These amendments were adopted by Parliament on June 18, 2015.

Comments on variances: The variance between planned spending and actual spending is due to fluctuations in exchange rates, as authorities for shares at the IFIs are in US dollars.

Audits completed or planned: The IFIs share their audited financial statements through annual reports.

Evaluations completed or planned: An evaluation was conducted on the IDB in 2013 and the results were published in the Development Effectiveness Review of the Inter-American Development Bank 2008-2013 Final Report in June 2014. A gender equality institutional assessment of the Global Environment Facility is planned for fiscal year 2014-15.

Engagement of applicants and recipients: Canada plays an active role as a member of the boards of governors of the IFIs. Through its executive directors, Canada joins with other member countries to provide policy guidance and to approve programs, policies and projects.

International Labour Organization

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

Start Date: 1919

End Date: Ongoing

Fiscal year for terms and conditions: 2011-12

Strategic Outcome: Canada's International Agenda - The international agenda is shaped to advance Canadian security, prosperity, interests and values.

Link to department's PAA: Program1.2: Diplomacy, Advocacy, and International Agreements / Sub-program 1.2.3: Assessed Contributions to International Organizations

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 provide it with a voice in the international community. Recipients are not required to repay funds obtained under this transfer payment program.

Results Achieved:

• Development and effective supervision of international labour standards and realization of fundamental principles and rights at work;
• targeted action against child labour, giving priority to the urgent elimination of its worst forms;
• contributions to poverty reduction through promotion of coherent economic and social policies that support employment creation;
• assistance to constituents in the development of skills and employability policies and programs for decent work;
• better instruments and tools for policy analysis and formulation that support good governance and the extension of social protections to vulnerable workers; and
• strengthened social dialogue on labour and social-policy issues at the national and international levels.

The ILO Programme and Budget, which sets out the strategic objectives and expected outcomes of the ILO's work, is approved every two years by the International Labour Conference. For further information, please consult the ILO Programme and Budget.

Comments on variances: Assessed budgets of international organizations are negotiated outcomes and member states, including Canada, are legally bound by the final outcome of these negotiations. Currency fluctuations are also a factor.

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

Fiscal year for terms and conditions: 2011-12

Strategic Outcome: Canada's International Agenda - The international agenda is shaped to advance Canadian security, prosperity, interests and values.

Link to department's PAA: Program 1.2: Diplomacy, Advocacy and International Agreements / Sub-program 1.2.3: Contributions to International Organizations

Description: Canada's statutory contribution to the OIF is a legally binding obligation of membership. The purpose of membership is to further the Government of Canada's foreign policy goals related to La Francophonie and to provide it with a voice in the international community. Recipients are not required to repay funds obtained under this transfer payment program.

Results Achieved:

• Continuation of cooperation programs and activities undertaken by the organization as measured by performance indicators for monitoring and reporting, as established under the approved terms and conditions;
• continued promotion of Canadian interests, as measured by performance indicators for monitoring and reporting, as established under the approved terms and conditions; and
• consistency with the political and economic objectives that Canada has set for itself for La Francophonie, as measured by performance indicators for monitoring and reporting, as established under the approved terms and conditions.

DFATD does not govern OIF's performance management strategy. However, the department receives annual financial and activity reports. Those reports are also presented at several meetings of the OIF during the year, including administrative and financial meetings, at the officers' level and at the level of the Prime Minister's Personal Representative for La Francophonie. Canada is represented by the Minister for La Francophonie at the Conférence ministérielle de la Francophonie and by the Prime Minister at summits.

Comments on variances: The planned spending for 2014-15 represents the amount anticipated to be paid to the OIF in 2014 (the OIF's fiscal year is the calendar year). The actual spending amount represents the payments made in 2014-15, which consist of the second half of the statutory payment to the OIF for 2014 and the first half of the statutory payment to the OIF for 2015. Another factor explaining the difference between planned and actual spending is the difference in the exchange rate between the moment when the planned amount in euros was calculated in Canadian dollars and when the payments were actually made.

Audits completed or planned: No audits have been conducted or are planned by DFATD. The OIF has an external auditor. In 2014-15, Canada assisted the OIF in strengthening the internal audit function. In this context, an audit committee was set up, and Canada serves as a member.

Evaluations completed or planned: As part of DFATD's multilateral review exercise, the OIF was examined in 2013-14.

Engagement of applicants and recipients: N/A

International Science and Technology Partnership Program

Name of Transfer Payment Program: International Science and Technology Partnership Program (ISTPP) (program funding approved by vote in Parliament)

Start Date: October 3, 2005

End Date: March 31, 2015

Fiscal year for terms and conditions: June 23, 2011

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

Link to department's PAA: Program 2.1: International Commerce / Sub-Program 2.1.3: International Innovation, Science and Technology

Description: The ISTPP is a seed fund that helps to foster strategic international partnerships to accelerate the commercialization of research and development, leading to new market opportunities for Canadian businesses, particularly small and medium-sized enterprises. Recipients are not required to repay funds obtained under this transfer payment program.

Results Achieved:

Access to Global R & D Networks

International Research and Development (R & D) community in targeted markets and sectors demonstrates an increased awareness of Canadian technological capabilities, as measured by the extent to which international participants' awareness of Canadian technological capabilities has increased.

• Results were gathered from surveys administered to collaborative R & D project recipients and Partnership Development Activity (PDA) participants.
• The target established for PDAs was for 75 percent of participants to rank their knowledge of Canadian technological capabilities as very good, 4 on a 5 point scale (Scale: 1 null - 5 excellent) after participating in the PDA. Survey results indicate that this target was met.
• The target established for collaborative R & D projects was for 75 percent of recipients to increase their knowledge of Canadian technological capabilities by at least 1 point on a 5 point scale as a result of participating in ISTPP collaborative R & D-funded projects. Survey results indicated that only 50 percent of the R & D recipients had increased their knowledge by 1 point following project activities. The variance to the established target was likely due to project recipients already possessing very good awareness prior to undertaking the R & D projects, as indicated by pre-project surveys administered to recipients.
• These results suggest that PDAs provide the required knowledge of Canadian technological capabilities to potential partners. This means that project recipients therefore already possess this knowledge prior to applying for collaborative R & D. The ISTPP was renewed in March 2015 and, based on these results, indicators were revised to support the expected outcomes.

Canadian-based firms have access to and participate in global R & D networks in targeted markets and sectors, as measured by the percentage of approved joint R & D projects in targeted markets and sectors and percentage of PDA participants from targeted markets and sectors.

• Results were gathered from surveys administered to collaborative R & D project recipients and PDA participants.
• The target established for PDA was for 90 percent of PDA participants to be involved directly in the target markets and sectors. Survey results identified 95percent of PDA participants were directly involved in the target markets and sectors.
• The target established for collaborative R & D projects was for 100 percent of approved R & D projects to be directly involved in the target markets and sectors. Survey results identified 84 percent as directly involved. The variance was due to three projects that had been approved from a previous call for proposals that had insufficient funding and did not focus on the same markets or sectors.

R & D Capacity Building

Firms participating in ISTPP-funded projects are positioned effectively in target markets and sectors to engage in innovative technology-driven R & D and/or adoption, as measured by the extent to which R & D project ultimate recipients are positioned effectively in target markets and sectors.

• Results were gathered from surveys administered to collaborative R & D project recipients.
• The target established for collaborative R & D projects was for 75 percent of recipients to show at least a 1-point increase in their perception of how effectively they are positioned in the target markets and sectors as a result of participating in ISTPP collaborative R & D-funded projects. Survey results indicate that only 44 percent of project recipients showed a 1-point increase. The variance to the established target was due to project recipients already being effectively positioned in the target market or sector prior to the undertaking of the R & D project. ISTPP was renewed in March 2015, and, based on these results, indicators were revised to support the expected outcomes.

Canadian-based firms have increased knowledge and understanding of global innovation and business networks, as measured by the extent to which R & D project ultimate recipients' knowledge and understanding of global innovation and business networks has increased directly as a result of the project.

• Results were gathered from surveys administered to collaborative R & D project recipients.
• The target established for collaborative R & D projects was for 75 percent of recipients to show at least a 1-point increase in their perception of their knowledge and understanding of global innovation and business networks as a result of participating in ISTPP collaborative R & D-funded projects. Survey results indicate only 38 percent of project recipients showed a 1-point increase. The variance to the established target was due to project recipients already possessing knowledge and understanding of global innovation and business networks prior to undertaking the R & D project. ISTPP was renewed in March 2015, and, based on these results, indicators were revised to support the expected outcomes.

Comments on variances: The variance between planned and actual spending was due to delays in calls for proposals for Brazil, India and China. Delays were a result of: 1) the delivery organization's negotiations with the organization required to match ISTPP funding in the target country; and 2) funding cycles of the ISTPP target country organization that were not aligned with the ISTPP. Delays resulted in limited project duration and reduced the number of calls for proposals due to program duration.

The Program was renewed in March 2015. The renewed program was repatriated back to the Government of Canada and will give DFATD direct operational control to drive and deliver targeted outcomes, while benefiting from the required expertise within the Government of Canada. This model is expected to reduce the likelihood of funding lapses in comparison to the pervious delivery model.

Audits completed or planned: No audit was performed or planned in fiscal year 2014-15.

Evaluations completed or planned: An evaluation was performed in fiscal year 2014-15.

Engagement of applicants and recipients: Survey results indicate 80 percent of the Canadian companies participating in ISTPP collaborative R & D projects characterized ISTPP funding as either very important or important in relation to their own financial resources. Many commented that without this funding they would not have been able to undertake the R & D in a timely manner, if at all.

The majority of ISTPP PDA participants were satisfied with the organization of the ISTPP-funded PDAs and appreciated the logistical support received to explore partnering opportunities with R & D organizations from another country. Understanding the market, avoiding unanticipated difficulties and making better strategic decisions were the most significant benefits cited by the Canadian R & D organizations.

Investment Cooperation Program

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

Start Date: January 4, 2010

End Date: Ongoing

Fiscal year for terms and conditions: 2009-10

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

Link to department's PAA: Program 2.1: International Commerce / Sub-Program 2.1.1: International Business Development through Promotion of Exports and Trade in Canada and Abroad

Description: The ICP 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 the viability of an investment, 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.

Results Achieved:

• 28 sustainable local businesses created, expanded or modernized in countries where DFATD engages, as measured by the number of investments that are still operating after three years;
• creation of 1,610 new and/or higher-skilled jobs with local businesses, as measured by the number and skill level of jobs created after three years;
• increased sales of $492 million of the products or services of the recipient firms in countries where DFATD engages; and
• $321 million invested in local businesses created, expanded or modernized in countries where DFATD engages, as measured by the number of investments that are still operating after three years. An additional $151 million of investment is projected to be invested in 2016 and 2017 by the 28 firms that have invested.

Comments on variances: The ICP was suspended in May 2012. Since then, the program has been disbursing funds only for projects that were approved prior to the suspension date.

Audits completed or planned: N/A

Evaluations completed or planned: N/A

Engagement of applicants and recipients: See project results for recipients in the above "Results Achieved" section.

North Atlantic Treaty Organization Civil Administration

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

Fiscal year for terms and conditions: 2011-12

Strategic Outcome: Canada's International Agenda - The international agenda is shaped to advance Canadian security, prosperity, interests and values.

Link to department's PAA: Program 1.2: Diplomacy, Advocacy, and International Agreements / Sub-program 1.2.2: Summitry and Multilateral Diplomacy and Advocacy / Sub-program 1.2.3: Assessed Contributions to International Organizations

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 Euro-Atlantic stability and to safeguard the freedom and security of the citizens of alliance partners 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, headquarters and the civilian side of the 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 Euro-Atlantic area and in responding effectively to current security challenges, particularly in Central and Eastern Europe, in the wake of Russian aggression in Ukraine, in the Middle East and North Africa (MENA), Afghanistan and Kosovo. NATO accounts are subject to annual audit by the International Board of Auditors for NATO. Recipients are not required to repay funds obtained under this transfer payment program.

Results Achieved:

• Effective decision making by the Alliance in pursuit of NATO's objectives of stability and security in the Euro-Atlantic region (notably in Central and Eastern Europe), the MENA region and Afghanistan as measured by, for example, reassurance provided to Allies in response to Russia's aggressive action; or the progress in the transition of lead responsibility for security in Afghanistan to Afghan control from the International Security Assistance Force to the NATO-led non-combat Resolute Support Mission, which began on January 1, 2015.
• Support to NATO operations, as measured by progress with respect to contributions by the 28 Allies to NATO Assurance Measures in Central and Eastern Europe; enhanced cooperation with NATO partners in the MENA region; the NATO-led non-combat Resolute Support Mission in Afghanistan; the transition to a stable Kosovo, among other operational theatres.
• Support to Ukraine coordinated by NATO, as measured by, for example, the management of five Trust Funds and other NATO-Ukraine assistance programs, as well as public diplomacy and strategic communications.

Comments on variances: Exchange rate fluctuations have had a significant impact on the actual spending versus the planned spending. While the project execution rate has been fairly consistent over the two last fiscal years, with between 95 percent and 99 percent of the entire budget committed and spent, the main variance is due to surplus funds from previous years being returned to nations in the course of 2013 and 2014. The surpluses were mainly related to programs for which funds had been committed and for which the outcomes never materialized. The surpluses have been partly offset by cost increases related to the new NATO Headquarters project.

Audits completed or planned:

Audits Completed in 2014: The following elements are funded in whole or in part by the NATO Civil Budget and were completed in 2014-15.

Performance Audits Reports:

• Special Report to Council on the progress of the transition to the new NATO Headquarters (New NATO HQ) (2014)
• Special Report to Council on the Thematic Audit of cash holdings in NATO (2012)
• Special Report to Council on the Science for Peace and Security Programme (2014)

Financial and Compliance Audits:

• International Staff (2013)
• NATO Defined Benefit Pension Scheme (2012 and 2013)
• NATO Defined Contribution Pension Scheme (2012 and 2013)
• NATO Provident Fund (2013)
• NATO Staff Centre (2012 and 2013)
• New NATO HQ (2012 and 2013)
• Retirees Medical Claims Fund (2013)

Audits Planned in 2015: The following elements are funded in whole or in part by the NATO Civil Budget and have been planned for 2015 (March onward).

Performance Audits Reports:

• Audit of NATO Communication and Information Agency Project Governance and Management under the Transition Programme
• Thematic Audit of the Management of NATO's Morale and Welfare Activities
• Audit of NATO Collective Military Exercises

Financial and Compliance Audits:

• International Staff (2014)
• NATO Defined Benefit Pension Scheme (2014)
• NATO Defined Contribution Pension Scheme (2014)
• NATO Provident Fund (2014)
• NATO Staff Centre (2014)
• New NATO HQ (2014)
• Retirees Medical Claims Fund (2014)

Evaluations completed or planned: N/A

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

Fiscal year for terms and conditions: 2011-12

Strategic Outcome: Canada's International Agenda - The international agenda is shaped to advance Canadian security, prosperity, interests and values.

Link to department's PAA: Program 1.2: Diplomacy, Advocacy, and International Agreements / Sub-program 1.2.3: Assessed Contributions to International Organizations

Description: To pay the assessed contribution required of Canada for its participation as a member of the OECD. The contribution pays for the OECD Secretariat (professionals and support staff who provide high-quality research and analysis) and maintenance of its headquarters, located in Paris. Recipients are not required to repay funds obtained under this transfer payment program.

Results Achieved:

• The OECD continued to address common economic problems, including impacts from the ongoing economic downturn, by pursuing strategies for inclusive growth and jobs and working cooperatively with members on the use of "soft law", guidelines, and agreements.
• The OECD work programs and policy positions were developed that reflected Canadian input from across the Canadian government and supported priorities in areas such as productivity and competitiveness, innovation, skills, trade and jobs, foreign investment, anti-corruption, and development cooperation.
• Canada continued to influence policy development among OECD members and non-members to improve the functioning of the international economy including work in support of the G-7 and G-20 on trade and investment liberalization, jobs and growth, and structural reforms, including tax issues.
• The OECD also continued to analyze new and emerging issues, both domestic and global, that affect Canada's economy and standard of living, including green growth, innovation, skills, cyber security, trade in services, and global value chains.
• The OECD members reaffirmed their commitment to increase engagement with major emerging economies and strategic regions, reflecting Canadian priorities to increase the long-term effectiveness of the organization and build relationships with China, India, the Americas, and Southeast Asia. The OECD members agreed to invite Costa Rica and Lithuania to begin accession processes, launched Country Programs for Peru, Morocco, and Kazakhstan, and intensified cooperation with Ukraine.
• The OECD addressed institutional reforms to improve the OECD's ability to cope with new issues and power dynamics by completing a review of the governance of the organization.
• The OECD maintained its sound management by working to improve internal governance processes to improve efficiency, effectiveness, and transparency by continuing its ongoing in-depth evaluations of OECD work and committees and by agreeing to develop procedures for appointing future secretaries-general.

Comments on variances: Planned amounts are based on the previous year's assessed contribution, increased by a small amount to reflect inflation in France (the OECD is based in Paris), and are calculated in euros. 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 members through both the Audit Committee and the Budget Committee. For more information, see OECD Internal Audits and Evaluations.

Evaluations completed or planned: Evaluations are performed annually by both internal and external evaluators, and the reports are reviewed by members through both the Evaluation Committee and the Budget Committee. For more information, see OECD Internal Audits and Evaluations.

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

Fiscal year for terms and conditions: 2011-12

Strategic Outcome: Canada's International Agenda - The international agenda is shaped to advance Canadian security, prosperity, interests and values.

Link to department's PAA: Program 1.2: Diplomacy, Advocacy, and International Agreements / Sub-program 1.2.2: Summitry and Multilateral Diplomacy and Advocacy / Sub-program 1.2.3: Assessed Contributions to International Organizations

Description: Canada's annual assessed contribution to the OSCE is an obligation arising from its 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, arms control, 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), as well as the politically binding Vienna Document.

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 Unified Budget is approved by the OSCE Permanent Council on a yearly basis and by consensus. It supports the programs and activities of the OSCE Secretariat (in Vienna), its institutions (Office for Democratic Institutions and Human Rights in Warsaw, 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.

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

Results Achieved:

• At the 2014 Ministerial Council, the OSCE adopted decisions on the prevention of corruption and on preventing and combating violence against women and a declaration on enhancing efforts to combat anti-Semitism.
• Continuous monitoring of the security and stability situation in Europe, as measured by the OSCE's regular reporting and early warning function provided by the organization's Centre for Conflict Prevention, its specialized Institutions, and its Field Operations. In this connection, the OSCE's work and engagement in the crisis in Ukraine contributes to promoting dialogue and lowering tensions, including through the deployment of the Special Monitoring Mission (ongoing since March 21, 2014), the election observation missions to the Presidential (May 2014) and Parliamentary (October 2014) elections and the Border Observation Mission at the Russian Checkpoints Gukovo and Donetsk (ongoing since July 2014).
• Proper management of the organization's resources, as measured by the audit reports on the OSCE's financial statements, by the renewed efforts of the OSCE Secretary General to enhance the organization's accountability and transparency, and by the adoption by consensus in 2014 of a zero-nominal-growth Unified Budget.

Comments on variances: The OSCE budget is assessed in euros and per calendar year. 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 accounts are subject to an annual report by external auditors, as well as an internal oversight annual report, both of which are made available to participating states. An independent audit committee also provides additional assessment by overseeing the work of both internal and external auditors. For more information, see the OSCE financial statements for the 2014 calendar year, as reviewed by the External Auditor.

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

Fiscal year for terms and conditions: 2011-12

Strategic Outcome: Canada's International Agenda - The international agenda is shaped to advance Canadian security, prosperity, interests and values.

Link to department's PAA: Program 1.2: Diplomacy, Advocacy, and International Agreements

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

Results Achieved:

• Strengthening of the OAS as the key political forum through which Canada promotes its hemispheric interests as measured by the relevance of resolutions and initiatives adopted; the level of support for Canadian initiatives and proposals; the degree of alignment of OAS resolutions and initiatives with the goals of Canada's engagement in the Americas; and the opportunity to influence key partners.
• Promotion and consolidation of democracy, and strengthening of human rights, governance and the rule of law as measured by the relevance of resolutions and initiatives with respect to people's participation, domestic policies, resource level and cooperation (capacity building, best practices, legal matters, etc.) as well as reports and statistics on implementation by the OAS.
• Enhanced regional multilateral cooperation on security issues in the Americas as measured by the relevance of resolutions and initiatives with respect to domestic policies, resource level and cooperation (capacity building, best practices, legal matters etc.) as well as reports and statistics on implementation by the OAS including on Canadian funded projects done in partnership with the OAS.
• Increased effectiveness and efficiency of the OAS through increased accountability and transparency as measured by the degree of implementation of the reform agenda mandated by resolutions and decisions from OAS member states as presented in reports.
• Canada's leadership efforts to enhance the effectiveness and efficiency of the OAS led to the adoption of a plan for management modernization which includes a wide range of recommendations. Coordination with other member states also led to the adoption of a resolution laying out a strategic vision for the organization and launching a process to develop a multi-year Strategic Plan for the OAS. These two processes represent important steps forward on OAS reform and together will create a comprehensive organisation-wide planning process that has the potential to significantly strengthen the ability of the OAS to play an effective role in the hemisphere.
• Canada enhanced regional multilateral cooperation on security issues in the Americas through the OAS, notably through its ongoing support to OAS Good Offices and Monitoring Missions, OAS mediation capacity development, OAS anti-drug and counterterrorism efforts through its Inter-American Committee against Terrorism (where Canada held the Chair for 2014-15) and the Inter-American Drug Abuse Commission, OAS technical work to combat transnational organized crime and other conflict prevention and resolution efforts.

The OAS's Office of the Inspector General and Board of External Auditors monitor the OAS's financial, operational and administrative operations and ensure observance and compliance with policies, rules and practices established by the General Secretariat. Reports are produced and approved annually.

Comments on variances: The variance is attributed to Canada's regular fund quota assessment for the year.

Audits completed or planned: N/A

Evaluations completed or planned: N/A

Engagement of applicants and recipients: Canada maintains a permanent mission to the OAS, headed by an ambassador and permanent representative to the OAS, in Washington, D.C.

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

Fiscal year for terms and conditions: 1978-79

Strategic Outcome: Canada's International Agenda - The international agenda is shaped to advance Canadian security, prosperity, interests and values.

Link to department's PAA: Program 1.2: Diplomacy, Advocacy, and International Agreements

Description: The Diplomatic, Consular and International Organizations' Property Grants Order (P.C.1979-59, January 18, 1979), the Payments in Lieu of Taxes Act, and successor orders and acts, form the statutory basis of this program. The related memorandum of understanding between DFATD and Public Works and Government Services Canada, National Capital Region, establishes responsibilities and procedures governing the provision of services related to the payments 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.

Results Achieved: Canada's international commitments were met, as measured by (a) the timely and accurate administration of payments to taxing authorities in Canada with respect to tax-exempt properties owned by foreign States, and (b) the maintaining and expansion of the most favourable property tax exemption opportunities for Canadian missions abroad.

Comments on variances: The variance between the planned and actual spending is due to lower than anticipated municipal realty taxes. Changes in the volume and entitlement of grants are other factors in the 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

Fiscal year for terms and conditions: 2011-12

Strategic Outcome: Canada's International Agenda - The international agenda is shaped to advance Canadian security, prosperity, interests and values.

Link to department's PAA: Program 1.2: Diplomacy, Advocacy, and International Agreements / Sub-program 1.2.2: Summitry and Multilateral Diplomacy and Advocacy

Description: This program provides funding to cooperation programs and activities undertaken by La Francophonie's institutions, mainly the International Organisation of La Francophonie (OIF), but also the Academic Agency of La Francophonie (AUF), the International Association of Francophone Mayors (AIMF) and The Senghor University of Alexandria. It also provides financial support to the Government of New Brunswick to foster its participation in summits, ministerial conferences and other related La 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.

Results Achieved: The OIF is active in all the areas identified in the contribution agreement, as measured by a Performance Management Strategy, which requires that financial reports be submitted to DFATD before settlements to the OIF are initiated. The OIF's areas of activity, identified in the La Francophonie. Strategic Framework and endorsed by heads of state and government at La Francophonie summits, are:

• promoting the French language and cultural and linguistic diversity;
• promoting peace, democracy and human rights;
• supporting education, training, higher education and research; and
• developing cooperation for the benefit of sustainable development, the economy and solidarity.

Active participation by the Government of New Brunswick in all significant La Francophonie activities, as measured by the provision on accountability that is part of the protocol of agreement on Canada's financial contribution for the participation and follow-up of New Brunswick to La Francophonie: "New Brunswick accepts to submit to Canada, in the three months following the end of the duration of the protocol, a narrative report as well as a certified financial report on real-time expenses made by New Brunswick during the fiscal year".

For more information, please consult the organization's most recent activity reports.

Comments on variances: The amount of planned spending in 2014-15 reflects the amount assigned to this fund in the 2014-15 budget. The increase of $0.3 million in the actual amount spent in 2014-15 is explained by an increase of $0.3 million to the annual contribution made to the Government of New Brunswick (since 2012-13).

Audits completed or planned: No audits have been conducted or are planned by DFATD. The OIF has an external auditor. In 2014-15, Canada assisted the OIF in strengthening the internal audit function, including setting up an Audit Committee and serving as a member.

Evaluations completed or planned: As part of DFATD's multilateral review exercise, the OIF was examined in 2013-14.

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

Fiscal year for terms and conditions: 2011-12

Strategic Outcome: Canada's International Agenda - The international agenda is shaped to advance Canadian security, prosperity, interests and values.

Link to department's PAA: Program 1.2: Diplomacy, Advocacy, and International Agreements / Sub-program 1.2.3: Assessed Contributions to International Organizations

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 provide it with a voice in the international community. Recipients are not required to repay funds obtained under this transfer payment program.

Results Achieved:

• As the lead UN organization in education, UNESCO has been highly active in assisting refugees and host communities in Iraq, Jordan and Lebanon. UNESCO opened secondary schools and trained teachers in Syrian refugee camps in Iraq and Lebanon. Training was provided to more than 2,000 Jordanian teacher-trainers, school counsellors, supervisors and teachers on internationally accepted standards for classes hosting vulnerable trauma-affected children and larger size classes in a refugee crisis context.
• UNESCO assisted countries in crisis in the restoration and the rehabilitation of their cultural heritage: the Museum of Islamic Art in Cairo (Egypt), the reconstruction of destroyed mausoleums, the rehabilitation of mosques and private libraries as well as ancient manuscript conservation in Mali, and the preparation of Emergency Response Action Plans to safeguard the cultural heritage of Iraq and Syria.
• Transparency and professional standards and ethics in online and traditional media have been improved in South-East Europe through the training of 200 journalists on data journalism and on media ethics and media accountability. Training and policy advice was provided on legal and regulatory framework reform in support of free, independent and pluralistic media; journalists' safety and fighting impunity; freedom of expression online; and media and information literacy. Training on promoting freedom of expression was also provided in Egypt, Libya, Morocco, Syria, Tunisia and Yemen.
• Progress was accelerated toward UNESCO's Education for All program in all countries by 2015 by focusing on sector-wide policy and planning, literacy, teachers, and skills development for the world of work.
• Gender disparities were reduced in primary and secondary education in member states, and global commitment to education for girls and women was strengthened.
• Education system responses to contemporary challenges were strengthened, with emphasis on universal values based on peace, mutual understanding and respect for human dignity, education for sustainable development, including education for disaster preparedness.
• Implementation of the Convention on the Protection and Promotion of the Diversity of Cultural Expressions.
• Implementation of the International Convention Against Doping in Sport.
• Protection of world cultural and natural heritage through the implementation of the World Heritage Convention.
• Establishment of effective early warning systems for tsunamis.
• Improved management of the planet's water resources through increased scientific cooperation.
• Development of free, independent and pluralistic media, and civic participation; freedom of expression, freedom of information and freedom of the press were more broadly integrated into policies in member states.
• Protection and digitalization of the world's documentary heritage.

The organization'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 information, visit UNESCO.

Comments on variances: Assessed budgets of international organizations are negotiated outcomes, and member states, including Canada, are legally bound by the final outcome of these negotiations. Currency fluctuations are also a factor.

Audits completed or planned: UNESCO has an external auditor and provides regular audited financial statements. For more information, visit UNESCO's audits and evaluation reports.

Evaluations completed or planned: N/A

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

Fiscal year for terms and conditions: 2011-12

Strategic Outcome: Canada's International Agenda - The international agenda is shaped to advance Canadian security, prosperity, interests and values.

Link to department's PAA: Program 1.2: Diplomacy, Advocacy, and International Agreements / Sub-program 1.2.3: Assessed Contributions to International Organizations

Description: Canada's assessed contribution to the regular budget of the UN 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 provide it with a voice in the international community. Assessed contributions are used to finance the organization's programs toward attainment of the UN's objectives, as set out in its Charter. Recipients are not required to repay funds obtained under this transfer payment program.

Results Achieved:

• Promotion of peace and security;
• progress in development, including progress toward achieving the Millennium Development Goals;
• promotion of human rights;
• effective coordination of humanitarian assistance efforts;
• promotion of justice and international law;
• progress toward disarmament;
• international cooperation for drug control and crime prevention; and
• international cooperation to combat terrorism.

For details on results achieved, please refer to the comprehensive Report of the UN Secretary-General on the Work of the Organization (A/69/1).

Comments on variances: Assessed budgets of international organizations are negotiated outcomes and member states, including Canada, are legally bound by the final outcome of these negotiations. Currency fluctuations are also a factor.

Audits completed or planned: The United Nations Board of Auditors (UNBOA) was established in 1946. For nearly 70 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 Comptroller and Auditor General of India, and the Comptroller and Auditor General of the United Republic of Tanzania. Please see the published reports of the UN Board of Auditors.

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

Fiscal year for terms and conditions: 2011-12

Strategic Outcome: Canada's International Agenda - The international agenda is shaped to advance Canadian security, prosperity, interests and values.

Link to department's PAA: Program 1.2: Diplomacy, Advocacy and International Agreements / Sub-program 1.2.3: Assessed Contributions to International Organizations

Description: In accordance with the provisions of Chapter 4, Article 17, of the Charter of the United Nations, every UN Member State is legally obligated to pay their respective share toward peace operations. Thus, Canada's assessed contribution to UN peacekeeping operations is a legally binding obligation of membership. Recipients are not required to repay funds obtained under this transfer payment program.

Results Achieved:

• Contributed directly to stability, peace and security in the countries and regions where missions were deployed.
• As the ninth-largest financial contributor to UN peace operations, Canada directly supported the deployment of over 100,000 personnel serving in 16 UN peace operations around the world.
• Guaranteed the protection of civilians at imminent risk (e.g. in South Sudan, Central African Republic and Democratic Republic of the Congo).
• Increased levels of security, basic services and governance provided in affected areas, promoting prospects for peace as well as enabling reconstruction and development activities.

Comments on variances: The assessed budgets for UN peacekeeping operations are negotiated outcomes of the UN Fifth Committee, and member states, including Canada, are legally bound by the final outcome of these negotiations. The creation of new missions and unexpected crisis situations can also significantly alter the budgets. Currency fluctuations are also a factor.

Audits completed or planned: The audit examination conducted by the UN Board of Auditors included UN Headquarters, 15 active field missions, and the four special-purpose accounts, namely, the Peacekeeping Reserve Fund, the support account for peacekeeping operations, the Global Service Centre (formerly the UNLB ) and the Employee Benefits Funds. For more information, please consult the UN Board of Auditors Reports.

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 1948, and Canada has been a member since inception.

End Date: Ongoing

Fiscal year for terms and conditions: 2011-12

Strategic Outcome: Canada's International Agenda - The international agenda is shaped to advance Canadian security, prosperity, interests and values.

Link to department's PAA: Program 1.2: Diplomacy, Advocacy, and International Agreements / Sub-program 1.2.3: Assessed Contributions to International Organizations

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 provide it with a voice in the international community. Recipients are not required to repay funds obtained under this transfer payment program.

Results Achieved:

• Enhanced global health security by maintaining a comprehensive outbreak alert and response mechanism supported by the international health regulations, responding rapidly and effectively in crisis situations.
• Accelerated progress toward achieving the Millennium Development Goals by reducing maternal mortality, improving child survival, addressing the global burden of non-communicable diseases and their main risk factors, promoting health environments, and increasing access to essential medicines.
• Promoted equity in health by strengthening health systems to reach the poor and disadvantaged.

The programme budget of the organization, which sets out the strategic objectives and expected outcomes for the Organization's work, is approved every two years by the World Health Assembly. For more information, please visit planning, finance and accountability.

Comments on variances: Assessed budgets of international organizations are negotiated outcomes, and member states, including Canada, are legally bound by the final outcome of these negotiations. Currency fluctuations are also a factor.

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

Fiscal year for terms and conditions: 2009-10

Strategic Outcome: Canada's International Agenda - The international agenda is shaped to advance Canadian security, prosperity, interests and values.

Link to department's PAA: Program 1.2: Diplomacy, Advocacy, and International Agreements / Sub-program 1.2.3: Assessed Contributions to International Organizations

Description: The purpose of this program is to pay the assessed contribution for Canada's membership in the WTO. The WTO, with a current membership of 161 countries, provides the only multilateral forum for negotiating market access and other trade-related rules. Canada benefits from membership in the WTO because the WTO system requires that all members offer non-discriminatory market access to the imports and exports of all other members. The WTO also provides Canada with a forum for monitoring the implementation of obligations and commitments taken by members under the various WTO-covered multilateral trade agreements; reviewing members' trade policies and practices; and discussing trade-related issues that inhibit the free, fair and predictable flow of trade. In addition to those elements, Canada benefits from participation in the WTO's state-to-state dispute settlement system, whereby trade disputes are settled based on commonly agreed-on rules, rather than on political or economic power. Recipients are not required to repay funds obtained under this transfer payment program.

Results Achieved:

• In its capacity as a forum for multilateral negotiations aiming to achieve reduction or elimination of obstacles to trade (e.g. import tariffs, other barriers to trade in goods and services) and agreement on rules governing the conduct of international trade (e.g. antidumping, subsidies, product standards), the WTO supported progress on the WTO Trade Facilitation Agreement (TFA) during the 2014-15 fiscal year. Notably, in November 2014, members adopted the Protocol of Amendment for the TFA, marking the first multilateral agreement concluded in the organization's 20-year history. The TFA is open for acceptance by members and will enter into force once two thirds of members complete their respective domestic ratification procedures.
• The WTO continues to work with members to find constructive ways to engage in multilateral discussions on issues facing the global trading system, both inside and outside the Doha Development Agenda.
• The WTO supported continued oversight of the application of the WTO's agreed rules for trade in goods, trade in services, and trade-related intellectual property rights.
• The WTO supported continued oversight of the trade policies of members, as well as ensuring transparency of regional and bilateral trade agreements, with intensive Trade Policy Reviews conducted, inter alia, for China and the United States during the review period.
• The WTO supported ongoing resolution of disputes among WTO members relating to the interpretation and application of WTO-covered multilateral trade agreements. Canada was involved in four disputes as a party and 10 disputes as a third party during the 2014-15 fiscal year. Notable outcomes included the adoption the Appellate Body report on the Canada-EU seals case (DS400); the publication of the compliance panel report on the US-COOL case (DS384); the initiation of the dispute settlement (DS) process by Canada against China on dissolving pulp (DS483); and the initiation of the DS process by Chinese Taipei against Canada on welded pipe (DS482).
• Capacity building was ongoing for developing country government officials in international trade matters.
• The successful accession of Yemen to the WTO during the review period, and continuing assistance was provided for the process of accession of some 30 countries that are not yet members of the organization.
• Economic research and the collection and dissemination of trade data in areas related to Canada's trade policy agenda continued.
• The raising of public awareness by the WTO of its mission and activities, including through the dissemination of its research and data, continued.

The WTO's governance mechanisms include oversight services. DFATD relies upon these oversight regimes to assist in monitoring the WTO's accountability in relation to achieving the objectives agreed to by its members and for stewardship of its funds, which are contributed by members, including Canada. As a member of the WTO, Canada has access to all audits, evaluations and performance reviews completed by or on behalf of the WTO. 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.

Comments on variances: Canada's contribution to the WTO budget is based on its share of world trade and is calculated and paid in Swiss francs. Planned spending was based on the best information available at the time. The actual spending represents the precise amount of the contribution that was calculated in late 2013 and converted into Canadian dollars at the time payment was made. The variance can be accounted for by the fluctuation of the exchange rate between the period when the estimate is prepared and the payment is disbursed.

Audits completed or planned: 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. In the 2014-15 fiscal year, an internal audit was completed by the WTO, and an external audit was completed by France's Cour des comptes. The external auditor certified that the WTO's financial statements accurately reflected the financial position of the WTO as of December 31, 2013, except for one reservation, namely that the financial statements do not consolidate the accounting data relating to the International Trade Centre (an agency that operates under the joint responsibility of the WTO and the UN).

Evaluations completed or planned: N/A

Engagement of applicants and recipients: N/A

Horizontal Initiatives

Global Peace and Security Fund

Name of horizontal initiative: Global Peace and Security Fund (GPSF)

Name of lead department(s): Foreign Affairs, Trade and Development Canada

Federal partner organization(s):

• House of Commons
• Canadian Commercial Corporation (CCC)
• Department of National Defense (DND)
• Royal Canadian Mounted Police (RCMP)
• Natural Resources Canada (NRCan)

Non-federal and non-governmental partner(s): GPSF supported 46 partners (United Nations agencies and NGOs).

Start date of the horizontal initiative:

• Operationalized on September 18, 2006.
• Renewed in March 31, 2008, for five years.
• Extended in March 2014; September 2014; and September 2015.

End date of the horizontal initiative: March 31, 2016

Total federal funding allocated (start to end date) (dollars): $1.13 billion

Funding contributed by non-federal and non-governmental partners (dollars): N/A

Description of the horizontal initiative: To advance the peace and security priorities of the Government of Canada, the Stabilization and Reconstruction Task Force (START) leads Canadian government engagement in complex political-security crises in fragile and conflict-affected states. START also coordinates whole-of-government responses to crises, including natural disasters. Managed by START, the Global Peace and Security Fund (GPSF) is the funding envelope for international assistance programming in these areas. The GPSF also funds START policy analysis and planning, coordination activities and program management, and deployments for international election observation, police and civilian missions delivered by DFATD and other government departments and agencies, such as DND and the RCMP.

The GPSF programming provides timely, coherent, effective and accountable international assistance in response to critical peace and security challenges that implicate Canadian interests and reflect Canadian foreign policy priorities, including in states such as Afghanistan, Iraq and Ukraine. GPSF programming includes both transfer and non-transfer payments. Non-transfer payment programming enables DFATD to work closely with other 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. START/GPSF is sourced from the Peace and Security Pool of the International Assistance Envelope (IAE). Recipients are not required to repay funds obtained under this transfer payment program.

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 structures: The GPSF is managed by START. To ensure policy coherence and avoid duplication, various interdepartmental and intradepartmental committees 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 DFATD, which is responsible for START's financial, human and physical resources.

START's Advisory Board comprises representatives from within DFATD as well as from other departments and agencies. The objective of the board is to provide a forum for consultation and exchange when it comes to whole-of-government strategic policy, priority-setting and direction on fragile states and complex emergencies, within the framework of individual departmental authorities.

Performance highlights: DFATD contributed to the security and stability of Ukraine through the provision of $7 million in non-lethal equipment to the Ukrainian security forces. The equipment purchased by the CCC included winter clothing, medical supplies and specialized non-lethal military equipment such as night vision goggles.

START deployed Canadian civilian expertise to fragile states (including Haiti, the West Bank, Iraq, Cambodia, and the Philippines) as well as to relevant international institutions, which bolstered Canada's ability to contribute to policy and programming initiatives in support of fragile and conflict-affected states and regions. Through START's ongoing partnership with Public Safety Canada and the RCMP in managing the Canadian Police Arrangement, Canada deployed over 90 Canadian police officers to international peace operations to support security system reform and capacity building of local police forces in Haiti and the West Bank.

In response to the catastrophic impacts of the Ebola crisis in Sierra Leone and Guinea, START coordinated the whole-of-government response to assist in containing the deadly outbreak. The emergency response operation in Sierra Leone focused on the detailed surveillance, contact tracing and community outreach required to get infects to zero. The Public Health Agency of Canada lab in Sierra Leone worked alongside counterparts in the WHO and U.S. Centers for Disease Control and Prevention to provide timely diagnoses, and Canadian Forces worked with personnel in the Kerry Town treatment centre in Sierra Leone.

Results achieved by non-federal and non-governmental partners: In 2014-15, GPSF supported 46 partners in 27 countries. Top sectors were security system management and reform ($56.9 million; 17 projects); non-lethal military cooperation ($44.5 million; 17 projects); human rights ($10.9 million, 18 projects); and democratic participation and civil society ($5.7 million, 11 projects). For more information about the results, please consult Section 3.1 of the Department Performance Report.

Contact information:

Tamara Guttman
Director General, Stabilization and Reconstruction Task Force (START)
125 Sussex Ave., Ottawa (Ontario) K1A 0G2
Tel.: 343-203-2825
Email: tamara.guttman@international.gc.ca

Internal Audits and Evaluations

Internal Audits

Internal Audits Completed in 2014-15

To read the available reports, please consult Internal Audits.

Internal Evaluations

To read the full reports, please consult Evaluation Reports.

Response to Parliamentary Committees and External Audits

Response to Parliamentary Committees

1. House Standing Committee on International Trade:Second Report: "Canada-European Union Comprehensive Economic and Trade Agreement" (Adopted by the Committee on June 10, 2014; Presented to the House on June 18, 2014).
   • The report, which favourably characterizes the Canada-EU Comprehensive Economic and Trade Agreement, sets out nine recommendations with additional sub-recommendations for a total of twelve. Substantive recommendations urge the Government to continue supporting SMEs and to continue including strong investor-state dispute settlement and investment protection provisions in trade agreements in order to provide predictability and stability for Canadian investors. The Government's response supports most of the committee's recommendations, and highlights Canada's commitment to a strong and comprehensive trade policy and trade promotion agenda in support of long-term growth and prosperity.
   • To read the full report and the Government's response, please consult Report 2 - Canada-European Union Comprehensive Economic And Trade Agreement and the Government Response (Presented to the House on October 10, 2014).
2. Senate Standing Committee on Foreign Affairs and International Trade:Second Report: "Building Bridges: Canada-Turkey Relations and Beyond" (Adopted by the Committee on June 20, 2013; Presented to the Senate on November 21, 2013; Adopted by the Senate on February 27, 2014).
   • The report makes six recommendations that focus on ways to deepen political engagement and enhance commercial diplomacy in order to renew Canada's bilateral relations with Turkey and strengthen our countries' mutual awareness of one another. The substantive recommendations are in line with Canada's foreign policy priorities and are not thought to require a change in policy. The Government's response highlights pertinent aspects of its current engagement with Turkey, including equivalencies to the Report's recommended initiatives.
   • To read the full report and the Government's response, please consult Report 2 - Building Bridges: Canada-Turkey Relations and Beyond and the Government Response (Presented to the Senate on July 9, 2014).
3. House Standing Committee on Foreign Affairs and International Development: Second Report: "The Organization of American States: Strengthening the Foundation of Canada's Multilateral Engagement in the Americas" (Adopted by the Committee on December 5, 2013; Presented to the House on December 9, 2013).
   • The report is based on the Committee's findings following a trip by Committee members to Washington, D.C., to visit Organization of American States (OAS) headquarters. It makes two recommendations, the second with six sub-recommendations, concerning Canadian policy toward the OAS, advocating that Canada continue to support and strengthen the organization, notably by pushing for its reform with like-minded partners. The report includes an addendum that summarizes some of the key developments that took place at the OAS between the time the Committee completed its visit in spring 2013 and the time it finalized its report that fall. The Government's response provides highlights of Canada's existing approach to the OAS and, inter alia, confirms that many of the recommendations are consistent with Canada's broader whole-of-government Strategy for Engagement in the Americas.
   • To read the full report and the Government's response, please consult: Report 2 - The Organization of American States: Strengthening the Foundation of Canada's Multilateral Engagement in the Americas and the Government Response (Presented to the House on April 8, 2014).
4. House Standing Committee on Foreign Affairs and International Development: Fourth Report: "A Weapon of War: Rape and Sexual Violence against Women in the Democratic Republic of the Congo - Canada's Role in Taking Action and Ending Impunity" (Adopted by the Committee on April 30, 2014; Presented to the House on May 5, 2014).
   • The report, which makes twelve recommendations, explores the causes and consequences of the troubling phenomenon of sexual violence in situations of armed conflict and other crises through a case study of sexual violence in the Democratic Republic of the Congo (DRC). Many of the specific recommendations contained in the report already form an important part of Canada's engagement in the DRC. The recommendations are in line with the Government's existing strategy to combat sexual violence in the DRC. The Government's response highlights Canada's current engagement therein and indicates where the Government of Canada agrees with or takes note of the recommendations to provide ongoing support.
   • To read the full report and the Government's response, please consult: Report 4 - A Weapon of War: Rape and Sexual Violence against Women in the Democratic Republic of the Congo - Canada's Role in Taking Action and Ending Impunity and the  Government Response (Presented to the House on July 16, 2014).
5. House Standing Committee on Foreign Affairs and International Development:Fifth Report: "Responding to the Conflict in Syria" (Adopted by the Committee on May 12, 2014; Presented to the House on May 16, 2014).
   • The report, which makes fourteen recommendations, examines the overall context of the armed conflict in Syria and the humanitarian crisis it has generated. With one exception, all of the specific recommendations it makes already form an important part of Canada's response to the situation in Syria. The Government's response highlights Canada's existing engagement in Syria, indicating where the Government of Canada agrees with the recommendations 1-13 and where it will take note of a recommendation 14 to explore the feasibility of a scholarship program for Syrian students.
   • To read the full report and the Government's response, please consult: Report 5 - Responding to the Conflict in Syria and the Government Response (Presented to the House on July 16, 2014).

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

1. Fall 2014 Report of the Auditor General of Canada: Chapter 1-Responding to the Onset of International Humanitarian Crises
   • This audit focused on DFATD and DND's response to the onset of humanitarian crises in developing countries, ranging from sudden natural disasters to rapid increases in humanitarian needs during complex or prolonged crises, such as the displacement of people due to conflict. To read the full report and the department's response, please consult Chapter 1-Responding to the Onset of International Humanitarian Crises.
2. Fall 2014 Report of the Auditor General of Canada: Chapter 2-Support for Combatting Transnational Crime
   • This audit examined whether the RCMP established priorities for serious and organized crime and aligned its international programming with those priorities, and whether the RCMP and the Department of Justice Canada had in place the systems and practices necessary to address their international requirements. There was also limited audit work at Public Safety Canada, to assess its role in setting priorities, and at DFATD, in relation to information it received and disseminated about Canadians detained abroad. To read the full report and the department's response, please consult Chapter 2-Support for Combatting Transnational Crime.

External audits conducted by the Public Service Commission of Canada or the Office of the Commissioner of Official Languages

Not applicable

Up-Front Multi-Year Funding

Strategic Outcome: Canada's International Agenda - The international agenda is shaped to advance Canadian security, prosperity, interests and values.

Link to department's PAA: Program 1.2: Diplomacy, Advocacy and International Agreements

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

Start date: January 30, 2003

End date: Ongoing

Description: CIGI supports world-leading research in the area of global governance, particularly in the areas of global economy, global security and politics, and international law. CIGI furthers Canada's interests in a stable and well-governed global 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 Centre continues to be funded by the proceeds of this endowment and other draw-down sources of revenue from the Government of Ontario and private donors.

Comments on variances: N/A

Significant audit findings by the recipient during the reporting year, and future plan: CIGI publishes an annual report of its activities that includes financial statements.

Significant evaluation findings by the recipient during the reporting year, and future plan: CIGI continues to be committed to improved learning and knowledge sharing across the organization, and in 2015 launched a new program of periodic internal evaluations for learning purposes. The findings of internal evaluations will help CIGI to ensure that projects are performing as planned and oriented appropriately to meet strategic goals of the organization. In June 2015, CIGI launched an evaluation of G-20-related activity as the first-ever review undertaken by CIGI for learning purposes, which will in many ways act as a pilot for the planning and design of future monitoring and evaluation in the organization. An independent consulting firm based in Ottawa has been contracted to work with CIGI to carry out the review. A final report detailing evaluation results is expected in September 2015.

Regular evaluations are also carried out for the Government of Canada, every five years as a condition of the funding received in 2003, and the Government of Ontario. Below is a list of six new developments in the past year that respond to the recommendations coming out of the 2013 evaluation:

1. CIGI has moved to a single integrated board of directors that is highly engaged and offers an appropriate distribution of knowledge sets to advise on the organization's operations and program of work. The newly integrated board was formed in September 2014 in direct response to the 2013 governmental evaluation recommendation. The move to a single board, from an operational board and an advisory board, involved amending the 2003 Agreement with the Government of Canada, as well as a Certificate of Continuance, which was settled over the course of 2014.
2. A new streamlined management structure has been implemented as of April 2015 to better meet program needs and enable improved oversight and focus on CIGI's mandate. With three fully established program streams headed by Directors and the President, with strong backgrounds in programming, the VP Programs position has been replaced by a Chief of Staff function (holding operational responsibilities) and complemented by the Directors of Programs joining the senior management team.
3. CIGI has developed an internal evaluation process that sets out to conduct one or two internal reviews per year for learning purposes. This commitment follows the recommendations made in the 2013 evaluation report. The process was developed in 2013-14 and was initiated in June 2015 with the launch of the first-ever internal evaluation (focused on CIGI's G-20 activities).
4. Key Performance Indicators (KPIs) have been identified across the organization and are now being tracked in a web-based dashboard available to mid-level and senior management, as of March 2015. KPIs track and measure progress toward meeting organizational goals and strategies and look to inform decision-making on an ongoing basis. They were developed based on goals emphasized in various key strategic documents (including the logic model and strategic plan) as well as in-depth discussions with senior management. KPIs were developed in part as a response to the 2013 evaluation report's recommendation for CIGI to introduce a performance measurement system.
5. CIGI moved to its new location at 67 Erb Street W. in Waterloo, Ontario, in August 2014 in order to make optimal use of its physical infrastructure and to take advantage of synergies with the Balsillie School of International Affairs (already located at 67 Erb Street W.). Discussions for the move began following the 2013 governmental evaluation in which the evaluators strongly suggested that CIGI devise ways to make better use of the space.
6. CIGI's International Law Research Program and the Balsillie School of International Affairs have partnered to offer the new International Law Summer Institute that began in June 2015. It provides graduate students in global governance with an introduction to public international law and associated processes and institutions. The program responds to the 2013 evaluation recommendations to increase research capacity and ensure greater collaboration among researchers.

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 sovereign debt restructuring), as well as on global security and politics (including Internet governance, regional security, climate change, Arctic governance, and conflict management), and international law (including intellectual property law, environmental law, and economic law).

CIGI experts delivered briefings to the Minister of International Trade; the Minister and Deputy Minister of Foreign Affairs and many high-level DFATD officials; the Minister of the Environment; the Deputy Minister of Industry Canada; the Deputy Governor of the Bank of Canada, as well as numerous Canadian ambassadors. Several presentations were also given to the Standing Senate Committee on Foreign Affairs and International Trade.

User Fees Reporting

Access to Information

Fee name: Access to Information Act (ATIA) fees

Fee type: Other products and services (O)

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

Year introduced: 1983

Year last amended: 1992

Performance standard: Response provided within 30 days following receipt of a request; the response time may be extended under section 9 of the Access to Information Act.

Performance results: Statutory deadlines were met 59 percent of the time and 34 percent of requests were completed within a 30 day period.

Other information: Estimated full cost is based on projected staffing of up to 63 full-time employees.

Consular Services

Fee name: Consular Services Fee

Fee type: Other products and services (O)

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

Year introduced: 1995

Year last amended: The consular services fee has not been amended since introduction.

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

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, please consult the Service standards website.

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.

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 Consular services: Service Standards as well as at all missions abroad, where they are either in public view or can be provided by employees.

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: Of the 2,926 Canadians who completed a Client Feedback Form in 2014-15, 92 percent reported that they were satisfied or very satisfied with the services received. The department also reports on performance against passport, citizenship and arrest/detention service standards. This information for 2014-15 is noted below.

Canada's missions abroad are asked to make regular contact with long-term Canadian detainees. The frequency of contact reflects local conditions: 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) or once every 12 months (e.g. in the United States, where over two-thirds of these detainees are located). As of March 31, 2015, missions met this standard 95 percent of the time.

Missions are asked to report on their ability to accept, review and forward citizenship applications to Canada within the 10-day service standard. During 2014-15, they did so successfully with 95 percent of the applications. Missions are monitored for their ability to meet the 15-day service standard for passport issuance. They met this standard 95 percent of the time.

Other information: N/A

Reporting on the Policy on Service Standards for External Fees

External Fee Name: Consular Services Fee

Service standard: 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 Consular services: Service 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.

Performance results: See above performance results.

Stakeholder consultation in  2014–15 or prior fiscal years: The consular service standards were developed in 1995 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, Montréal and Vancouver.

Other Information: N/A

Export/Import Permit Fees

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

Fee type: Other products and services (O)

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

Year introduced: 1995

Year last amended: 1995

Performance standard: 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; process within three business days permit applications for BC Logs that are automatically redirected (routed) to departmental officers; process within five business days permit applications for firearms that are automatically redirected (routed) to departmental officers; process applications for permits to export controlled military and strategic goods and technology from eligible exporters who have provided all required supporting documentation within 10 working days where consultation outside the Bureau is not required and 40 business days where consultation is required.

Performance results: A greater-than 95 percent success rate on the processing of over 420,000 permit applications, surpassing the service standard of 95 percent in 2014-15.

Other information: N/A

Reporting on the Policy on Service Standards for External Fees

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

Service standard: 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.

Performance results: See above performance results.

Stakeholder consultation in  2014–15 or prior fiscal years: The department's consultative bodies provide ongoing input from stakeholders with respect to certain trade controls, as well as regular outreach and specific consultations with associations and companies with respect to export and import controls. Fees have not changed since 1995 and therefore have not required fee-specific consultations.

Other Information: N/A

Specialized Consular Services

Fee name: Specialized Consular Services Fee

Fee type: Other products and services (O)

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

Year introduced: N/A

Year last amended: 2010

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

• Protection and Assistance
• Legal and Notary

The complete list of service standards is available on DFATD's website 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

Performance results: 93 percent of 203 clients reported overall satisfaction with the legal and notary services they received.

Other information: N/A

Reporting on the Policy on Service Standards for External Fees

External Fee name: Specialized Consular Services Fee

Service standard: These standards are available at Consular services: Service 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.

Performance results: See above performance results.

Stakeholder consultation in  2014–15 or prior fiscal years: The consular service standards were developed in 1995 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, Montréal and Vancouver.

Other Information: N/A

Reporting Totals