Section IV: Supplementary Information (2017 -2018)

Table of Contents

Departmental Sustainable Development Strategy

1. Context for the Departmental Sustainable Development Strategy

The 2016-2019 Federal Sustainable Development Strategy (FSDS) sets out the Government of Canada’s sustainable development priorities, establishes goals and targets and identifies actions to achieve them, 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, Global Affairs Canada supports reporting on the implementation of the FSDS and its Departmental Sustainable Development Strategy, or equivalent document, through the activities described in this supplementary information table.

2. Sustainable development in Global Affairs Canada

Global Affairs Canada’s Departmental Sustainable Development Strategy for 2017 to 2020 describes the department’s actions in support of achieving the FSDS goals on Low-Carbon Government and Effective Action on Climate Change. This supplementary information table presents available results for the departmental actions pertinent to these goals. Last year’s supplementary information table is posted on the department’s website.

This year, Global Affairs Canada is also noting which UN Sustainable Development Goal target each departmental action contributes to achieving.

3. Departmental performance by FSDS goal

The following tables provide performance information on departmental actions in support of the FSDS goals listed in section 2.

FSDS Goal: Low-Carbon Government
FSDS target(s)FSDS contributing action(s)Corresponding departmental action(s)Support for UN Sustainable Development Goal targetStarting point(s), target(s) and performance indicator(s) for departmental actionsResults achieved
Reduce greenhouse gas emissions from federal government buildings and fleets by 40% below 2005 levels by 2030, with an aspiration to achieve it by 2025Improve the energy efficiency of our buildings/operationsN/AN/AN/AN/A
Modernize our fleet
  • Purchase two new vehicles categorized as low emission (hybrid or full electric).
12.7
  • Percentage of low emission vehicles in the department’s domestic fleet (Starting point: 42% hybrid fleet in January 2017)
  • Two new low-emission vehicles have been purchased, increasing the department’s percentage of domestic fleet vehicles in this category to 46% in July 2018.
Support the transition to a low-carbon economy through green procurement
  • Ensure that the Global Affairs Canada procurement community receives green procurement training and continues to promote the use of green products.
12.7
  • Percentage of procurement and materiel management specialists that have completed the Canada School of Public Service green procurement course (C215). (Starting point: 80%)
  • Percentage of procurement and materiel management specialists that have completed the Canada School of Public Service green procurement course (C215) as of July 2018: 85%.
  • Implement a global printer cyclical replacement strategy, which will incorporate green procurement.
12.7
  • Percentage reduction of total printed pages at Headquarters. (Starting point: 2,273,038 pages in June 2016).
  • In 2018, Headquarters reduced total number of printed pages by 18%, from 2,270,275 pages in June 2016 to 1,864,099 in June 2018, despite a 13% increase in the number of users.
(*2016 starting point number has been corrected, thus slightly amended from the previous column).
  • Ensure that environmental considerations are incorporated into corporate policies, processes and practices in accordance with departmental refresh cycles.
12.7
  • Percentage of corporate policies, processes and practices that were created or updated during the fiscal year and incorporated environmental considerations. (Starting point: 80%)
  • In 2018, Global Affairs Canada incorporated environmental considerations into 100% of its new or updated corporate policies, processes and practices.
  • Implement a comprehensive device strategy policy, which will ensure sustainability of IT asset management, reduce evergreening costs and duplication of devices.
12.7
  • Number of devices per employee. (Starting point: 1.25)
  • No measureable results to date. In June 2018, Global Affairs Canada published its new Comprehensive Device Strategy which will ensure sustainability of IT asset management, and reduce evergreening costs and duplication of devices in the coming fiscal years.
Demonstrate innovative technologiesN/AN/AN/AN/A
Promote sustainable travel practices
  • Encourage and facilitate the use of sustainable travel practices.
N/A
  • Number of information sessions or communications on travel that includes guidance on sustainable travel practices.
N/A
  • Continue to operate the IntraBus shuttle service transporting staff between its three main buildings at headquarters.
N/A
  • Average number of shuttle service passengers per day. (Starting point: 200)
  • Percentage reduction in the cost of taxi services, as compared to pre-implementation of the shuttle service. (Starting point: $1,372,000 in 2013-14)
*Estimate of funds expended on taxi rides prior to amalgamation and implementation of shuttle service; cost provides a measure of total number of hours and distance.
N/A
  • Work with Shared Services Canada to increase network bandwidth at missions abroad.
9C
  • Number of missions where the bandwidth was upgraded (Starting point: upgrades underway at 15 of the most congested sites).
  • As of March 31, 2018, 53 missions have been upgraded. The remaining 101 missions will be upgraded by March 31, 2019.
Understand climate change impacts and build resilienceN/AN/AN/AN/A
Improve transparency and accountabilityN/AN/AN/AN/A
Develop policy for low-carbon governmentN/AN/AN/AN/A
FSDS Goal: Effective Action on Climate Change
FSDS target(s)FSDS contributing action(s)Corresponding departmental action(s)Support for UN Sustainable Development Goal targetStarting point(s), target(s) and performance indicator(s) for departmental actionsResults achieved
By 2030, reduce Canada’s total global greenhouse gas emissions by 30%, relative to 2005 emission levels.Take a leading role in international agreements and initiatives on climate change.
  • Work with Environment and Climate Change Canada to play a leadership role and provide policy and legal advice to support the negotiation and implementation of international environmental agreements and initiatives on climate change, including the United Nations Framework Convention on Climate Change and the Paris Agreement.
13
  • Degree to which high quality and timely legal advice regarding Canada’s international legal obligations is considered and integrated into Government of Canada positions on environmental law in international forums.

Throughout the year, Global Affairs Canada provided high-quality and timely legal advice, under international law, to inform the development of Canadian positions for the negotiation of international agreements on climate change. Global Affairs Canada also conducted or actively supported those negotiations and contributed to the domestic implementation of the resulting agreement. This included acting in the following capacities:

  • As legal adviser on the Canadian delegation to meetings of the UN Framework Convention on Climate Change and the Paris Agreement, successfully seeing that Canada’s interests were adequately reflected in a large range of decisions of the Parties.
  • As lead negotiator for the mechanism to facilitate implementation and promote compliance under the Paris Agreement. As a result, Canada’s priorities and interests continued to be captured and preserved in progress toward adoption of the Paris Agreement work programme in December 2018.
  • As legal adviser on the Canadian delegation to the Montreal Protocol on Substances that Deplete the Ozone Layer, actively supporting the forthcoming entry into force and implementation of the Kigali Amendment to phase down hydrofluorocarbons, which are powerful greenhouse gases.
  • Providing continuing legal advice on climate change aspects of international trade agreement negotiations to ensure legal consistency and to see that Canada’s priorities and interests are well captured and preserved.
  • Providing continuing legal advice on a wide range of international initiatives, resolutions, declarations, etc. within various international forums, including the United Nations General Assembly, United Nations Human Rights Council, United Nations Educational, Scientific and Cultural Organization, the G7 and the G20.
  • Advance a progressive trade agenda, including integrating robust environment provisions in trade agreements, and supporting clean technology exports.
13
  • Degree to which environmental provisions are integrated in free trade agreements and other aspects of Canada's trade agenda.
  • Canada seeks to negotiate ambitious and enforceable Environment Chapters in its Free Trade Agreements, with commitments to maintain high levels of environmental protection as well as new progressive elements, including comprehensive commitments on issues such as climate change. Canada successfully negotiated Trade and Environment chapters in the Comprehensive Economic and Trade Agreement between Canada and the European Union and the Comprehensive and Progressive Agreement for Trans-Pacific Partnership. Canada also participated in the World Trade Organization and the Organisation for Economic Co-operation and Development working groups on trade and the environment.
  • Deliver on Canada's pledge to provide $2.65 billion in climate financing to support developing countries' transition to low-carbon, climate-resilient economies, in line with Canada's feminist international assistance policy priorities.
13
  • Degree to which agreements with partners are finalized to deliver and implement $2.65 billion of climate financing by the end of FY 20/21. (Starting point: $838,700,700 delivered as of June 1, 2017)
  • As of July 2018, Canada has finalized agreements worth $1.2 billion to deliver and implement $2.65 billion of climate finance by the end of FY 2020–21.
  • Integrate environmental sustainability throughout Canadian development assistance, to ensure that Canadian international investments do not result in significant adverse environmental effects, in accordance with the Canadian Environmental Assessment Act and the Cabinet Directive on the Environmental Assessment of Policy, Plan and Program Proposals.
Contributes to all 13 SDGs
  • % of Global Affairs Canada’s development assistance initiatives that underwent an environmental analysis. (Starting point: 100%)
  • 100% of Global Affairs Canada’s development assistance initiatives underwent an environmental analysis.

4. Reporting on integrating sustainable development

During the 2017–18 reporting cycle, Global Affairs Canada considered the environmental effects of proposals 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, all of these departmental proposals were found to have neutral to positive effects on progress toward achieving the goals and targets of both the 2016–2019 FSDS and the 2030 Agenda for Sustainable Development.

Additional information on the results of Strategic Environmental Assessments is available on the Departmental Sustainable Development Strategy and Environmental Assessment of Trade Negotiations web pages.

Details on transfer payment programs of $5 million or more

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

Type of transfer payment: Grants and contributions

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2011–12 (amended); 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.

Links to the organization’s programs: 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, with a global mandate and a focus on the Americas. Recipients are not required to repay funds obtained under this transfer payment program.

Results achieved:

The ACCBP achieved its expected outcomes, as demonstrated by the following results:

Canada’s Anti-Crime Capacity Building Program (ACCBP) delivered approximately $3 million in capacity-building assistance with the Organization of American States (OAS) to respond to regional security threats in the Americas, including the trade in illicit drugs, as well as helping to strengthen maritime port facilities.

The ACCBP is funding initiatives with the RCMP to provide training and expertise to selected Caribbean nations on special investigative techniques to address illicit trafficking and money laundering. The program is also supporting several initiatives with the OAS that are focused on improving the effectiveness of drug-related investigations and law enforcement for drug-related offences.

Canada is supporting a project with United Nations Regional Centre for Peace, Disarmament and Development in Latin America and the Caribbean (UNLIREC) to strengthen the national and regional capabilities of selected Caribbean nations to combat illicit firearms trafficking.

Canada funded INTERPOL’s Cybercrime Capacity Building Program in Latin America and the Caribbean to build cybercrime capacity in selected countries. Of the 62 participants trained, 22 were women.  95% of participants identified using the cybercrime investigative skills learned in their training in their daily work, and 91% of countries reported that the project was useful in identifying key legislative gaps in their country to combat cybercrime.

Canada also funded the United Nations Office on Drugs and Crime (UNODC) Container Control Programme, which is improving the capacity of customs and law enforcement officials in Latin America and the Caribbean to fight organized crime and disrupt the flow of illicit goods, including drugs. The project developed a strategy to increase participation of female officers and has included gender modules in its training program on topics such as stereotypes, discrimination, sexism and sexual harassment. Cocaine seizures were made at several ports in Ecuador (15,387 kg), Brazil (12,081 kg), Panama (8,051 kg), Suriname (2,145 kg), Guatemala (1,927 kg), the Dominican Republic (807 kg), El Salvador (208 kg) and Jamaica (152 kg).

Finally, the construction of the Caribbean Special Tactics Centre (CSTC) in Jamaica, funded by ACCBP, forms part of Canada’s ongoing engagement with the Jamaica Defence Force as it begins to train other Caribbean partners in order to promote regional security.

Performance information (dollars)
Type of transfer payment2015–16 Actual spending2016–17 Actual spending2017–18 Planned spending2017–18 Total authorities available for use2017–18 Actual spending (authorities used)Variance (2017–18 actual minus 2017–18 planned)
Total grants:7,683,3239,356,4309,500,0005,081,3384,929,666-4,570,334
Total contributions:6,682,9407,735,0847,092,62511,085,59511,085,5953,992,970
Total program:14,366,26317,091,51416,592,62516,166,93316,015,261-577,364

Comments on variances: The ACCBP was able to program more than 96% of its funding for the year. The remainder was released and reallocated within the Branch to support Departmental priorities.

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. No audits were completed in 2017-18.

Evaluations completed or planned: The ACCBP underwent a summative evaluation in 2014–15, which was approved in 2015–16; the results were published in May 2016. Divisional management action plans are ongoing in response to report recommendations.

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

Type of transfer payment: Contribution

Type of appropriation: Estimates

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.

Links to the organization’s programs: Program 1.2: Diplomacy, Advocacy and International Agreements / Sub-Program 1.2.1: Bilateral and Regional Diplomacy and Advocacy

Description: The Canada Fund for Local Initiatives (CFLI) is a contribution program delivered through Canadian Embassies and High Commissions that supports small-scale, high-impact projects in developing countries.  The objectives of the program are to contribute to achieving Canada’s thematic priorities for international assistance; to assist in advocating for Canadian values and interests; and to strengthen Canada’s bilateral relations with foreign countries and their civil societies. The program also provides small-scale financing to local organizations to respond to natural disasters and humanitarian emergencies.

The CFLI thematic priorities are approved on an annual basis by a Program Management Board. In 2017–18, the thematic priorities were aligned with the action areas of Canada’s Feminist International Assistance Policy.

Through contribution agreements, the CFLI provides monetary assistance, $24,000 on average, to cover all or a portion of the cost of projects which are largely conceived and designed by local authorities, institutions or organizations.

Results achieved: In 2017–18, the CFLI funded 597 projects in 126 countries and the Palestinian Territories.  A total of $14,752,196 was disbursed to implementing partners. Of these partners, 79.2% were local organizations, reflecting the purpose of the CFLI to respond to locally identified needs.

The following is a regional breakdown of funds:

[Data breakdowns by region and thematic priority represent amounts recorded in CFLI Unit database and not actual expenditures. A discrepancy of $281,220 between the recorded amounts and actual expenditures is being reconciled as final data from missions becomes available.]

In 2017–18, the CFLI programmed across the following thematic priorities:

  1. Empowering women and girls and promoting gender equality:  217 projects worth $5,278,734.97 (36.49% of CFLI funds)
  2. Championing human rights, inclusive and accountable governance, democracy, peaceful pluralism,   and respect for diversity: 188 projects worth $4,431,225.85 (30.63% of CFLI funds)
  3. Promoting action on the environment, including water and climate change: 69 projects worth $1,898,089.57 (13.12% of CFLI funds)
  4. Promoting human development specifically in the areas of health, nutrition, and education: 66 projects worth $1,308,144.67 (9.04% of CFLI funds)
  5. Supporting inclusive and green economic growth: 31 projects worth $672,972.98 (4.19% of CFLI funds)
  6. Promoting peace and security: 11 projects worth $306,276.13 (4.65% of CFLI funds)

In addition to the six thematic areas outlined above, the CFLI disbursed $572,056.37 to support 15 humanitarian projects around the world. As a small-scale, flexible fund, the CFLI was able to support local responses to sudden onset crises, including hurricanes in the Caribbean region and earthquakes in Mexico. Through the CFLI, Canada was also the first foreign country to provide direct humanitarian support to Venezuelan migrants and asylum seekers in Brazil.

Broadly speaking, CFLI projects focused on increasing the capacity, knowledge and awareness of local beneficiaries through the delivery of workshops, skills training sessions, and advocacy campaigns. Other projects involved building small-scale infrastructure, delivering psycho-social support services, providing equipment to support de-mining activities or the economic development of local communities, and conducting research and reporting on thematic issues.

In alignment with Canada’s emphasis on a feminist international agenda and the launch of the Feminist International Assistance Policy in 2017, the largest portion of CFLI programming focused on the theme of women’s empowerment and gender equality. A diverse range of projects addressed issues such as enhancing women’s participation in political processes, combatting child and early forced marriage, and strengthening awareness of sexual and reproductive health rights.

Projects related to the broad theme of human rights, governance, democracy and pluralism accounted for the second-largest number of CFLI projects in 2017–18. Such projects encompassed a wide range of activities including: training women and youth to observe electoral processes, advocating for legislative change to fight corruption, promoting LGBTQ rights through awareness campaigns, and documenting threats to journalistic freedom of expression.

CFLI Program Managers, who are responsible for the administration of the program at 69 Canadian Embassies and High Commissions across the globe, strongly agreed that the CFLI achieved its objectives in 2017–18. In particular, 92% of these officers agreed or strongly agreed that the program increased access to, and influence over, key local decision makers, facilitating Canada’s ability to raise awareness and promote Canada’s values and interests. Another 92% agreed or strongly agreed that CFLI programming led to increased action by local organizations to implement policies and practices that addressed development challenges in their local contexts.

Performance information (dollars)
Type of transfer payment2015–16 Actual spending2016–17 Actual spending2017–18 Planned spending2017–18 Total authorities available for use2017–18 Actual spending (authorities used)Variance (2017–18 actual minus 2017–18 planned)
Total contributions:13,859,61014,477,76434,100,00034,301,26514,752,196-19,347,804
Total program:13,859,61014,477,76434,100,00034,301,26514,752,196-19,347,804

Comments on variances: Since 2012, the CFLI program has had ongoing authority to disburse up to $14.7 million in Vote 10 funds per fiscal year. The CFLI also received $260,000 in 2017–18 from the international assistance investment plan to support increased programming in Canada’s High Commission to Australia and New Zealand. In addition, the Crisis Pool Quick Release Mechanism funds are included in CFLI’s planned spending. The variance between planned spending and actual spending is primarily attributable to the unused portion of funds related to the Crisis Pool Quick Release Mechanism ($19.6 million). The remaining variance ($212,545) was due to end-of-year adjustments to individual CFLI projects and currency fluctuations. Overall, 98.6% of CFLI funds were spent.

Audits completed or planned: The last internal audit of the CFLI was conducted by the Office of the Chief Audit Executive for the fiscal year 2015–16. 

Evaluations completed or planned: No evaluation was completed during the 2017-18 fiscal year. An evaluation of the CFLI covering the 2012–13 and 2013–14 fiscal years was completed in 2015-16. The next CFLI Evaluation is planned for 2020–21.

Engagement of applicants and recipients: By program design, the CFLI is intended to respond to local needs and engage closely with recipients, many of whom are small organizations with modest resources. Applicants are solicited mainly through broad calls for proposals, which clearly identify a contact person who is responsible for responding to queries. Many Canadian high commissions and embassies hold information sessions for interested applicants. Once projects are selected for funding, recipients and mission personnel communicate frequently throughout the implementation and reporting process. Mission personnel often visit project sites to monitor projects. Additionally, recipients may be offered the opportunity to participate in group experience-sharing workshops or training, including on financial reporting and record keeping.

Commonwealth Secretariat

Name of transfer payment program: Commonwealth Secretariat (program funding approved by vote in Parliament)

Start date: September 28, 1965

End date: Ongoing

Type of transfer payment: Contribution

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2006–2007

Strategic outcome: Canada’s International Agenda – The international agenda is shaped to advance Canadian security, prosperity, interests and values.

Links to the organization’s programs: 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. Recipients are not required to repay funds obtained under this transfer payment program.

Results achieved: Greater adherence to Commonwealth values and principles, in particular those enunciated in the Commonwealth Charter;

More effective, efficient and equitable public governance;

Enhanced positive impact of social development;

Youth more integrated into and valued in political and development processes;

More inclusive economic growth and sustainable development; and

Strengthened resilience of small states and vulnerable states.

Performance information (dollars)
Type of Transfer Payment2015–16 Actual Spending2016–17 Actual Spending2017–18 Planned Spending2017–18 Total Authorities Available for Use2017–18 Actual Spending (Authorities Used)Variance (2017–18 Actual Minus 2017–18 Planned)
Total contributions:6,839,1705,839,5766,927,7566,927,7565,717,145-1,210,611
Total program:6,839,1705,839,5766,927,7566,927,7565,717,145-1,210,611

Comments on variances:

Variances between planned and actual amounts reflect fluctuating exchange rates, as Commonwealth invoices are issued in pounds sterling.

Audits completed or planned:

No audits have been conducted or are planned by Global Affairs Canada. The Commonwealth Secretariat’s Board of Governors, comprising representatives from member states, including Canada, receives an external annual audit report and acts on any opinions therein.

Evaluations completed or planned:

No evaluations have been conducted or are planned by Global Affairs Canada. The Commonwealth Secretariat has just entered into a new Strategic Plan for 2017–18 to 2020–21. No evaluation was scheduled for the 2017–18 fiscal year by the Secretariat.

Engagement of applicants and recipients:

Engagement is ongoing. For more details, visit The Commonwealth.

Counter-Terrorism Capacity Building Program

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

Start date: September 2005

End date: Ongoing

Type of transfer payment: Grants and contributions

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2011–12 (amended); 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.

Links to the organization’s programs: Program 3.1: International Security and Democratic Development / Sub-program 3.1.1: International Security and Threat Reduction

Description: The CTCBP provides 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.

Results achieved:

The CTCBP achieved its expected outcomes, as demonstrated by the following examples of results:

Performance information (dollars)
Type of Transfer Payment2015–16 Actual Spending2016–17 Actual Spending2017–18 Planned Spending2017–18 Total Authorities Available for Use2017–18 Actual Spending (Authorities Used)Variance (2017–18 Actual Minus 2017–18 Planned)
Total grants:8,642,7067,920,57913,970,0008,642,1238,642,123-5,327,877
Total contributions:16,700,52240,158,0708,222,56527,077,57127,077,57118,855,006
Total program:25,343,22848,078,64922,192,56535,719,69435,719,69413,527,129

Comments on variances: The CTCBP was able to reallocate funds internally to support priorities. In addition, the program accepted additional funds to support the whole-of-government strategy to combat Daesh, including Department of National Defence projects in the Middle East. As a result, the CTCBP’s actual spending was higher than originally planned.

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

Evaluations completed or planned: The CTCBP underwent a summative evaluation in 2014–15, which was approved in 2015–16; the results were published in May 2016. Divisional management action plans are ongoing in response to report recommendations.

Engagement of applicants and recipients: The CTCBP 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) (funding approved by vote in Parliament)

Start date: 1945

End date: Ongoing

Type of transfer payment: Contribution

Type of appropriation: Estimates

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.

Links to the organization’s programs: 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 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 Canada with a voice in the international community. Recipients are not required to repay funds obtained under this transfer payment program.

Results achieved:

For further details, please refer to FAO’s latest available Programme Implementation Report, which informs member states about the work carried out and the results achieved by the organization during the 2016–17 biennium.

Performance information (dollars)
Type of Transfer Payment2015–16 Actual Spending2016–17 Actual Spending2017–18 Planned Spending2017–18 Total Authorities Available for Use2017–18 Actual Spending (Authorities Used)Variance (2017–18 Actual Minus 2017–18 Planned)
Total contributions:19,022,92218,686,62219,379,79619,379,79618,462,600-917,196
Total program:19,022,92218,686,62219,379,79619,379,79618,462,600-917,196

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: 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 Markets Support Program

Name of transfer payment program: Global Markets Support Program (GMSP) (funding approved by vote in Parliament)

Start date: December 11, 2008

End date: Ongoing

Type of transfer payment: Contribution 

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2008–09 (updated in 2013–14 to add the Foreign Trade Zones – Marketing Program [FTZ-MP] and in 2015–16 to add the CanExport program)

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

Links to the organization’s programs: 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 GMSP harmonizes previously existing programs, a five-year foreign trade zone component and a five-year exports and trade component under one umbrella mechanism comprising the following:

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

Results achieved: Overall, results achieved from GMSP-funded activities are contributing to a stronger Canadian capacity to compete in the global economy, as evidenced by questionnaire responses showing that 82 percent of communities report an improved ability to better serve prospective investors, 84 percent of associations report that there are more Canadian companies involved in international business as a result of funded projects, and 63 percent of associations report that the funded projects resulted in foreign sales or contracts. Additionally, questionnaire responses revealed further evidence of ongoing research and development (R&D) collaboration with foreign partners, ongoing generation of foreign direct investment, and the creation or retention of jobs.

CanExport final reports for projects completed in 2017–2018 show that, at the time of completion and as a direct result of the project, over 56 percent of recipients had achieved an intermediate outcome, while another approximately 30 percent had already been able to achieve export sales in a new market (for an initial total of close to $60,000,000 to date for recipients who submitted their final report in fiscal year 2017–2018).

Going Global Innovation (GGI) recipients with projects approved and/or completed in 2017–2018 reported meeting a total of 800 foreign contacts, resulting in 69 signed R&D partnership agreements worth over $23.7 million.

Performance information (dollars)
Type of Transfer Payment2015–16 Actual Spending2016–17 Actual Spending2017–18 Planned Spending2017–18 Total Authorities Available for Use2017–18 Actual Spending (Authorities Used)Variance (2017–18 Actual Minus 2017–18 Planned)
Total contributions:6,256,12715,761,91217,955,85518,600,85516,292,328-1,663,527
Total program:6,256,12715,761,91217,955,85518,600,85516,292,328-1,663,527

Comments on variances: Projects funded by GMSP pillars are approved based on estimates; however, actual expenditures were lower in some cases. Actual spending for 2017–18 also included outstanding payable year-end payments; therefore, total spending for 2017–18 may be lower than reported in the above table.

Audits completed or planned: CanExport program 2017–18 audit completed.

Evaluations completed or planned: An evaluation was completed in February 2015. It concluded that the results of all sub-programs of the GMSP contributed to Canadian economic growth and prosperity, which can be calculated in the millions of dollars, far in excess of program costs. Note: the new Foreign Trade Zones – Marketing Program (FTZ-MP) and CanExport pillars were beyond the scope of the evaluation, and GGI was inactive at the time of the evaluation.

FTZ was discontinued at the end of fiscal year 2017–18.

A summative evaluation is planned for CanExport for 2018–19.

A formative evaluation is planned for all GMSP for 2019–20.

Engagement of applicants and recipients: The GMSP administers an annual recipient questionnaire, allowing recipients to provide direct feedback to program management. Although the questionnaire does not cover CanExport, final reports and annual snapshots are submitted by CanExport recipients to provide feedback and data on the results associated with their individual projects. The GMSP also seeks feedback from applicants and recipients through proactive outreach and through ongoing communications related to program delivery.

Grants and Contributions in Aid of Academic Relations

Name of transfer payment program: Grants and Contributions in Aid of Academic Relations (funding approved by vote in Parliament)

Start date: January 1, 1989

End date: Ongoing

Type of transfer payment: Grants and contributions

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2015–16

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

Links to the organization’s programs: 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 promoting democracy, the rule of law and human rights. Recipients are not required to repay grant funds obtained under this transfer payment program.

Results achieved:

Performance information (dollars)
Type of Transfer Payment2015–16 Actual Spending2016–17 Actual Spending2017–18 Planned Spending2017–18 Total Authorities Available for Use2017–18 Actual Spending (Authorities Used)Variance (2017–18 Actual Minus 2017–18 Planned)
Total grants:1,185,8251,045,3412,530,0001,640,4801,558,600-971,400
Total contributions:6,110,0966,131,5784,587,6275,827,1475,827,1471,239,520
Total program:7,295,9217,176,9197,117,6277,467,6277,385,747268,120

Comments on variances: The variance between planned and actual spending in 2017–18 was related to the identification of additional funding from elsewhere in the department that was provided to support approved but unfunded academic relations activities. Most of the funding was originally provided as grants, but since the majority of activities were more applicable to the characteristics of contributions, some grants were converted to contributions.

Audits completed or planned: An internal departmental audit of the International Education Strategy that includes some aspects of Grants and Contributions in Aid of Academic Relations was completed in 2016–17, and corrective measures have been applied based on the findings. There were also six recipient audits in 2017–18. All audits have showed complete compliance with the original agreements.

Evaluations completed or planned: The program is currently being evaluated within the framework of the evaluation of the International Education Strategy.

Engagement of applicants and recipients: The following took place in 2017–18: promotion of programs by 55 missions; weekly collaborations with non-governmental organizations; and participation in four education conferences and forums, one study tour, and one collaboration mission involving leaders of international academic institutions from the Americas coming to Canada.

International scholarships news releases - RSS feeds: 31

Alumni newsletters published in 2017–18: 1

International scholarships website statistics:

Visits: 1,841,027 (+39.25 percent)

New visitors: 1,274,886 (+11.76 percent)

Total pages viewed: 4,015,604 (+50.04 percent)

Direct traffic: 775,790 (+220 percent)

Average duration of each visit: 2 minutes, 26 seconds

Average number of pages viewed per visit: 2.18

Grants in Lieu of Taxes on Diplomatic, Consular and International Organizations’ Property in Canada

Name of transfer payment program: Grants 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

Type of transfer payment: Grant

Type of appropriation: Estimates

Fiscal year for terms and conditions: 1978–1979

Strategic outcome: Canada’s International Agenda – The international agenda is shaped to advance Canadian security, prosperity, interests and values.

Links to the organization’s programs: Program 1.2: Diplomacy, Advocacy and International Agreements / Sub-program 1.2.1: Bilateral and Regional Diplomacy and Advocacy

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

Results achieved:

Canada’s international commitments have been met, as measured by:

Performance information (dollars)
Type of Transfer Payment2015–16 Actual Spending2016–17 Actual Spending2017–18 Planned Spending2017–18 Total Authorities Available for Use2017–18 Actual Spending (Authorities Used)Variance (2017–18 Actual Minus 2017–18 Planned)
Total grants:13,804,94415,982,86015,854,00013,654,00013,523,934-2,330,066
Total program:13,804,94415,982,86015,854,00013,654,00013,523,934-2,330,066

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: An evaluation was completed during 2017–18. 

Engagement of applicants and recipients: N/A

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

Type of transfer payment: Contribution

Type of appropriation: Estimates

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.

Links to the organization’s programs: 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 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. Recipients are not required to repay funds obtained under this transfer payment program.

Results achieved:

Performance information (dollars)
Type of Transfer Payment2015–16 Actual Spending2016–17 Actual Spending2017–18 Planned Spending2017–18 Total Authorities Available for Use2017–18 Actual Spending (Authorities Used)Variance (2017–18 Actual Minus 2017–18 Planned)
Total contributions:14,706,13914,475,11516,628,75216,628,75215,666,577-962,175
Total program:14,706,13914,475,11516,628,75216,628,75215,666,577-962,175

Comments on variances: Assessed budgets of international organizations are negotiated outcomes, and Canada is legally bound by the final outcome of these negotiations. Contributions to the IAEA are assessed partially in euros and partially in U.S. dollars. As a result, regular currency fluctuations change the value of these contributions as expressed in Canadian dollars and result in variances between planned and actual spending. Canada must pay its assessed contributions in full, and depending on currency fluctuations this can be more or less than the planned amounts.

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 on an ongoing basis. The IAEA also appoints an external auditor to audit the IAEA’s accounts. The current external auditor is the Audit Board of Indonesia for the Agency’s 2018 financial year.

Canada’s representatives to the IAEA have access to all audit and financial reports produced by the various oversight bodies and presented to the Board of Governors or General Conference. Global Affairs Canada 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 conducts ongoing evaluations of IAEA programs and projects. Annual 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

Type of transfer payment: Contribution

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2017–18

Strategic outcome: Canada’s International Agenda – The international agenda is shaped to advance Canadian security, prosperity, interests and values.

Links to the organization’s programs: Program 1.2: Diplomacy, Advocacy, and International Agreements / Sub-program 1.2.3: Assessed Contributions to International Organizations

Description: The ICC 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. The Court’s expenses are funded primarily by assessed contributions from states parties. Recipients are not required to repay funds obtained under this transfer payment program.

Results achieved:

Performance information (dollars)
Type of Transfer Payment2015–16 Actual Spending2016–17 Actual Spending2017–18 Planned Spending2017–18 Total Authorities Available for Use2017–18 Actual Spending (Authorities Used)Variance (2017–18 Actual Minus 2017–18 Planned) 
Total contributions:10,078,2339,944,74112,408,61612,408,61611,146,732-1,261,884 
Total program:10,078,2339,944,74112,408,61612,408,61611,146,732-1,261,884 

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. There may also be currency fluctuations.

Audits completed or planned: N/A

Evaluations completed or planned: N/A

Engagement of applicants and recipients: Canada is an active participant in the ICC’s annual ASP 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 six other largest contributors to the ICC’s budget, continues to press for further budget efficiencies.

International Development Assistance

Name of transfer payment program: International Development Assistance

Start date: 2001–02

End date: Ongoing

Type of transfer payment: Grants and contributions

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2012–13

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

Links to the organization’s programs: Program 3.1: International Security and Democratic Development / Sub-program 3.1.2: Advancing Democracy, Human Rights, Freedom, and the Rule of Law 

Program 3.2: International Development / Sub-program 3.2.1: Sustainable Economic Growth / Sub-program 3.2.2: Children and Youth, including Maternal, Newborn and Child Health / Sub-program 3.2.3: Food Security / Sub-program 3.2.4: Multisector Assistance, Social Development, and Development Engagement 

Program 3.3: International Humanitarian Assistance / Sub-program 3.3.1: Humanitarian Programming / Sub-program 3.3.2: Partners for Humanitarian Assistance

Description: 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). 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. Global Affairs Canada 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, Global Affairs Canada’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 2017–18, Global Affairs Canada continued to support Canada’s engagement in developing 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. In 2017–18, Canada’s humanitarian assistance worked to reduce suffering and save lives in populations experiencing humanitarian crises through its policy dialogue, advocacy and humanitarian programming, including institutional support to key humanitarian partners. Please consult Strategic Outcome 3 of the Departmental Results Report for more information on Global Affairs Canada’s international development programs and performance results.

Performance information (dollars)
Type of Transfer Payment2015–16 Actual Spending2016–17 Actual Spending2017–18 Planned Spending2017–18 Total Authorities Available for Use2017–18 Actual Spending (Authorities Used)Variance (2017–18 Actual Minus 2017–18 Planned)
Program:International Security and Democratic Development
Grants:65,683,54698,071,82488,590,81751,401,36151,401,361-37,189,456
Contributions:71,953,65872,475,92342,197,32771,880,09671,880,09629,682,769
Total program:137,637,204170,547,747130,788,144123,281,457123,281,457-7,506,687
Program: International Development
Grants:1,220,187,9951,022,664,7581,367,079,9461,167,378,5771,167,378,577-199,701,369
Contributions:871,321,9501,086,945,683654,319,7371,138,686,3471,126,186,147471,866,410
Total program:2,091,509,9452,109,610,4412,021,399,6832,306,064,9242,293,564,724272,165,041
Program: International Humanitarian Assistance
Grants:677,494,004819,857,783698,685,2651,018,714,571863,824,571165,139,306
Contributions:17,129,30517,026,73320,082,71021,908,02721,908,0271,825,317
Total program:694,623,309836,884,516718,767,9751,040,622,598885,732,598166,964,623
Total grants:1,963,365,545 1,940,594,365 2,154,356,028 2,237,494,509 2,082,604,509 -71,751,519
Total contributions:960,404,913 1,176,448,339 716,599,774 1,232,474,470 1,219,974,270 503,374,496
Total:2,923,770,458 3,117,042,704 2,870,955,802 3,469,968,979 3,302,578,779 431,622,977

Comments on variances:

3.1 International Security and Democratic Development: Actual spending was $7.5 million lower than planned spending. The variance is attributable to a transfer of resources within the international development assistance program activities to respond to crisis in Iraq and Syria and the impact on the regions.

3.2 International Development: Actual spending was $272.2 million higher than planned spending. The variance is mainly attributable to funding received through the 2017-18 Supplementary Estimates to support developing countries address the impact of climate change, to support the Global Fund to Fight AIDS, Tuberculosis and Malaria, as well as funding received for the International Assistance Envelope to support Canada’s international assistance priorities aligned with the Feminist International Assistance Policy (Budget 2017). These funds were reduced by the transfer to the International Security and Democratic Development Program Activity required for the Peace and Stabilization Operations Program.

3.3 International Humanitarian Assistance: Actual spending was approximately $167 million higher than planned spending. The variance is attributable to funding received to respond to the increased humanitarian needs of people affected by the Rohingya crisis, famine situations (Yemen, Nigeria, South Sudan, Somalia and neighbouring countries) and the drought in the Sahel.

Audits completed or planned:

The following audits were completed during the 2017–18 fiscal year:

The following audits were completed during the 2017–18 fiscal year and the 2018–19 fiscal year (July 2017 to June 2018):

The following audits are being performed during the 2018–19 fiscal year:

Evaluations completed or planned:

The following evaluations were initiated or completed during the 2017-18 fiscal year:

Engagement of applicants and recipients: Please refer to Strategic Outcome 3 of the Departmental Results Report 2017–18.

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

Type of transfer payment: Other

Type of appropriation: Statutory Authority (Payments to International Financial Institutions – Direct Payments)

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.

Links to the organization’s programs: Program 3.1: International Security and Democratic Development / Sub-program 3.1.2: Advancing Democracy, Human Rights, Freedom, and the Rule of Law

Program 3.2: International Development / Sub-program 3.2.1: Sustainable Economic Growth / Sub-program 3.2.2: Children and Youth, including Maternal, Newborn and Child Health / Sub-program 3.2.3: Food Security / Sub-program 3.2.4: Multisector Assistance, Social Development, and Development Engagement

Program 3.3: International Humanitarian Assistance / Sub-program 3.3.1: Humanitarian Programming / Sub-program 3.3.2: Partners for Humanitarian Assistance

Description: International financial institutions such as the regional development banks (including the African Development Bank, the Asian Development Bank, the Caribbean Development Bank and the Inter-American Development Bank) provide loans and grants for the long-term development needs of developing member countries. Payments to IFIs are made in accordance with paragraphs 3(a) and 3(c) and section 12 of the International Development (Financial Institutions) Assistance Act. These include direct payment to the institutions to enable the IFIs to finance their concessional funding windows for assistance to the poorest developing countries and the purchase of shares of these institutions to finance non-concessional lending. Recipients are not required to repay funds obtained under this transfer payment program.

Results achieved: The multilateral development banks play an important role in advancing sustainable economic growth and fighting poverty. For example, in 2017, Canada’s core contributions to the regional development banks (RDBs) helped build or upgrade 7,100 km of roads in Asia and the Pacific, increasing mobility and connectivity for millions of people in the region’s developing member countries. Canada’s contribution to the Asian Development Bank also helped connect 2,683,000 households to electricity, provide new or improved water supply to 205,000 households and reduce greenhouse gas emission in the region by 4,100,000 tons of carbon dioxide equivalent per year.

Canada’s core contribution to the African Development Bank (AfDB) has helped improve access to electricity to 51 percent of the population in Africa. New or improved access to water and sanitation reached 8.3 million people and better access to education benefited 500,000 people, mostly women. AfDB interventions in agriculture have benefited 8.5 million people, of whom 4.1 million are women, and land with improved water management also increased.

Through core contributions to the Caribbean Development Bank, 108,000 people benefited from safer, more rapid transit on account of the 59 km of roads built or upgraded. Investments in education and training resulted in the construction of 243 additional classrooms, benefiting 24,000 students. At the same time, water-related projects enabled 16,000 households to access improved water and sanitation services.

Because of Canada’s contributions to the Inter-American Development Bank, 3.9 million metric tons of annual CO2 emissions are expected to be avoided due to programs and projects approved in 2017, including through the installation of 2,600 megawatts of power generation capacity (100% renewable) in the region.

Performance information (dollars)
Type of Transfer Payment2015–16 Actual Spending2016–17 Actual Spending2017–18 Planned Spending2017–18 Total Authorities Available for Use2017–18 Actual Spending (Authorities Used)Variance (2017–18 Actual Minus 2017–18 Planned)
ProgramInternational Security and Democratic Development
Total other transfer payments227,55500000
Total program227,55500000
ProgramInternational Development
Total other transfer payments:285,143,675240,772,641227,048,000232,251,950232,251,9505,203,950
Total program285,143,675240,772,641227,048,000232,251,950232,251,9505,203,950
ProgramInternational Humanitarian Assistance
Total other transfer payments2,168,72500000
Total program2,168,72500000
Total other transfer payments287,539,955240,772,641227,048,000232,251,950232,251,9505,203,950

Comments on variances: The variance can be explained by the in-year increase of 5 percent in payments to the African Development Bank, which was not planned at the beginning of the fiscal year.

Audits completed or planned: The Regional Development Banks (RDB) regularly conduct audits of their programming that are shared with Global Affairs Canada in its capacity as shareholder and member of the governing body of these institutions.

Evaluations completed or planned: All IFIs have independent evaluation units that conduct systematic project and program evaluations, which are published on their websites.

External evaluations by the Multilateral Organisation Performance Assessment Network (MOPAN) were carried out in the period covering up to mid-2017 for the Asian Development Bank.

Engagement of applicants and recipients: The recipients of RDB programming are mostly developing country governments, which must request the programming. The RDBs work closely with the governments to ensure that their programming is in line with each government’s development priorities and that project beneficiaries are consulted in the design of the project. All RDBs have in place environment and social safeguard policies to reduce and mitigate negative environmental and social consequences of the projects.

International Labour Organization

Name of transfer payment program: International Labour Organization (ILO) (program funding approved by vote in Parliament)

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

End date: Ongoing

Type of transfer payment: Contribution

Type of appropriation: Estimates

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.

Links to the organization’s programs: 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 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:

For detailed information about the ILO’s planning, reporting and results, please see the ILO’s Programme and Budget and the ILO’s Performance Measurement Framework.

Performance information (dollars)
Type of Transfer Payment2015–16 Actual Spending2016–17 Actual Spending2017–18 Planned Spending2017–18 Total Authorities Available for Use2017–18 Actual Spending (Authorities Used)Variance (2017–18 Actual Minus 2017–18 Planned)
Total contributions:14,827,27714,835,87715,618,79815,618,79814,398,848-1,219,950
Total program:14,827,27714,835,87715,618,79815,618,79814,398,848-1,219,950

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

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

Type of transfer payment: Contribution 

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2011–12 (amended)

Strategic outcome: Canada’s International Agenda — The international agenda is shaped to advance Canadian security, prosperity, interests and values.

Links to the organization’s programs: 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 flows from its membership in NATO under the 1949 North Atlantic Treaty. Canada’s contribution furthers its foreign policy goals by funding the administrative budget of NATO, an international organization vital to Canadian defence and security interests. NATO was designed to promote the stability of the North Atlantic area and to safeguard the freedom and security of its people by political and military means, based on the principles of democracy, individual liberty and international law. NATO accounts are subject to annual audit by the International Board of Auditors (IBAN) for NATO. Since September 1, 2014, and through a voluntary national contribution, Canada has a representative on the IBAN for a four-year period. Recipients are not required to repay funds obtained under this transfer payment program.

Results achieved:

Performance information (dollars)
Type of transfer payment2015–16 Actual spending2016–17 Actual spending2017–18 Planned spending2017–18 Total authorities available for use2017–18 Actual spending (authorities used)Variance (2017–18 actual minus 2017–18 planned)
Total contributions:36,637,47924,914,55825,156,12725,615,62225,615,622459,495
Total program:36,637,47924,914,55825,156,12725,615,62225,615,622459,495

Comments on variances: Exchange rate fluctuations continue to have a significant impact on the actual spending versus the planned spending. Also, the 2017-18 actual spending was higher than expected due to changes in the NATO Civil Budget.

Audits completed or planned:

Audits Completed in 2017–18: The following elements are funded in whole or in part by the NATO Civil Budget and were completed in 2017–18.

Financial and Compliance Audits:

The following elements are funded in whole or in part by the NATO Civil Budget and were “in progress” during fiscal year 2017–18.

Financial and Compliance Audits:

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

Type of transfer payment: Contribution

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2011–12 (amended)

Strategic outcome: Canada’s International Agenda – The international agenda is shaped to advance Canadian security, prosperity, interests and values.

Links to the organization’s programs: Program 1.2: Diplomacy, Advocacy, and International Agreements / Sub-program 1.2.3: Assessed Contributions to International Organizations

Description: The mission of the OECD is to promote policies that will improve the economic and social well-being of people around the world. The OECD works with governments to understand what drives economic, social and environmental change, measures productivity and global flows of trade and investment, analyzes and compares data to predict future trends, and sets international standards on a wide range of areas, from agriculture and tax to the safety of chemicals.

The OECD’s planning, budgeting and management are all organized on an output-based system. Outputs are tracked by the Secretariat and are assessed for quality and impact by member countries in the Programme Implementation Report (PIR). The member country assessments in the PIR are further considered by national delegates to OECD committees and by the Secretariat with a view to improving performance and setting priorities in the subsequent biennial program of work. Recipients are not required to repay funds obtained under this transfer payment program.

Results achieved:

Performance information (dollars)
Type of Transfer Payment2015–16 Actual Spending2016–17 Actual Spending2017–18 Planned Spending2017–18 Total Authorities Available for Use2017–18 Actual Spending (Authorities Used)Variance (2017–18 Actual Minus 2017–18 Planned)
Total contributions:14,503,00813,970,17214,568,99114,747,48614,747,486178,495
Total program:14,503,00813,970,17214,568,99114,747,48614,747,486178,495

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 OECD’s 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 because the exchange rate for the euro fluctuates and because the end of the fiscal year differs from the due date for the assessed contributions.

Audits completed or planned: Financial audits are performed annually by external auditors, and the reports are reviewed by members through the Audit Committee, the Budget Committee and the Council. Performance audits are performed annually by both internal and external auditors; the reports are reviewed by the Audit Committee and subsequently provided to members. Executive summaries are available on the OECD website. For more information, see OECD Internal Audit and Evaluation

Evaluations completed or planned: Evaluations of OECD committees are performed annually, based on a five-year cycle, by internal evaluators, and the reports are reviewed by members through both the Evaluation Committee and the Executive Committee. For more information, see OECD Internal Audit and Evaluation.

Engagement of applicants and recipients: N/A

Organisation internationale de la Francophonie

Name of transfer payment program: Organisation internationale de la Francophonie (OIF) (program funding approved by vote in Parliament)

Start date: March 9, 1972

End date: Ongoing

Type of transfer payment: Contribution 

Type of appropriation: Estimates

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.

Links to the organization’s programs: 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 International Organization of La Francophonie (OIF) is a legally binding obligation of membership. The purpose of Canada’s membership is to promote Canadian values (e.g. cultural and linguistic diversity, democracy, human rights, gender equality, and good governance) and interests; to further the Government of Canada’s foreign policy objectives related to international peace, security, development and prosperity; and to enhance relationships among the 84 La Francophonie states and governments. The OIF is not required to repay funds obtained under this transfer payment program.

Results achieved:

Performance information (dollars)
Type of transfer payment2015–16 Actual spending2016–17 Actual spending2017–18 Planned spending2017–18 Total authorities available for use2017–18 Actual spending (authorities used)Variance (2017–18 actual minus 2017–18 planned)
Total contributions:15,742,90116,813,96315,044,53215,278,12115,278,121233,589
Total program:15,742,90116,813,96315,044,53215,278,12115,278,121233,589

Comments on variances: Spending for 2017–18 represents part of the amount anticipated to be paid to the OIF in 2017 and part of the amount to be paid in 2018. The actual spending amount represents the payments made in 2017–18, which consist of the second and final portion of Canada’s statutory payment to the OIF for 2017 and the first portion of the statutory payment to the OIF for 2018. Another factor explaining the difference between planned and actual spending is the difference in the exchange rate at the time the planned amount in euros was calculated in Canadian dollars and the time payments were actually made. In addition, between 2015 and 2018, assessed contributions have been rising annually by 1.5%.

Audits completed or planned: No audits have been conducted or were planned by Global Affairs Canada in 2017–18. The OIF has an external auditor that presents the audit reports every year; the report for 2017 was the last to be released. In 2014–15, Canada assisted the OIF in strengthening the internal audit function.

Evaluations completed or planned: The final report of the Evaluation of Canada’s Participation in the OIF between 2009 and 2015 has been presented to the Performance Measurement and Evaluation Committee. Its current status is complete but not yet approved. This evaluation is consistent with the 2009 Treasury Board Policy on Evaluation and with the Financial Administration Act.

Engagement of applicants and recipients: Every year, the administrator of the OIF presents a review of the organization and its programming activities to the OIF’s members. Programming achievements for 2017–18 will be presented in fall 2018 as part of the OIF’s annual report on progress for its 2015–18 programming.

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

Type of transfer payment: Contribution

Type of appropriation: Estimates

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.

Links to the organization’s programs: Program 1.2: Diplomacy, Advocacy, and International Agreements / Sub-program 1.2.3: Assessed Contributions to International Organizations

Description: The OAS was established in order to achieve among its member states an order of peace and justice, to promote their solidarity, to strengthen their collaboration, and to defend their sovereignty, territorial integrity and independence. The OAS is composed of 35 member states of the Americas and constitutes the main political, juridical and social governmental forum in the hemisphere. In addition, it has granted permanent observer status to 69 states, as well as to the European Union. The OAS effectively implements its objectives using an approach based on the following four pillars: democracy, human rights, security and development. Recipients are not required to repay funds obtained under this transfer payment program.

Results achieved:

The Terms and Conditions governing this transfer payment do not specify the performance measures and indicators. 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 of and compliance with policies, rules and practices established by the General Secretariat. Reports are produced and approved annually.

Performance information (dollars)
Type of Transfer Payment2015–16 Actual Spending2016–17 Actual Spending2017–18 Planned Spending2017–18 Total Authorities Available for Use2017–18 Actual Spending (Authorities Used)Variance (2017–18 Actual Minus 2017–18 Planned)
Total contributions:11,959,82211,535,39811,852,03911,852,03910,138,174-1,713,865
Total program:11,959,82211,535,39811,852,03911,852,03910,138,174-1,713,865

Comments on variances: The variance is attributed to Canada’s regular fund quota assessment for the year and to U.S. dollar exchange rates at the time of payment. Canada’s regular fund quota assessment was 9.801 percent of the OAS regular budget for the 2017 and 2018 calendar years.

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.

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

Type of transfer payment: Contribution

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2017–18

Strategic outcome: Canada’s International Agenda – The international agenda is shaped to advance Canadian security, prosperity, interests and values.

Links to the organization’s programs: 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 OSCE is an obligation arising from its membership in 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, democratization, fragile states, conflict prevention, crisis management, mediation, post-conflict development and arms control. This is achieved through funding for OSCE operations; Permanent Council meetings and working groups; policy conferences and expert workshops; and on-the-ground mediation, social betterment and capacity-building programs implemented by the OSCE Secretariat, autonomous institutions and field missions.

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—as well as the politically binding Vienna Document. Recipients are not required to repay funds obtained under this transfer payment program.

Results achieved:

Performance information (dollars)
Type of Transfer Payment2015–16 Actual Spending2016–17 Actual Spending2017–18 Planned Spending2017–18 Total Authorities Available for Use2017–18 Actual Spending (Authorities Used)Variance (2017–18 Actual Minus 2017–18 Planned)
Total contributions:17,792,56320,289,81317,691,75518,312,76318,312,763621,008
Total program:17,792,56320,289,81317,691,75518,312,76318,312,763621,008

Comments on variances: The OSCE budget is assessed in euros and per calendar year. The variance of $621,008 is due to (1) contributions assessed in 2018 to fund long-range unmanned aerial vehicles for the Special Monitoring Mission to Ukraine, plans for which were not in place at the time of the Government of Canada’s fiscal planning exercises for 2017–18; and (2) significant variations in the exchange rate between the Canadian dollar and the euro.

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. The OSCE financial report and financial statements for the 2017 calendar year, as reviewed by the external auditor, will be available on the OSCE website when completed.

Evaluations completed or planned: N/A

Engagement of applicants and recipients: N/A

Pan-American Health Organization

Name of transfer payment program: Pan American Health Organization (PAHO) (program funding approved by vote in Parliament)

Start date: July 2008

End date: Ongoing

Type of transfer payment: Contribution

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2013–14

Strategic outcome: Canada’s International Agenda – The international agenda is shaped to advance Canadian security, prosperity, interests and values.

Links to the organization’s programs: Program 1.2: Diplomacy, Advocacy, and International Agreements / Sub-program 1.2.3: Assessed Contributions to International Organizations

Description: Objective: Comply with Canada’s obligation, as a member state of PAHO, to provide funding for the Organization to advance its public health work in the Americas. The program enables Canada to protect the health of Canadians by advancing global and regional health and foreign policy priorities, and by contributing to the security of the Americas region.

Intervention methods: Membership in PAHO enables Canada to: (1) protect the health of Canadians; (2) advance Canada’s health priorities through effective and timely management of health emergencies and outbreaks in the region; (3) collaborate on the development of guidelines and sharing of health information and public health intelligence; and (4) build capacity in the Americas region to uphold international norms and standards through comparative policy analysis, collaboration and sharing of best practices.

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

Results achieved: Protected the health of Canadians by contributing to the security of the Americas region;

Canada’s influence and interests in the Americas region—with respect to policies, good governance, transparency and accountability—were advanced; and

Canadian-based values related to health, as well as successes on key policies such as universal health coverage, were disseminated.

Performance information (dollars)
Type of Transfer Payment2015–16 Actual Spending2016–17 Actual Spending2017–18 Planned Spending2017–18 Total Authorities Available for Use2017–18 Actual Spending (Authorities Used)Variance (2017–18 Actual Minus 2017–18 Planned)
Total contribution:013,781,62713,392,76613,392,76612,399,672-993,094
Total program:013,781,62713,392,76613,392,76612,399,672-993,094

Comments on variances: Canada’s annual assessed contribution for PAHO is calculated in U.S. dollars and disbursed in Canadian funds. Variances between planned and actual spending are related to fluctuating currency exchange rates.

Audits completed or planned: N/A

Evaluations completed or planned: Last completed evaluation: 2013–14

Next planned evaluation: 2018–19

Engagement of applicants and recipients: As a member of PAHO, Canada sits on the Directing Council as a voting member, thereby influencing the direction of PAHO’s work, as well as the use of its budgets.

Peace and Stabilization Operations Program

Name of transfer payment program: Peace and Stabilization Operations Program (PSOPs) (program funding approved by vote in Parliament)

Start date: 2016

End date: Ongoing policy authority and funding. Renewed funding authorities beyond March 31, 2019, subject to Treasury Board approval.

Type of transfer payment: Grants and contributions

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2017–2018

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

Links to the organization’s programs: Program 3.1: International Security and Democratic Development / Sub-Program 3.1.1: International Security and Threat Reduction

Description: The Peace and Stabilization Operations Program (PSOPs) is the Government of Canada’s platform for conflict prevention, stabilization and peace-building. It engages in fragile and conflict-affected states, leveraging resources of and partnerships with multilateral institutions and like-minded nations. It conducts its work through policy expertise, support to multilateral institutions, programming and deployments. Until spring 2018, PSOPs had three lines of work:

  1. Provide policy leadership and advocacy, to contribute a strong Canadian voice that can influence and shape dialogue and collective action among allies and partners, particularly at the UN, in areas of Canadian interests, and to enhance collective action on conflict and state fragility;
  2. Deliver effective, whole-of-government coordination and policy coherence to ensure that various conflict and crisis responses across the Government of Canada are rapidly implemented and mutually reinforcing when addressing complex political crises and catastrophic natural disasters abroad in order to maximize the impact of Canadian responses; and
  3. Provide visible and concrete assistance in response to conflicts and crises abroad through targeted programming, the deployment of Canadian police officers (in partnership with Public Safety Canada and the Royal Canadian Mounted Police) and civilian personnel, and direct support to the UN and multilateral peace operations, conflict prevention, mediation, and peace-building efforts. As of spring 2018, the responsibility for the whole-of government coordination of natural disasters was transferred to Global Affairs Canada’s International Humanitarian Bureau. In view of this structural change, the 2017–2018 fiscal year is the last year in which PSOPs reports results related to coordination of natural disasters.

Results achieved:

In 2017–18, PSOPs, in cooperation with its many partners, advanced the rule of law, access to justice, and more transparent and accountable public institutions that support peace and effective security systems in fragile and conflict-affected states, including Afghanistan, Colombia, Haiti, Iraq, Jordan, Lebanon, Mali and the Sahel region, Myanmar, Syria and Ukraine. Canada’s National Action Plan on Women, Peace and Security (2017–22) puts women and girls at the centre of efforts to prevent and resolve conflict because the empowerment of women and girls is one of the most effective approaches for Canada to reduce poverty and build a more inclusive, peaceful and prosperous world. Moreover, the Elsie Initiative for Women in Peace Operations was launched at the 2017 Vancouver Peacekeeping Defence Ministerial. It is an innovative pilot project that aims to catalyze transformational change in increasing women’s meaningful participation in United Nations peace operations in uniformed military and police roles. 

Improved prevention of, stabilization during, and recovery from conflicts and crises for beneficiaries in states where Canada engages.

Improved responses by the Government of Canada to conflicts, crises and natural disasters in states where Canada engages.

PSOPs-specific data on indicators related to enhanced collective action by partners in Canadian priority areas related to conflicts, crises and natural disasters were not available for the 2017–18 fiscal year. However, PSOPs contributes to the results achieved under Program 1.2, which are reflected in the 2017–18 Departmental Results Report.

Performance information (dollars)
Type of transfer payment2015–16 Actual spending2016–17 Actual spending2017–18 Planned spending2017–18 Total authorities available for use2017–18 Actual spending (authorities used)Variance (2017–18 actual minus 2017–18 planned)
Total grants:44,581,736133,985,518140,000,000142,733,211142,733,2112,733,211
Total contributions:58,161,62640,638,72143,800,000110,171,517110,127,78766,327,787
Total program:102,743,362174,624,239183,800,000252,904,728252,860,99869,060,998

Comments on variances: PSOPs successfully programmed and disbursed its transfer payment funding allotment. The variances in spending are largely due to government commitments above the Program’s existing funding, such as commitments to Global Affairs Canada’s Middle East Strategy and providing support to the Afghan National Defence and Security Forces.

Audits completed or planned: PSOPs did not require an audit during the 2017–18 fiscal year.

Evaluations completed or planned: No evaluation was completed during the 2017–18 fiscal year. In accordance with the rolling five-year evaluation plan, an evaluation of PSOPs will be conducted in 2020–2021.

Engagement of applicants and recipients: In 2017, PSOPs received 86 initial project applications and approved 63 new initiatives.

PSOPs project officers conducted 38 scoping and monitoring missions to Iraq, Ukraine, Haiti, Myanmar, Mali, Colombia, Philippines and South Sudan, to name a few. The objective of these missions was to meet with relevant domestic and international organizations and government officials to discuss potential projects and to monitor ongoing project performance.

Missions included consultations with multilateral organizations, government officials and civil society actors. A total of 34 out of 38 (89 percent) of missions included meetings with women’s groups and, where possible, women’s ministries.

Five scoping and monitoring missions were conducted specifically in support of the Canadian Police Arrangement and included meetings with relevant domestic and international organizations and government officials, including women’s groups. These missions covered countries such as Ukraine and Iraq, as well as the UN Headquarters in New York, and involved meetings with UN Women and the UN Police Division.

Projects and Development Activities Resulting from La Francophonie Summits

Name of transfer payment program: Projects and development activities resulting from La Francophonie summits (program funding approved by vote in Parliament)

Start date: March 9, 1979

End date: Ongoing

Type of transfer payment: Contribution

Type of appropriation: Estimates

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.

Links to the organization’s programs: Program 1.2 Diplomacy, Advocacy, and International Agreements / Sub-Program 1.2.3 Assessed Contributions to International Organizations

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

Results achieved:

Performance information (dollars)
Type of transfer payment2015–16 Actual spending2016–17 Actual spending2017–18 Planned spending2017–18 Total authorities available for use2017–18 Actual spending (authorities used)Variance (2017–18 actual minus 2017–18 planned)
Total contributions:8,300,0007,829,9498,000,0008,202,5008,202,500202,500
Total program:8,300,0007,829,9498,000,0008,202,5008,202,500202,500

Comments on variances: Since fiscal year 2012–13, this program provides $7.5 million in voluntary funding to the OIF and its institutions and $0.8 million in financial support to the Government of New Brunswick, for a total of $8.3 million. Since the funding for this program is fixed at $8 million, it receives $0.3 million annually in supplementary funding from other Global Affairs Canada funds, as illustrated in the ‘’actual spending’’ column for 2015-16.  

In 2017–18, this supplementary funding of $0.3 million was not fully required since the OIF and its institutions received only part of their funding ($7,402,500 of Canada’s planned $7.5 million voluntary contribution). The voluntary contribution that the OIF and its institutions receive is based on their implementation rate over the fiscal year. Due to these circumstances, the actual spending for 2017–18 amounted to $8,202,000 instead of $8.3 million.

Audits completed or planned: No audits have been conducted nor were planned by Global Affairs Canada in 2017–18. The OIF has an external auditor that presents audit reports every year. The report for 2017 has been released. In 2014–15, Canada assisted the OIF in strengthening its internal audit function.

Evaluations completed or planned: The final report of the Evaluation of Canada’s Participation in the OIF between 2009 and 2015 has been presented to the Performance Measurement and Evaluation Committee. Its current status is complete but not yet approved. This evaluation is consistent with the 2009 Treasury Board Policy on Evaluation and with the Financial Administration Act.

Engagement of applicants and recipients: Every year, the Administrator of the OIF presents a review of the organization and its programming activities to its members. Programming achievements for 2017–18 will be presented in fall 2018 as part of the OIF’s 2018 Progress Report on programming. OIF members have access to the 2017 Progress Report on programming.

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 inception.

End date: Ongoing

Type of transfer payment: Contribution

Type of appropriation: Estimates

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.

Links to the organization’s programs: 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:

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

Performance information (dollars)
Type of Transfer Payment2015–16 Actual Spending2016–17 Actual Spending2017–18 Planned Spending2017–18 Total Authorities Available for Use2017–18 Actual Spending (Authorities Used)Variance (2017–18 Actual Minus 2017–18 Planned)
Total contributions:13,182,41211,591,06113,344,41713,344,41712,272,274-1,072,143
Total program:13,182,41211,591,06113,344,41713,344,41712,272,274-1,072,143

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, consult UNESCO’s audit 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

Type of transfer payment: Contribution 

Type of appropriation: Estimates

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.

Links to the organization’s programs: 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 United Nations is a legally binding obligation of membership. The purpose of membership is to further the Government of Canada’s foreign policy goals related to international peace, security and development and provide it with a voice in the international community. Assessed contributions are used to finance the organization’s programs to attain 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:

The UN’s program and budget, which set out the strategic objectives and expected outcomes for the organization’s work, are approved every two years by the UN General Assembly. For further information, please visit the website of the UN.

Performance information (dollars)
Type of Transfer Payment2015–16 Actual Spending2016–17 Actual Spending2017–18 Planned Spending2017–18 Total Authorities Available for Use2017–18 Actual Spending (Authorities Used)Variance (2017–18 Actual Minus 2017–18 Planned)
Total contributions:107,815,896100,964,605123,405,594122,937,02591,383,841-32,021,753
Total program:107,815,896100,964,605123,405,594122,937,02591,383,841-32,021,753

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 more than 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 Germany, India and Tanzania. For more information, please see the UN Board of Auditors’ Reports.

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 inception.

End date: Ongoing

Type of transfer payment: Contribution

Type of appropriation: Estimates

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.

Links to the organization’s programs: Program 1.2: Diplomacy, Advocacy, and International Agreements / Sub-program 1.2.3: Assessed Contributions to International Organizations

Description: United Nations peacekeeping operations help countries torn by conflict create the conditions for lasting peace. In addition to maintaining peace and security, peacekeepers are increasingly charged with assisting in political processes, reforming judicial systems, training law enforcement and police forces, disarming and reintegrating former combatants, and supporting the return of internally displaced persons and refugees. 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:

Performance information (dollars)
Type of Transfer Payment2015–16 Actual Spending2016–17 Actual Spending2017–18 Planned Spending2017–18 Total Authorities Available for Use2017–18 Actual Spending (Authorities Used)Variance (2017–18 Actual Minus 2017–18 Planned)
Total contributions:323,932,304259,066,333289,915,299301,315,299248,147,108-41,768,191
Total program:323,932,304259,066,333289,915,299301,315,299248,147,108-41,768,191

Comments on variances: The assessed budgets for UN peacekeeping operations are negotiated outcomes of the UN’s 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 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, 31 completed missions and the six special-purpose accounts, namely, the Peacekeeping Reserve Fund, the support account for peacekeeping operations, the United Nations Logistics Base at Brindisi, Italy, including the Global Service Centre, the peacekeeping cost recovery fund and the employee benefits funds. For more information, please see the UN Board of Auditors’ Report.

Evaluations completed or planned: N/A

Engagement of applicants and recipients: N/A

Weapons Threat Reduction Program

Name of transfer payment program: Weapons Threat Reduction Program (formerly Global Partnership Program)

Start date: April 1, 2018

End date: Ongoing

Type of transfer payment: Grants and contributions

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2018–19 (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.

Links to the organization’s programs: Program 3.1: International Security and Democratic Development / Sub-Program 3.1.1: International Security and Threat Reduction

Description: The Weapons Threat Reduction Program (WTRP), which was established in 2002, is part of a suite of complementary security and stabilization programs at Global Affairs Canada. The program aims to prevent, detect and respond to a range of threats posed by weapons and materials of mass destruction by, inter alia, securing and destroying dangerous chemical, biological, radiological, and nuclear (CBRN) materials; protecting and/or enhancing vulnerable physical infrastructure; strengthening global networks and supporting international initiatives such as the Nuclear Security Summit process and Global Health Security Agenda; and building partner capacity to meet international obligations set out in UN Security Council Resolution 1540 against weapons of mass destruction proliferation.

The WTRP has five priority areas:

  1. nuclear/radiological security;
  2. biological security;
  3. chemical weapons;
  4. UN Security Council Resolution 1540 implementation; and
  5. a newly added capacity to provide financial support to international treaties in the area of conventional weapons, including landmines, cluster munitions, and small arms and light weapons. Since 2002, the WTRP has delivered more than $1.3 billion in weapons threat reduction projects. In 2018, the WTRP was renewed on an ongoing basis with ongoing funding levels consistent with those of the previous mandate (approximately $73.4 million per year).

Results achieved:

Performance Information (dollars)
Type of transfer payment2015–16 Actual spending2016–17 Actual spending2017–18 Planned spending2017–18 Total authorities available for use2017–18 Actual spending (authorities used)Variance (2017–18 actual minus 2017–18 planned)
Total grants:18,286,08314,870,27820,550,00017,453,41017,072,053-3,477,947
Total contributions:29,968,95846,361,34142,940,00047,552,69347,552,6934,612,693
Total program:48,255,04161,231,61963,490,00065,006,10364,624,7461,134,746

Comments on variances:

The WTRP transferred approximately $1.2 million to other security programming divisions that were experiencing funding gaps in order for them to implement their specific mandates.

Audits completed or planned:

The WTRP participates in the department’s recipient audit process for grants and contributions programs, which adopts a risk-based approach to auditing selected recipients.

OrganizationsAudited periodAudited amountFirmsStatus
Global Emerging Pathogens Treatment ConsortiumMarch 3, 2016, to Sept 30, 2016$263,178Welch LLPCompleted
The Royal United Services InstituteMarch 14, 2016, to March 31, 2017$294,630Welch LLPCompleted
Global Emerging Pathogens Treatment ConsortiumJuly 1, 2016, to September 30, 2016$129,821Welch LLPCompleted
U.S. Civilian Research and Development Foundation__________________Samson& AssociatesAudit was planned, but not completed.
U.S. Civilian Research and Development FoundationOctober 31, 2016, to March 15, 2018US $691,525Welch LLPCurrently being audited; set to be completed by December 2018.

Evaluations completed or planned: The WTRP underwent a formative evaluation in FY 2014–15, for which a report was approved in FY 2015–16 and a summative evaluation in FY 2017–18. The results for the former were published in 2016, and the latter in 2018. The evaluations found a continuing need for the program to address significant ongoing threats from weapons of mass destruction proliferation in the areas of CBRN security, as well as the need for longer-term planning and better reporting on results. These recommendations are being addressed.

Engagement of applicants and recipients: The WTRP engages continuously with the 31 active-member Global Partnership Against the Spread of Weapons and Materials of Mass Destruction to identify global needs and, as current Chair, conducts matchmaking linkages between potential donors and recipients. The WTRP also engages with relevant multilateral institutions (e.g. International Atomic Energy Agency, World Health Organization, Organisation for the Prohibition of Chemical Weapons, INTERPOL, UN) to identify and engage potential partners. In addition, the WTRP uses the Government of Canada’s global network of missions to identify potential project initiatives and undertakes targeted outreach and assessment missions to countries identified through its regular priority-setting exercise. The WTRP also engages with other government departments in implementing projects as appropriate, whether it be as technical expertise or as project implementer.

World Health Organization

Name of transfer payment program: World Health Organization (WHO) (program funding approved by vote in Parliament)

Start date: WHO was established in 1948, and Canada has been a member since inception.

End date: Ongoing

Type of transfer payment: Contribution

Type of appropriation: Estimates

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.

Links to the organization’s programs: 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 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. For further information, please visit the WHO website. Recipients are not required to repay funds obtained under this transfer payment program.

Results achieved:

WHO’s program budget, 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 additional details on results and plans, please consult WHO’s website.

Performance information (dollars)
Type of Transfer Payment2015–16 Actual Spending2016–17 Actual Spending2017–18 Planned Spending2017–18 Total Authorities Available for Use2017–18 Actual Spending (Authorities Used)Variance (2017–18 Actual Minus 2017–18 Planned)
Total contributions:17,853,72317,917,99719,678,19719,678,19717,930,314-1,747,883
Total program:17,853,72317,917,99719,678,19719,678,19717,930,314-1,747,883

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: WHO has an external auditor and provides regular audited financial reports.

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

Type of transfer payment: Contribution

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2009–2010

Strategic outcome: Canada’s International Agenda – The international agenda is shaped to advance Canadian security, prosperity, interests and values.

Links to the organization’s programs: Program 1.2: Diplomacy, Advocacy, and International Agreements / Sub-program 1.2.3: Assessed Contributions to International Organizations

Description: The WTO is a cornerstone of Canada’s trade policy, providing a common set of rules, rights and obligations for the trade policies of its 164 members and a forum for Canada to advance its trade interests on the broadest possible basis. The WTO provides Canada with the opportunity to build alliances, influence rules and secure concessions on issues where it may otherwise have less leverage. Issues such as agriculture subsidies and regulatory concerns (e.g. sanitary and phytosanitary measures and technical barriers to trade) are more effectively addressed multilaterally. The WTO also has a robust dispute settlement system, of which Canada is a regular user and which is of increasing importance given global trade tensions. Through the ongoing work of its many committees, the WTO provides a forum for Canada to raise and resolve a range of trade irritants and market access issues. Finally, the WTO is also an active forum for trade policy monitoring and surveillance.

The Doha Development Agenda (DDA), which is the name of the most recent round of WTO negotiations, was launched in 2001. Negotiations have been effectively stalled since 2008, with WTO members disagreeing on whether the DDA mandates remain a relevant and viable basis from which to advance multilateral negotiations. Canada nevertheless remains committed to finding ways forward on outstanding Doha-round issues, including disciplines on support provided to domestic agricultural producers and following up on the ministerial direction at the 11th WTO Ministerial Conference in December 2017 to engage constructively in fisheries subsidies negotiations and adopt an agreement on disciplining such subsidies by the 12th WTO Ministerial Conference.

With multilateral negotiations at a standstill, Canada is working with like-minded partners in plurilateral settings to advance discussions on issues that are relevant to 21st-century economies and stakeholders, including e-commerce; integrating micro, small and medium-sized enterprises into international trade; and enhancing women’s economic empowerment.

Results achieved:

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

Performance Information (dollars)
Type of Transfer Payment2015–16 Actual Spending2016–17 Actual Spending2017–18 Planned Spending2017–18 Total Authorities Available for Use2017–18 Actual Spending (Authorities Used)Variance (2017–18 Actual Minus 2017–18 Planned)
Total contributions:7,198,8676,547,3327,251,7877,251,7876,417,507-834,280
Total program:7,198,8676,547,3327,251,7877,251,7876,417,507-834,280

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 2017 and converted into Canadian dollars at the time payment was made. Fluctuations in the exchange rate between the period when the estimate is prepared and the period when payment is disbursed account for the variance.

Audits completed or planned: The WTO is subject to an audit by external auditors every calendar year. As a member of the WTO, Canada has access to all audits, evaluations and performance reviews completed by or on behalf of the WTO. In its performance audit report released on June 15, 2018, the external auditor certified that the WTO’s financial statements fairly present the financial situation of the WTO as of December 31, 2017, and placed an unqualified opinion on these statements.

Evaluations completed or planned: The WTO’s external auditors conduct a performance audit of the WTO, which is based on standards set by the International Organization of Supreme Audit Institutions. The 2017 performance audit was released on June 15, 2018.

Engagement of applicants and recipients: N/A

Horizontal Initiatives – Canada’s 2018 G7 Presidency

Name of horizontal initiative: Canada’s 2018 G7 Presidency

Lead department: Global Affairs Canada (GAC)

Federal partner departments: Public Safety and Emergency Preparedness, Royal Canadian Mounted Police, Canadian Security Intelligence Service, Canada Border Services Agency, Public Services and Procurement Canada, Shared Services Canada, Health Canada, Canadian Food Inspection Agency, Public Health Agency of Canada, Finance Canada, National Defence, Canadian Armed Forces, Transport Canada, Canadian Air Transport Security Authority, and Innovation, Science and Economic Development Canada.

Non-federal and non-governmental partners: Not applicable

Start date of the horizontal initiative: April 1, 2017

End date of the horizontal initiative: March 31, 2019

Description of the horizontal initiative: Canada holds the rotating presidency of the G7 from January 1 until December 31, 2018. On June 8–9, 2018, in La Malbaie, in the Charlevoix region of Quebec, Canada hosted the G7 Leaders’ Summit to build consensus on today’s most challenging global issues. Global Affairs Canada is the lead department in organizing the G7 Leaders’ Summit, ministerial meetings, and associated meetings and events in collaboration with multiple departments and agencies. The Royal Canadian Mounted Police is the lead for security operations.

Governance structures: Canada’s G7 Presidency governance structure is led by the Deputy Minister for the G7 Summit and Personal Representative of the Prime Minister, who has the overall responsibility and accountability for managing the 2018 G7 Presidency. He is supported by various interdepartmental committees on the planning and coordination of all G7 Presidency–related activities—Leaders’ Summit, ministerial meetings, and associated meetings and events. These include the following:

Government-wide working groups support efforts to achieve efficiencies in specific operational areas such as Accommodations, Safety and Security, Technology, Communications Network, Justice, and Procurement.

Total federal funding allocated (from start to end date) (dollars): $577,386,532

Total federal planned spending to date (dollars): $223,245,854

Total federal actual spending to date (dollars): $117,417,235

Date of last renewal of the horizontal initiative: Not applicable

Total federal funding allocated at the last renewal, and source of funding (dollars): Not applicable

Additional federal funding received after the last renewal (dollars): Not applicable

Funding contributed by non-federal and non-governmental partners: Not applicable

Fiscal year of planned completion of next evaluation: An evaluation of Major Events and Summitry is tentatively scheduled at Global Affairs Canada in 2019–20.

Shared outcome of federal partners:

The shared outcomes of this horizontal initiative are as follows:

Policy and Summitry

Safe and Secure Summit

Performance indicators:

Policy and Summitry

Safe and Secure Summit

Targets:

Policy and Summitry

Safe and Secure Summit

Data source and frequency of monitoring and reporting: As there are multiple federal partners involved in the G7 Presidency and numerous events taking place over a two-year timeframe, the related monitoring and reporting activities are ongoing. Each department is responsible for monitoring and reporting its results, which will later be analyzed in a broader perspective to determine the attainment of indicators for the shared outcome. The final report evaluating the success of Canada’s 2018 G7 Presidency will be drafted in 2019–20, following the completion of all related events.

Results: Since the major event of Canada’s G7 Presidency, the Leaders’ Summit, took place in fiscal year 2018–19, it is not possible to report on significant results in fiscal year 2017–18. Planning and reporting are ongoing and remain on track.

Expected outcome or result of non-federal and non-governmental partners: Not applicable

Name of theme: Not applicable

Performance highlights: As the core mandate was delivered in 2018–19, it is too early to evaluate the performance of federal partners based on the indicators and targets set out. However, the planning and preparations are moving along according to schedule, and the supporting events delivered to date have been held without any significant incidents or issues.

Contact information:

Sophie Bainbridge, Executive Director – Corporate Services
Summits Management Office
Global Affairs Canada
125 Sussex Drive
Ottawa, Ontario  K1A 0G2

Horizontal Initiative Theme Area: Policy and Summitry (G7SO1)
Federal DepartmentsLink to the Department’s Program Alignment ArchitectureHorizontal Initiative ActivitiesTotal Federal Allocation (From Start to End Date) (Dollars)2017–18 Planned Spending (Dollars)2017–18 Actual Spending (Dollars)Expected ResultsPerformance IndicatorsTargetDate to Achieve Target2017–18 Actual Results
Global Affairs Canada1.2 Diplomacy, Advocacy & International AgreementsGlobal Affairs Canada Activity 1: Support the Prime Minister in developing Canada’s G7 policy framework and holding the 2018 G7 Presidency5,258,3452,492,6211,210,866International actors are engaged and influenced to gain support for actions consistent with Canada’s interests and values.Degree to which Canadian positions are reflected in G7 Summit documents.80%March 31, 201980%
Global Affairs Canada1.2.2 Summitry and Multilateral Diplomacy and AdvocacyGlobal Affairs Canada Activity 2: Planning, coordinating and implementing G7 logistics and operations94,611,28532,113,07220,410,486Effective coordination and efficient delivery of Canadian G7 operations and logistical efforts.Degree to which foreign representatives and decision makers were reached through meetings, consultations, negotiations, events and visits via the delivery of the Leaders’ Summit, ministerial meetings and other associated events.80%March 31, 201980%
Public Safety and Emergency Preparedness

*figures do not include Public Services and Procurement Canada or Shared Service Canada amounts
1.1.1 National Security Leadership - Portfolio Affairs and Communications Branch (PACB)PSEP Activity 3: Support to a potential ministerial meeting (related to anti-terrorism or security)26,923063,091 Effective and efficient coordination of the discussion held by the ministers of interior / public safety and of the final public documents.Percentage of partners and stakeholders that are satisfied with the coordination provided by PACB.100%April 23-24, 2018Results will be reported in fiscal year 2018-19
Public Services and Procurement Canada1.1 AcquisitionsPSPC Activity 1: Acquisitions709,891501,316374,372Open acquisitions that provide the best value to Canadians and are delivered effectively and efficiently to the satisfaction of the government.Highly complex procurement contracts processed within 100 working days from original request for proposal (RFP) solicitation date.80%July 31, 2018100%
1.2 Accommodation Management and Real Property ServicesPSPC Activity 2: Accommodation Management and Real Property Services30,776,31710,885,9258,865,247Federal organizations receive responsive and cost-effective real property services.Percentage of all real property projects over $1 million that are on time, on budget and on scope (average of on-time, on-budget and on-scope performance indicators).95%March 31, 2019100% Leasing activities ongoing for SMO sites
1.6 Linguistic Management and ServicesPSPC Activity 3: Linguistic Management and Services2,515,120721,564561,810The Government of Canada benefits from efficient, quality and timely multilingual linguistic services to support Canada’s year-long presidency of G7 operations and communications.Percentage of clients submitting requests for linguistic services respecting the defined service standard who are satisfied with services provided by the Translation Bureau.85%October 31, 2018100% Ministerial meeting still pending for October 2018
Finance Canada1.1 Economic and Fiscal Policy Framework

1.1.6 Sub-Program: International Trade and Finance
The sub-program provides analysis, research and advice to the Minister of Finance and government officials so that they can make informed decisions on the Government of Canada’s international trade and financial policy agenda.

The sub-program also manages the Department of Finance Canada’s participation in international economic coordination groups such as the G7.
3,989,9002,005,9741,015,493Ministers and senior government officials have access to evidence-based analysis, research and advice on matters that impact the Government of Canada’s international trade and finance policy agenda.Percentage of agreed-upon deadlines for briefing material that were met.90%March 31, 2019100% of agreed-upon deadlines for briefing materials to support the Minister’s and the department’s participation at G7 meetings in 2017–18 were met.

Successfully planned G7 communication initiatives and logistics to support the Department of Finance Canada’s participation in international meetings related to Canada’s G7 Presidency.
Degree to which overall findings of audits and/or evaluations are favourable.FavourableMarch 31, 2019Nil until FY 2018–19
Shared Services Canada1.3     TelecommunicationsSub-programs 1.3.1, 1.3.2, 1.3.3.3 and 1.3.5 provide telecommunication services, both voice and data, to the Government of Canada so that it may deliver on its programs and priorities34,000,00016,300,00014,915,909Participants in Summit-supporting departments have robust and reliable access to voice and data services to deliver the mandate.Uptime in communications during the event.100%March 31, 2019All tele-communications infrastructure that was fitted up in 2017–18 experienced no outages or downtime, achieving SSC’s goal of 100% availability (uptime).
Horizontal Initiative Theme Area: Safe and Secure Summit (G7SO2)
Federal DepartmentsLink to Department’s Program Alignment ArchitectureHorizontal Initiative ActivitiesTotal Federal Allocation (From Start to End Date) (Dollars)2017–18 Planned Spending (Dollars)2017–18 ActualSpending (Dollars)2017–18 Expected Results2017–18 Performance Indicators2017–18 TargetDate to Achieve Target2017–18 Actual Results
Public Safety and Emergency Prepared-ness (PSEP)

*figures do not include Public Services and Procurement Canada or Shared Service Canada
1.3.2.2 RCMP and PolicingPSEP Activity 1: Implementation of the Framework –Internal Cost Estimates1,581,318808,987645,694Ensure common understanding and cooperation between the Province of Quebec and other jurisdictions and the federal government through early and ongoing engagement.Variance between the audit-recommended reimbursement amount and the jurisdiction’s final claim submitted.Maximum of 10%End of fiscal 2018-19Results will be reported at the end of fiscal year 2018-19
Efficient management of the Framework.Ratio of Framework administrative support costs versus the reimbursement to local jurisdiction costs.Maximum of 3%End of fiscal 2018-19Results will be reported at the end of fiscal year 2018-19
1.3.2.2 RCMP and PolicingPSEP Activity 1: Implementation of the Framework – Grants and Contributions (reimbursement)94,608,01017,064,2417,674,200
* subject to audit
Timely provision of financial assistance to Province of Quebec and other jurisdictions.Final payment issued as per the Contribution Agreement.30 days following approval of the Audit Report by the Minister (or authorized delegate) of PSEP.End of fiscal 2018-19Results will be reported at the end of fiscal year 2018-19
Cooperation of jurisdictions in the provision of policing and security.Percentage of jurisdictions that cooperate with the RCMP in the provision of policing and security by all jurisdictions.100% of jurisdictions cooperatedEnd of fiscal 2018-19Results will be reported at the end of fiscal year 2018-19
1.4.2 Emergency PreparednessPSEP Activity 2: Safety and security planning and the security planning exercise program2,123,3711,356,669 Operational readiness is achieved through the effective engagement and coordination of federal partners in the development and implementation of the whole-of-government Safety and Security Plan, as well as their active participation in the security exercise program.a)     Percentage of federal partners engaged in the development of the plan.a) 90%May 18, 2018Results will be reported at the end of fiscal year 2018-19
b)     Percentage of objectives evaluated in the security exercise program, Sentinelle I and Sentinelle II.b) 90%May 2018Results will be reported at the end of fiscal year 2018-19
Royal Canadian Mounted Police1.1.2.4 Protective ServicesRCMP Activity 1: Event Planning22,482,71715,563,89314,100,488Footnote 1Effective coordination and collaboration with clients and security partners related to G7.Number of occurrences where the RCMP failed to engage partners and/or share information/intelligence following the incident.Zero occurrencesJune 2018Nil until FY 2018–19
RCMP Activity 2: Event Operations (Mobilization)233,238,272110,807,50741,416,355Effective event security operations are provided for the G7.Percentage of reported incidents for which a breach in protocol occurred.0%June 2018Nil until FY 2018–19
RCMP Activity 3: Demobilization3,252,87700Safe and secure event.Number of incidents that have disrupted the proper functioning of the event.No incidentsJune 2018Nil until FY 2018–19
Canadian Security Intelligence Service (CSIS)**CSIS will report internally on their expected results through the appropriate mechanism in place.         
Canada Border Services Agency (CBSA)1.3 Admissibility DeterminationMajor Event Management and Horizontal Planning411,636219,477189,548G7 team participates in all planning and information-sharing activities.Percentage of planning and information-sharing commitments by the CBSA G7 team fulfilled.100%March 31, 2018100% integration and engagement of all stakeholders
1.1.3 Risk Assessment, Security Screening, Intelligence Collection and AnalysisIntelligence Integration and Accreditation171,40800High-risk people, goods and conveyances that pose a threat to the security of the G7 event and Canadians are identified, examined and intercepted at the earliest point.a) Percentage of accreditation applications completed.a) 100%FY 2018–19Nil until FY 2018–19
b) Percentage of incremental volumes of National Security Screening cases completed.b) 100%FY 2018–19Nil until FY 2018–19
1.1 Admissibility DeterminationTemporary Site-Specific Logistics and Event Operational Delivery500,71200Admissible G7 travellers (dignitaries / guests / support teams) are facilitated and processed according to established legislation at remote satellite operational sites.Percentage of G7 travellers whose travel is facilitated and who gain entry into Canada.100%FY 2018–19Nil until FY 2018–19
Department of National Defence (DND) / Canadian Armed Forces (CAF)3.0 Defence ready for element productionDND Activity 1: Support to Safety and Security Operational Planning and the Security Exercise Program9,689,0009,689,0002,699,177G7 Leaders’ Summit security is enabled through specialized training of CAF members in accordance with operational plans and exercises developed in preparation for the G7 Summit; Defence Force Elements are at the required level of readiness and prepared to fulfill their assigned Force Posture and Readiness (FP&R) roles.Percentage of allocated forces declared operationally ready prior to the G7 Summit.100%June 1, 2018CAF members participated in Exercise Sentinelle I and planning for Exercise Sentinelle II. The CAF internal command post exercise was held in late March. Will meet the target of 100% trained by the June 1, 2018, date.
2.2.1 Counter terrorism, terrorism event response and consequence management operationsDND Activity 2: Support to anti- and counter-terrorism measures for security of the G7 Summit000The G7 Summit is not disrupted by any terrorist incidents.Number of terrorist incidents that have disrupted the proper functioning of the event.Zero eventsJune 1, 2018Canadian Special Operations Forces maintain this capability within baseline funding.
2.2.2 Assistance to major Canadian event operationsDND Activity 3: Conducting a major domestic operation as assistance to a major Canadian special security event25,625,00000DND/CAF capabilities, operations and services facilitate safety and security at the 2018 G7 Summit.Percentage of requested DND/CAF capabilities to support the security mission for the 2018 G7 Summit that are delivered.100%June 1, 2018Canadian Armed Forces troops will begin deploying in May 2018 and be fully operationally ready by target date.
Health Canada (HC)Program 1.2 Specialized Health ServicesHC Activity 1: Internationally Protected Persons (IPP) Program5,424,2581,697,9131,051,475Meet both urgent and non-urgent health care needs of the IPPs and requests from partner agencies.Percentage of required Memoranda of Agreements (MOAs) to secure goods and services from the Government of Quebec that have been signed by May 2018.100% of required MOAs signed by May 2018.May 2018On track
Percentage of both urgent and non-urgent health care needs of the IPPs that are met within medically accepted timeframes.100% of urgent and non-urgent health services needs of the IPPs and requests from partner agencies are met.June 2018Nil until FY 2018–19
Percentage of G7 Summit patients requiring further diagnosis or treatment from local/provincial medical service providers, with the aim of reducing the burden on the local/provincial health care systems.Less than 5% of patients require further diagnosis or treatment from local/ provincial medical service providers.June 2018Nil until FY 2018–19
Program 1.2 Specialized Health ServicesHC Activity 2: Employee Assistance Services (EAS)488,200346,076360,465Ensure a Psychosocial Emergency Preparedness and Response Team (PSERT) is available at all times to provide psychosocial support to federal workers involved in the Summit in the event of an emergency.18 PSERT members are trained and ready to provide support days before the Summit.100% of the PSERT members are trained and ready by May 2018.March 201817 PSERT members were assembled in Ottawa (January 22–29, 2018) for a series of face-to-face training sessions, meetings and simulation exercises.
Program 1.2 Specialized Health ServicesHC Activity 3: Public Service Occupational Health Program (PSOHP)N/AN/AN/AFederal organizations receive the advice and guidance they require to support their obligation to respond to occupational health and safety issues.PSOHP provides advice and guidance on occupational health and safety in response to requests from federal organizations within service standards.N/AN/AN/A
Program 2.6 Radiation ProtectionHC Activity 4: Radiation Protection Bureau (RPB)1,713,8371,213,720988,038The RCMP National CBRNE Team receives the required scientific and technical assets and expertise to support radiological security surveillance and response to radiological threats during the G7 Summit.Radiological surveillance and scientific analysis and advice are provided to the RCMP National CBRNE Team as required during the Summit.100% of alarms and anomalies are assessed. All requests for scientific analysis and advice from the RCMP are provided during the Summit in June 2018.June 2018All arrangements were in place to respond to 100% of alarms and anomalies and requests for scientific analysis and advice from the RCMP during the Summit in June 2018.
Canadian Food Inspection Agency1.1. Food Safety Program; 1.2 Animal Health and Zoonotics Program; and 1.3 Plant Resources Program

DRF: Monitoring and Enforcement for Food Safety, Plant Health, Animal Health and Consumer Protection
CFIA Activity 1: Airport/border surveillance and inspection69,37200Support provided to Canada Border Services Agency on airport/border surveillance and inspection to prevent entry into Canada of agricultural materials (animal products and plants) or food that may pose a threat, either intentional or accidental, to dignitaries or to the Canadian public. The support of CFIA inspectors will help CBSA ensure the steady flow of the search process while carefully monitoring the risks.Percentage of G7 travellers identified by CBSA as potentially transporting agricultural materials or food whose travel is facilitated and who gain entry into Canada.100%March 31, 2019Nil until FY 2018–19
Percentage of hours of operation where a designated CFIA inspector is present at a point of entry’s control point for the admission of Summit delegations.100%March 31, 2019Nil until FY 2018–19
1.1. Food Safety Program

DRF: Monitoring and Enforcement for Food Safety, Plant Health, Animal Health and Consumer Protection
CFIA Activity 2: Enhanced presence at federally inspected food processing plants110,46000All federally registered establishments supplying food to the Summit meet CFIA standards/requirement.Percentage of inspection results provided to Health Canada in relation to the targeted establishments.100%March 31, 2019Nil until FY 2018–19
Public Health Agency of Canada (PHAC)

CFO approval has not yet been received, cannot be published until received
1.3.1 Emergency Preparedness and ResponseEmergency Preparedness and Response974,076586,419404,217Operational readiness of the Health Portfolio Operations Centre.Percentage of staff assigned and trained.100%March 31, 2019Target met with 100% of staff assigned and trained.

Costs associated with Exercise Sentinelle II were deferred to 2018–19.
Quarantine Services and Travelling Public Program training to address specific G7 risks/protocols.Percentage of personnel trained to identify G7 risks and ability to recognize ill travellers at points of entry.98% (capacity of personnel)March 31, 2019Target met with 98% trained to identify G7 risks and ability to recognize ill travellers at points of entry.
Augmentation of medical countermeasures (MCMs).Percentage of availability of MCMs.80%March 31, 2019Target met with 80% of MCMs purchased in 2017–18. These were ready for deployment.
Intelligence and surveillance.Percentage of reports distributed and contributedAsl to intelligence.80%March 31, 2019Nil until FY 2018–19
National Microbiology Laboratory1,002,720332,251239,207a) Scientific and technical assets of the Microbiological Emergency Response Team provided to support the RCMP National CBRNE Team to address biological threats during the G7 Summit.a) Percentage of samples received and assessed.a) 100%March 31, 2019Nil until FY 2018–19
b) Establish a mobile biologics laboratory at G7 site to support the National CBRNE Team.b) Mobile laboratory is prepositioned at the Summit venue in June 2018 in support of the National CBRNE Team.b) 100% triage of all security samples provided for biological threat analysis from RCMP.March 31, 2019Preparedness measures were enhanced by:

a) establishing biological aerosol monitoring support;

b) cross-training laboratory staff;

c) conducting exercises to prepare staff; and

d) testing the mobile equipment.

Equipment procurement and testing capacity was completed. New laboratory testing protocols were implemented and trialled.

Triage of samples: nil until 2018–19.
Regional419,581125,125109,622Coordinated approach with provincial authorities.Provision of PHAC inventory of available resources to support PT health authorities.80% PT authorities contacted, and roles and responsibilities finalized with provincial authorities by May 2018.March 31, 2019A health-specific Concept of Operations was developed to articulate roles and responsibilities of various partners.

Target met with 80% of provincial authorities consulted on the development of the Concept of Operations.
Transport Canada (TC)3.1 Aviation SafetyProvide advice and conduct oversight relating to the management of the affected airspace; establish restricted aviation zones; participate in working groups; develop and oversee implementation of Summit-specific safety measures; and communicate measures to affected industry stakeholders. Conduct oversight and enforcement activities during Summit.30,98013,8881,453No unauthorized flights and no drone activity in restricted airspace zones.

Safe conduct of flight operations.
Number of incursions into the restricted airspace zones; number of incidents affecting civil aviation.Zero incursions and zero incidents.June 8–9, 2018Transport Canada’s Aviation Safety Directorate participated in working groups, established restricted airspace (three CYRs) and provided input into the Integrated Aviation Security Plan.
TC4.Communica-tions (under “Internal Services”)Communications advice and support for TC-related issues /

Communications product development

Translation services for communications products

Canada Newswire (posting of products)

Transcription services

Overtime for on-call and on-site support

Accommodations for on-site support
99,46232,005962Successful communications activities will result in no drone activity or marine incidents in the area. Local community will be aware of impacts on their routine, such as road closures, NOTAM (Notice to Airmen).

Public documents available in both official languages.

Ability to respond to impromptu communications needs in a timely manner.

On-site communications support for Minister’s Office.
Number of news outlets reporting on the Summit in both languages.

Number of news stories reported in English and French media.

Number of news outlets reporting on the Transport ministerial meeting in both languages.

Number of tweets, retweets and impressions of Summit content.
At least 10 English and French media outlets reporting on the Summit;

At least five news stories (total) per day reported in English and French media during the Summit.

At least five English and French media outlets reporting on the Transport ministerial meeting.

In the months leading up to the Summit, TC will tweet and retweet a minimum of eight messages per month related to the Summit (from GAC or other partners). Through TC’s cross-promotion efforts, target goal for impressions is 200,000 per month.

In June 2018, TC will tweet and retweet a minimum of 12 messages per month related to the Summit (from GAC or other partners). Through TC’s cross-promotion efforts, target goal for impressions is 300,000 for June  2018.

60 people will retweet TC’s Summit-related tweets in June 2018.

TC will tweet a minimum of four messages for the Transport ministerial meeting.
June 8–9, 2018Transport Canada’s Communications Directorate participated in working groups with the communications groups of other government departments.
TC3.6 Aviation SecuritySite inspection, participation in working group, presence during the event, oversight during the event at multiple sites (airports).32,31211,7603,128Secure aviation operations and airports are prepared to respond rapidly to any threats and/or security incidents.Successful resolution of incidents.

Aviation stakeholders are capable of implementing enhanced security measures within two hours.
All site inspections completed on time; Aviation Security regulations compliance maintained at all time during the event.June 8–9, 2018Transport Canada’s Aviation Security Directorate participated in working groups and provided input into the Integrated Aviation Security Plan.
TC3.1 Aviation SafetyConduct surveillance flights principally to monitor marine security exclusion zone.285,60000Aerial surveillance support to G7 Summit Integrated Security Unit operations.Number of hours flown.

Flights conducted.
Four hours of flight time per dayJune 8–9, 2018Nil until FY 2018–19
TC3.2 Marine Safety and Program

3.7 Marine Security
Site inspection, security assessments, event planning, coordination, reconnaissance, contingency planning, and presence during event, exercises, enforcement and oversight.74,63048,2884,468Safe and secure marine activities that do not impact the Summit.

Marine industry stakeholders are capable of rapidly implementing enhanced security and/or contingency measures.
Number of incursions into the Marine Security Exclusion Zone.

Number of marine incidents affecting the G7 Summit.

Marine stakeholder response time to implement enhanced security/contingency measures during the Summit.
Regulatory compliance.

Full collaboration with Government of Canada partners, industry.
June 8–9, 2018Transport Canada’s Marine Safety and Security Directorate participated in working groups and provided input into the Integrated Maritime Security Plan.
TC3.9 Multimodal Safety and Security

Intermodal Surface, Security and Emergency Preparedness

Security Intelligence Assessment Branch (SIAB)

Emergency Preparedness
Monitor classified information networks to identify possible threats to transportation network that could impact G7 Summit.

Consolidate the oversight and management of common security programs and services in support of the modal Security Programs. These services include Security Intelligence Assessment, Program Support Training and Emergency Preparedness. This also includes the Special Events Secretariat that provides departmental coordination for the 2018 G7 Summit.
588,317256,117111,161Transportation-specific information is made available to threat assessments, as appropriate.

Transportation-related threats are analyzed and communicated to appropriate stakeholders for mitigation.

Assist in preparing and communicating threat information affecting the transportation modes; assist in organizing and conducting additional training required for TC participating staff (e.g. ICS); and plan and coordinate the department’s involvement in the Summit exercise and operations.
Number of responses provided to requests for information.

Number of threats analyzed.

Number of threat products developed and/or disseminated.
100% of operational plans followed.

100% of reports disseminated.
June 8–9, 2018Transport Canada’s Emergency Preparedness Directorate as well as the Security Intelligence Assessment Branch (SIAB) participated in a number of working groups (including but not limited to the JIG Working Group, the Safety and Security Working Group, the Federal Aviation Technical Working Group and the Federal Maritime Technical Working Group). The Emergency Preparedness Directorate at HQ and in the region also participated in the development of Exercise Sentinelle I and participated in this exercise.
Transport Canada (TC)3.5 Transportation of Dangerous Goods

3.3 Rail Safety
Participate in working groups, provide advice on risk mitigation strategies, and conduct oversight activities during the Summit.

In collaboration with the Ministère des transports du Québec (MTQ), conduct oversight activities prior to and during the Summit, and provide advice on Summit-related activities concerning the rail network.
13,4401,7920In collaboration with the Ministère des transports du Québec (MTQ), safe transport of dangerous goods within the environs of the Summit.

In collaboration with Ministère des transports du Québec, safe tracks and rail operations during the Summit.
Numbers of incidents concerning the transportation of dangerous goods.

Number of incidents concerning rail operations.
Zero incidentsJune 8–9, 2018Nil until FY 2018–19
Canadian Air Transport Security Authority (CATSA)Pre-Board ScreeningAdditional capacity for security screening for flights departing Quebec City Jean Lesage International Airport (YQB) and the Saguenay-Bagotville Airport (YBG) following the Summit.101,32100Screening passengers departing on commercial flights at YQB and YBG.Pre-board screening of departing passengers who present themselves at YQB and YBG following the Summit.100% of passengers screened in accordance with CATSA’s Standard Operating Procedures.March 31, 2019Nil until FY 2018–19
Innovation, Science and Economic Development CanadaSpectrum Management and RegulationEnsuring that the Summit operations area is free of radio interference and that frequency allocation to all users is very well coordinated.151,81100Effective collaboration with security forces ensuring a Summit that is free of radio interference.Number of interference complaints.Zero complaintsMarch 31, 2019Nil until FY 2018–19

Internal Audits

Internal audit engagements completed in 2017-18

Title of Internal AuditCompletion Date
Audit of Human Resources Management System Data IntegrityJuly 2017
Audit of management practices of Missions – AbujaJuly 2017
Audit of management practices of Missions – AlgiersJuly 2017
Audit of management practices of Missions – New DelhiJuly 2017
Audit of management practices of Missions - NairobiJuly 2017
Audit of management practices of Missions – MoscowJuly 2017
Audit of management practices of Missions – Seoul                July 2017             
Audit of management practices of Missions – CairoDecember 2017
Audit of Human Resources - PlanningDecember 2017
Audit of Real Property—Lifecycle ManagementDecember 2017
Audit of the Harmonization of Grants and Contributions Program Administration at Global Affairs CanadaMarch 2018
Audit of management practices of Missions – MadridApril 2018
Audit of management practices of Missions – KingstonApril 2018
Audit of management practices of Missions – AmmanApril 2018
Audit of management practices of Missions – JakartaApril 2018
Audit of management practices of Missions – Sao PauloApril 2018
Audit of the management practices of the Permanent Mission of Canada to the International Civil Aviation OrganizationApril 2018
Audit of the CanExport ProgramApril 2018

To read the available reports, please consult Internal Audits.

Evaluations

Evaluations completed, or planned to be completed, in 2017-18

Title of the evaluationLink to the department’s PAAStatus on March 31, 2018Deputy head approval date
Evaluation of Consular Services2.2.1: Consular Assistance for CanadiansCompletedNovember 2017
Evaluation of the Client Service Fund and the Integrative Trade Strategy Fund2.1.1: International Business Development through Promotion of Exports and Trade in Canada and AbroadCompletedSeptember 2017
Evaluation of the North American Platform Program2.1.1: International Business Development through Promotion of Exports and Trade in Canada and AbroadCompletedAugust 2017
Evaluation of Micro Missions and China Trade Offices (formerly Regional Trade Offices)2.1.1: International Business Development through Promotion of Exports and Trade in Canada and AbroadCompletedSeptember 2017
Evaluation of the Canada’s Arctic Foreign Policy1.2.2: Summitry and Multilateral Diplomacy and AdvocacyCompletedAugust 2017
Evaluation of the Canadian Police Arrangement/ International Police Peacekeeping Program3.1.1: International Security and Threat ReductionCompletedAugust 2017
Evaluation of the Stabilization and Reconstruction Task Force and Global Peace and Security Fund3.1.1: International Security and Threat ReductionCompletedJune 2017
Evaluation of Grants in lieu of Taxes on Protocol and Diplomatic Services1.2.1: Bilateral and Regional Diplomacy and Advocacy /1.2.2: Summitry and Multilateral Diplomacy and AdvocacyCompletedNovember 2017
Evaluation of Property Management4.1.2: Real PropertyCompletedSeptember 2017
Formative Evaluation of Canada’s Development Assistance on Extractives and Sustainable Development3.2.1: Sustainable Economic GrowthCompletedMarch 2018
Vietnam Country Program Evaluation3.2.1: Sustainable Economic Growth 3.2.3: Food SecurityCompletedMarch 2018
Humanitarian Assistance Evaluation3.3.2 Partners for Humanitarian AssistanceIn progressJuly 2019
Sub-Saharan Africa International Assistance: Democratic Republic of Congo/Formerly Modest Presence Country Program (Africa)3.1.2: Advancing Democracy, Human Rights, Freedom, and the Rule of Law / 3.2.1: Sustainable Economic Growth / 3.2.2: Children and Youth, Including Maternal, Newborn and Child Health / 3.2.3: Food SecurityIn progressFebruary 2020
Caribbean Regional Development Program Evaluation3.1.2: Advancing Democracy, Human Rights, Freedom, and the Rule of Law / 3.2.1: Sustainable Economic Growth / 3.2.2: Children and Youth, Including Maternal, Newborn and Child Health / 3.2.3: Food SecurityIn ProgressMarch 2019
Honduras Country Program Evaluation3.2.2: Children and Youth, Including Maternal, Newborn and Child Health / 3.2.3: Food SecurityCompletedFebruary 2018
International Organization of La Francophonie Review3.2.4 Multisector Assistance, Social Development, and Development EngagementOtherNot approved and won’t be re-submitted
Inter-American Development Bank3.2.4 Multisector Assistance, Social Development, and Development EngagementCompletedDecember 2017
International Labour Organization3.2.4 Multisector Assistance, Social Development, and Development EngagementCompletedDecember 2017
Horizontal Evaluation of the National Action Plan to Combat Human Trafficking3.1.1: International Security and Threat ReductionCompletedSeptember 2017
Horizontal Evaluation of Canada’s Cyber Security Strategy1.1.2: International Policy AdviceCompletedJune 2017
Weapons Threat Reduction Program (formerly Global Partnership Program)3.1.1: International Security and Threat ReductionCompletedFebruary 2018
Property Management—Investments4.1.2: Real PropertyOtherEvaluation moved to 2020-21
Crisis Management and Emergency Response2.2.2: Emergency Preparedness and ResponseIn ProgressSeptember 2019
Summitry1.2.2: Summitry and Multilateral Diplomacy and AdvocacyIn ProgressSeptember 2019
Canada’s Extended Continental Shelf Program1.2.1: Bilateral and Regional Diplomacy and AdvocacyIn ProgressOctober 2018
Official Visits and Hospitality1.2.2: Summitry and Multilateral Diplomacy and AdvocacyOtherEvaluation moved to 2021-22
Senegal Country Program3.2.1: Sustainable Economic Growth / 3.2.2: Children and Youth, including Maternal, Newborn and Child Health / 3.2.3: Food SecurityIn ProgressMarch 2019
Ukraine Country Program3.1.2: Advancing Democracy, Human Rights, Freedom, and the Rule of Law / 3.2.1: Sustainable Economic GrowthIn ProgressJune 2019

Response to Parliamentary Committees and External Audits

Response to Parliamentary Committees

  1. House of Commons Standing Committee on Foreign Affairs and International Development (FAAE): Seventh Report — A Coherent and Effective Approach to Canada’s Sanctions Regimes: Sergei Magnitsky and Beyond (Report adopted by the Committee on March 21, 2017; report presented to the House of Commons on April 6, 2017; Government Response presented to the House of Commons on July 19, 2017).
    • This report draws from the Committee’s mandated legislative review of the Special Economic Measures Act and the Freezing Assets of Corrupt Foreign Officials Act.
    • The report makes 13 recommendations based on testimony from government officials, academics, experts, and stakeholders. The report recommends that the government ensure that sanctions are imposed in a complementary and coherent manner; implement UN Security Council decisions by amending, enacting or repealing regulations under the UN Act; properly resource those responsible for sanctions administration; provide comprehensive public guidance to the public and private sectors to maximize compliance; produce and maintain a list of all individuals and entities targeted by Canadian sanctions; transfer responsibility for the issuance of permits under the Special Economic Measures Act and the United Nations Act to the section of Global Affairs Canada responsible for the Export and Import Permits Act; ensure that law enforcement institutions prioritize the enforcement of sanctions and are given the necessary resources to do so; amend the Special Economic Measures Act and Freezing Assets of Corrupt Foreign Officials Act to allow for transparent and fair challenges to listings; provide a rationale for the listing and delisting of persons under the Special Economic Measures Act; amend the Special Economic Measures Act to require the tabling of an annual report by the Minister of Foreign Affairs of all orders made pursuant to the Act; require a mandatory legislative review of the Special Economic Measures Act and Freezing Assets of Corrupt Foreign Officials Act by a parliamentary committee within five years; expand the scope under which sanctions measures can be enacted, including in cases of gross human rights violations; and amend the Immigration and Refugee Protection Act to designate all individuals listed by regulations under the Special Economic Measures Act as inadmissible to Canada.
    • The Canadian government’s response was in the form of a letter, commending the committee for its work and reiterating its support for Bill S-226, which would implement several of the committee’s recommendations. The response committed to having Global Affairs Canada and other implicated departments examine the issues more closely.
    • To read the full report and the Government of Canada response, please consult: Report 7 — A Coherent and Effective Approach to Canada’s Sanctions Regimes: Sergei Magnitsky and Beyond and Government Response.
  2. House of Commons Standing Committee on International Trade (CIIT): Sixth Report — The Trans-Pacific Partnership Agreement: Benefits and Challenges for Canadians (Report adopted by the Committee on March 9, 2017; report presented to the House of Commons on April 10, 2017; Government Response presented to the House of Commons on July 19, 2017).
    • This report draws from a study on the Trans-Pacific Partnership (TPP) public consultation and its primary objective is to assess the extent to which ratification of the TPP would be in the best interest of Canadians.
    • The report makes fourteen recommendations based on witness testimony from stakeholders and the general public across Canada. The report recommends that the government actively pursue a trade and investment agreement with TPP signatories, as well as additional trade and investment agreements in the Asia-Pacific region; continue to involve provincial and territorial governments as it pursues negotiations for trade and investment agreements with TPP signatories; seek to resume negotiations with Japan for an economic partnership agreement; ensure that any trade and investment agreement in the Asia-Pacific region include, as core elements, inclusive and enforceable progressive provisions in relation to the environment, health, labour and human rights, subject to gender-based assessment; undertake public consultations regarding the negotiation of any trade and investment agreement in the Asia-Pacific region; integrate commitments made at the Paris Climate Change Conference in 2015; engage with the Canadian public to convey and discuss the benefits—for Canada and the country’s economic prosperity—of an open economy and international trade; develop a communications plan to publicize the provisions and benefits of any future agreement with TPP signatories or other Asia-Pacific countries; take action to ensure that Canadian infrastructure that facilitates trade is adequate and meets the needs of Canadian businesses that engage in international trade. In addition, it recommends that the government support Canadian businesses, particularly small and medium-sized enterprises, by taking the following three actions: providing training to businesses that are seeking to export; increasing the visibility of services and tools available to these businesses; and exploring the concept of a “one-stop shop” where these businesses can access trade-related resources. Furthermore, when negotiating future trade and investment agreements, the Government of Canada must vigorously defend Canada’s supply-managed sectors; identify non-tariff barriers that inhibit fair access to TPP markets; and evaluate the impact of trade and investment agreements on Canadian workers, businesses and sectors. These evaluations should inform the development of future progressive trade and investment agreements and, prior to the ratification of a trade and investment agreement, report any expected economic, labour, environmental, social and other outcomes in relation to that agreement.
    • The Canadian government’s response supports the report’s recommendations, noting that the government shares the committee’s commitment to ensuring trade agreements are in the best interests of regions and stakeholders across Canada.
    • To read the full report and the Government of Canada response, please consult: Report 6 — The Trans-Pacific Partnership Agreement: Benefits and Challenges for Canadians and Government Response.
  3. The Senate Standing Committee on Foreign Affairs and International Trade (AEFA): Thirteenth Report — A Turning Point in Canada–Argentina Relations (The Committee tabled its report on June 1, 2017; the Senate adopted the report October 18, 2017; Government Response presented to the Senate on February 27, 2018).
    • The report makes seven recommendations based on witness testimony from stakeholders and the general public across Canada. The report recommends that the Government of Canada develop and update relevant bilateral and multilateral policies and frameworks, including the Strategy for the Americas and the Global Markets Action Plan, to reflect Argentina’s changed priorities and to accommodate emerging regional trends; and expand its commitment with Argentina and share its expertise on clean technology and renewable energy, notably regarding solar, wind and hydro power. Canada and Argentina should also exchange ideas about incentives to improve conservation practices and partners to develop a communication strategy on energy efficiency for Argentinian consumers and industry. In light of opportunities in the mining sector generally as well as in the oil and gas industry specifically, the Government of Canada should create partnerships with Argentina that are based on the provision of relevant support services. In addition to increasing investment and sharing technology and technical know-how, partnerships that share expertise with respect to regulatory frameworks and federal–provincial relations should also be encouraged. The report also recommends that the Government of Canada capitalize on the recently launched initiative between the Mining Association of Canada and Cámara Argentina de Empresarios Mineros to support joint projects that promote corporate social responsibility more widely across the South American region and industries; Export Development Canada undertake an immediate review of the service levels it provides to Canadian companies interested in the Argentinian market; the Government of Canada together with the appropriate institutions and levels of government examine opportunities for a scholarship program that facilitates student exchanges between Canada and Argentina; the Government of Canada offer assistance to Argentina as it examines options to reframe its federal–provincial framework and investigates new fiscal equalization formulas.
    • The Canadian government’s response supports the report’s recommendations, noting that the government has carried out a robust reengagement strategy with Argentina since the election of President Macri.
    • To read the full report and the Government of Canada response, please consult: Report 13 — A Turning Point in Canada—Argentina Relations and Government Response.
  4. House of Commons Subcommittee on International Human Rights (SDIR) of the Standing Committee on Foreign Affairs and International Development (FAAE): Eighth Report — The Day After: Planning for the Protection of Religious and Ethnic Minorities in a Post-Daesh Iraq (Report adopted by the Committee on April 4, 2017; report presented to the House of Commons on April 10, 2017; Government Response presented to the House of Commons on July 19, 2017).
    • This report, which draws from a study on the human rights situation of the Yezidis, Christians and other religious and ethnic minorities in Syria and Iraq, has the primary objectives of articulating the context in which Daesh grew, describing the local context in which post-Daesh reconstruction will take place, and conveying recommendations in respect of future stabilization activities aimed at re-forming communities and providing physical and political security.
    • The report makes five recommendations based on witness testimony from stakeholders in Canada and abroad. The report recommends that the government be mindful of measures for immediate action to protect the most vulnerable; work to establish local consensus regarding protection and security for religious and ethnic minorities; prioritize the identification of groups that may be at risk of future violence and develop post-conflict strategies; support the capacity of judicial bodies to prosecute guilty parties under criminal offences; and work towards the prevention of future atrocities and human rights violations against Iraq’s ethnic and religious minorities.
    • The Canadian government’s response supports the report’s recommendations, noting that the Committee’s recommendations are consistent with the four pillars in Canada’s “Strategy for Support to the Coalition Against Daesh and Broader Engagement in Iraq, Syria, Jordan and Lebanon”.
    • To read the full report and the Government of Canada response, please consult: Report 8— The Day After: Planning for the Protection of Religious and Ethnic Minorities in a Post-Daesh Iraq and Government Response.
  5. Subcommittee on International Human Rights (SDIR) of the House of Commons Standing Committee on Foreign Affairs and International Development (FAAE): Eleventh Report — Scorched Earth: Responding to Conflict, Human Rights Violations and Manmade Humanitarian Catastrophe in South Sudan (Report adopted by the Committee on June 13, 2017; report presented to the House of Commons on June 14, 2017; Government Response presented to the House of Commons on October 6, 2017).
    • This report sought to study the human rights situation in South Sudan by hearing from various international organizations as well as representatives from Global Affairs Canada.
    • The report made nine recommendations based on witness testimony. The report recommends that the government condemn human rights violations committed by all parties to the conflict in South Sudan; support the investigation of possible war crimes in South Sudan and closely monitor the violence being perpetrated for signs of potential escalation to genocide; develop and implement, in consultation and coordination with its international partners, a strategy to secure uninterrupted access for aid and development workers; support the mandate of the United Nations Mission in the Republic of South Sudan to deliver humanitarian assistance; promote the expeditious and effective deployment of the Regional Protection Force to join the United Nations Mission in the Republic of South Sudan; continue to work with its international partners and the mission of the United Nations High Commissioner for Refugees in South Sudan, and should call upon United Nations member states to make and fulfill commitments to increased and longer-term funding for refugee protection across the region; prioritize accountability in its role as a member of the Joint Monitoring and Evaluation Commission; engage with the Government of South Sudan to ensure that its National Dialogue does not supplant the establishment of accountability measures envisioned by the Agreement on the Resolution of the Conflict in South Sudan; update and expand its targeted sanctions applied to senior leaders in the South Sudanese conflict and apply an embargo on the sale of arms to South Sudan as soon as possible, while calling upon like-minded states to do the same.
    • The Government’s Response agrees with the majority of the report’s recommendations, structuring the responses in three groups: recommendations relating to bilateral engagement with the Government of South Sudan; engagement in multilateral organizations; and Canada’s contributions to human rights monitoring efforts. Of the recommendations, it took Recommendation 5 (promoting the deployment of the Regional Protection Force) and 9 (targeted sanctions) under advisement.
    • To read the full report and the Government of Canada response, please consult: Report 11—Scorched Earth: Responding to Conflict, Human Rights Violations and Manmade Humanitarian Catastrophe in South Sudan and Government Response.
  6. House of Commons Standing Committee on International Trade (CIIT): Seventh Report — The Canadian Steel Industry’s Ability to Compete Internationally (Report adopted by the Committee on June 8, 2017; report presented to the House of Commons on June 15, 2017; Government Response presented to the House of Commons on October 17, 2017).
    • The report draws from a study on the Canadian steel industry’s ability to compete internationally, and has the primary objective of assessing the extent to which the Canadian steel industry has the ability to compete internationally.
    • The report makes eight recommendations based on witness testimony from stakeholders. The report recommends that the government participate in discussions and initiatives of international organizations that want to find solutions to global excess steelmaking capacity; increase the visibility of trade remedy services and tools available to Canadian companies; work with its closest trading partners to ensure that those countries and Canada have adequate and effective trade remedy systems in place and that Canada does not become a foreign dumping ground for steel; reserve the right to use methods other than prices on the exporting country’s market to establish the dumping margin when foreign countries cannot prove that they are operating under market economy conditions; consider the consequences of dumping and countervailing subsidies for all regions in Canada in steel import investigations and that it study the impact of the imposition of regional rather than national anti-dumping or countervailing duties; assist Canadian steel producers in benefiting from the low carbon footprint of Canadian steel compared to foreign steel; preserve and advance fair trade by continuing to treat China as a non-market economy; and grant labour unions an expanded role in Canada’s trade remedy system.  
    • The Canadian government’s response supports the report’s recommendations, noting that the government shares the committee’s commitment to ensuring the success of Canadian steel companies competing abroad.
    • To read the full report and the Government of Canada response, please consult: Report 7 — The Canadian Steel Industry’s Ability to Compete Internationally and Government Response.
  7. Senate Standing Committee on Foreign Affairs and International Trade (AEFA): Sixteenth Report — The Deepening Crisis in Venezuela: Canadian and Regional Stakes (The committee tabled its report July 20, 2017; the Report was adopted by the Senate on October 26, 2017; Government Response presented to the Senate on March 15, 2018).
    • The report makes eleven recommendations based on witness testimony from stakeholders and the general public across Canada. The report states that Canada, as “a country of the Americas” has tremendous stakes in a favourable outcome to the Venezuelan crisis. Moreover, its deepening network of ties with key countries in the region, its profile in the Organization of American States and its commitment to the promotion of democratic values, the rule of law and human rights offer a number of opportunities for Canada to play a leadership role in the Hemisphere. The report recommends that the Government of Canada undertake a leadership role in addressing Venezuela’s humanitarian crisis and ensuring that humanitarian assistance is delivered to those most in need. The Committee urges the Government of Canada to continue supporting projects from the Canadian embassy’s Canadian Fund for Local Initiatives that focus on capacity building of Venezuelan non-governmental organizations engaged in health and social welfare. The report also recommends that the Government of Canada prioritize regional efforts to engage with President Maduro with the aim of allowing, in the near future, a humanitarian needs assessment mission to be carried out by recognized international humanitarian groups, as well as to ensure the full, safe and unhindered access of humanitarian personnel and humanitarian assistance in accordance with international standards. It suggests that the Canadian government strengthen its support of international organizations, such as the International Committee of the Red Cross and the relevant United Nations specialized agencies, that are prepared to offer humanitarian assistance to Venezuela on the invitation of its government; Venezuela’s government and opposition leaders, as well as all regional and international stakeholders, undertake meaningful and constructive measures that fundamentally improve the political, economic and humanitarian conditions in the country; President Maduro exercise the full authority of his office in a positive manner that respects the rights and responsibilities of Venezuela’s citizens, in particular its elected representatives and judicial officers; all parties in the crisis respect Venezuela’s political institutions and fulfill the country’s international commitments related to democratic processes, the rule of law, and respect for human rights; refrain from using violence and politicizing democratic and legal processes; the Government of Canada leverage its network of bilateral and regional ties within the framework of the Organization of American States and other institutions; parliamentarians in the Senate of Canada and the House of Commons consider a joint initiative that promotes confidence building and mediation among the key stakeholders in the Venezuelan crisis.
    • The Canadian government’s response welcomed the report’s recommendations, and responded along three themes: increased pressure on Maduro; support for the Venezuelan population; and contribution to meaningful negotiations.
    • To read the full report and the Government of Canada response, please consult: Report 16 — The Deepening Crisis in Venezuela: Canadian and Regional Stakes and Government Response.
  8. House of Commons Standing Committee on Foreign Affairs and International Development (FAAE): Thirteenth Report — Strengthening Canadian engagement in Eastern Europe and Central Asia (Report adopted by the Committee on November 7, 2017; report presented to the House of Commons on November 22, 2017; Government Response presented to the House of Commons on March 19, 2018).
    • The report is informed partly by the committee’s visit to Poland, Latvia, Ukraine, and Kazakhstan in January 2017. The objective of this visit was to gather first-hand information for the committee’s study of Canada’s engagement in Eastern Europe and Central Asia 25 years after the end of the Cold War. Following this fact-finding mission, the committee held six meetings in Ottawa to supplement its findings.
    • The report makes ten recommendations aimed at strengthening Canada’s engagement in Eastern Europe and Central Asia, and specifically with Poland, Latvia, Ukraine, and Kazakhstan. The report recommends that the government continue its sanctions against Russian and post-annexation Crimean officials; continue to support multilateral efforts, including through the OSCE, NATO, the UN and other international organizations, to bring about a resolution to Russia’s military invasion and illegal annexation of Crimean territory; continue to ensure that Canadian international assistance to Ukraine benefits the most vulnerable populations in the country. In addition, the Government of Canada should work with its allies in Eastern Europe, Central Asia and elsewhere to improve collective defence mechanisms against cyber-attacks; remain committed to demonstrating leadership on security issues by ongoing deployments through Operation REASSURANCE; work with the Canadian business community to engage with government officials, civil society and business leaders in all countries that were adversely affected by Soviet occupation; build on existing multilateral and bilateral efforts that support the enhancement of democratic values, good governance, participatory democracy, the rule of law, and social inclusion of marginalized groups such as women, the LGBTI community, and indigenous populations; work with the Canadian business community to support and promote commercial opportunities in Eastern Europe and Central Asia; consider measures to improve the efficiency of the visa application process without compromising considerations related to Canadian security and national priorities; and engage with Eastern European and Central Asian governments on youth-oriented partnership frameworks.
    • The Canadian government’s response supports the majority of the report’s recommendations, many of which are consistent with Canada’s current approaches.
    • To read the full report and the response from the Government of Canada, please consult: Report 13 — Strengthening Canadian engagement in Eastern Europe and Central Asia and the Government Response.
  9. House of Commons Standing Committee on National Defence (NDDN): Eighth Report — Canada’s Support to Ukraine in Crisis and Armed Conflict (Report adopted by the Committee on December 6, 2017; report presented to the House of Commons on December 11, 2017; Government Response presented to the House of Commons on March 28, 2018).
    • The introduction in the report notes that the crisis in Ukraine has been of concern to NDDN for some time, which is why the committee decided to undertake a study on the subject. Between September 23 and 26, 2017, some Committee members travelled to Ukraine in order to gain a better understanding of the situation on the ground and to assess what more Canada could do to assist Ukraine militarily.
    • The report makes seventeen recommendations aimed primarily at strengthening Canada’s military assistance to Ukraine and determining how that could be strengthened in the near future. The report recommends that the government continue to provide strong military training to the Ukrainian Armed Forces and that it look for opportunities to expand the type of training and support provided by the Canadian Armed Forces through Operation UNIFIER; strengthen Canada’s contribution to military, police, justice, and anti-corruption training beyond the expiration of current funding agreements; facilitate stronger parliament-to-parliament relations including possible assistance in the development of anti-corruption mechanisms, institutions, and training as requested by Ukrainian officials; increase Canada’s contribution to the OSCE Special Monitoring Mission in Ukraine; advocate for a United Nations peacekeeping mission in Ukraine that respects its territorial integrity; expand Canada’s support for gender equality promotion through the Canadian Development Program in Ukraine; provide lethal weapons to Ukraine to protect its sovereignty from Russian aggression; add Ukraine to the Automatic Firearms Country Control List; reinstate the practice of providing RADARSAT-2 Imagery; engage in the exchange of intelligence sharing capabilities with Ukraine; encourage the collaboration between Ukrainian and Canadian defence industries; commit to supporting Ukraine in its resistance to hybrid warfare attacks, specifically with regard to cyber-attacks on government systems and critical infrastructure; assign Canadian Armed Forces cyber security personnel to Ukrainian cyber defence operations to assist in monitoring and defending against related communications, hybrid warfare and cyber-attacks on Ukrainian critical infrastructure; plan to grant visa-free travel to Canada for Ukrainians; reinstate the Youth Mobility Agreement with Ukraine; consider furthering Ukrainian interests at the G7; assist with the development of relations and open dialogue between the Ukrainian government and civil society groups; and expand Canada’s sanctions, including implementing the Justice for Victims of Corrupt Foreign Officials Act (Sergei Magnitsky Law), against those responsible for contributing to the armed conflict in Ukraine.
    • The Canadian government’s response supports many of the report’s recommendations, noting that they are consistent with Canada’s current approach to supporting Ukraine’s security, stability, and economic prosperity. With respect to the recommendation which called on the government to provide lethal weapons to Ukraine to protect its sovereignty from Russian aggression, the government is not actively considering this option and remains in contact with the Government of Ukraine on its requests for military equipment.
    • To read the full report and the response from the Government of Canada, please consult: Report 8 — Canada’s Support to Ukraine in Crisis and Armed Conflict and the Government Response.
  10. House of Commons Standing Committee on International Trade (CIIT): Eighth Report — Priorities of Canadian Stakeholders Having an Interest in Bilateral and Trilateral Trade in North America, between Canada, United States, and Mexico (Report adopted by the Committee on December 6, 2017; report presented to the House of Commons on December 12, 2017; Government Response presented to the House of Commons on March 8, 2018).
    • This report draws on a study on the priorities of Canadian stakeholders with an interest in bilateral and trilateral trade in North America, between Canada, United States (U.S.) and Mexico, and has the primary objective of assessing these countries’ interest in bilateral and trilateral trade in North America.
    • The report makes 28 recommendations based on witness testimony from stakeholders in Canada and abroad. The report recommends that the government take actions designed to increase awareness among American counterparts about the value of the Canada—U.S. trade relationship; continue to use a whole-of-government approach in explaining the importance of the Canada—U.S. trade relationship; during North American Free Trade Agreement (NAFTA) negotiations, prioritize outcomes that would promote Canadian exports, increase wages, and reduce income and wealth inequalities; work with the U.S. and Mexico to ensure NAFTA negotiations continue to be trilateral; during NAFTA negotiations, pursue changes that would make the agreement more progressive; conduct broad and meaningful consultations with Canadians during trade negotiations, and during NAFTA negotiations, consult regularly with provincial and territorial representatives; continue to pursue a free trade agreement among the 11 countries that are currently members of the Trans-Pacific Partnership; during NAFTA negotiations, prioritize outcomes that do no harm; address non-tariff barriers that inhibit fair access to North American Markets; during NAFTA negotiations, defend Canada’s supply management systems; continue its negotiations with the U.S. government to resolve disputes between the countries concerning U.S. imports of certain Canadian softwood lumber products; actively promote trade promotion services that are available to Canadian small and medium-sized enterprises, woman-owned businesses, and multicultural communities; promote any trade training that is offered in colleges and universities with opportunities to partner with business for export readiness; during NAFTA negotiations, oppose any changes to the rules-of-origin provisions; during NAFTA negotiations, consider the model provided by the Defence Production Sharing Agreement Between Canada and the United States as it pursues national treatment for Canadian businesses in the American public procurement market; in collaboration with the governments of the U.S. and Mexico, reduce time needed for goods to cross borders within North America and modernize the processes required for goods and people to cross shared borders; during NAFTA negotiations, work with the governments of the U.S. and Mexico to eliminate red tape and further harmonize regulations where possible; during NAFTA negotiations, pursue provisions that would provide new opportunities for Canadian businesses to engage in online commercial activities; during NAFTA negotiations, oppose eliminating cultural exemption; during NAFTA negotiations, oppose provisions that would reduce Canada’s ability to ensure the Canadian intellectual property regime balances the interests of right holders and users; during NAFTA negotiations, oppose changes that would reduce the existing mobility commitments; during NAFTA negotiations, work to ensure that the investment provisions allow governments to regulate in the public interest; during NAFTA negotiations, defend the dispute-settlement mechanisms in Chapters 19 and 20; during NAFTA negotiations, pursue environmental provisions that would strengthen the enforcement of environmental standards; during NAFTA negotiations, pursue strong and enforceable labour standards for North America; during NAFTA negotiations, ensure that gender remains an important consideration; and, during NAFTA negotiations, continue to advocate for a chapter on Indigenous peoples and seek to include principles contained in the United Nations Declaration on the Rights of Indigenous Peoples.   
    • The Canadian government’s response supports the report’s recommendations, noting that the government shares the committee’s commitment to uphold the elements of NAFTA that are key to our national economic interest, while advancing opportunities to make NAFTA more progressive and conclusive.
    • To read the full report and the Government of Canada response, please consult: Report 8 — Priorities of Canadian Stakeholders Having an Interest in Bilateral and Trilateral Trade in North America, between Canada, United States, and Mexico and Government Response.
  11. House of Commons Standing Committee on Foreign Affairs and International Development (FAAE): Fourteenth Report — Moving the Relationship Forward: NAFTA Modernization and North American Trilateral Cooperation (Report adopted by the Committee on December 12, 2017; report presented to the House of Commons on January 30, 2018; Government Response presented to the House of Commons on May 30, 2018).
    • This report, which draws from the Committee’s fact-finding missions to Mexico City, New York City, and Washington, D.C., has the primary objective of assessing the NAFTA modernization talks and opportunities to strengthen Canada—Mexico and Canada—U.S. bilateral cooperation.
    • The report makes six recommendations based on discussions with legislators, policy-makers and other stakeholders. The report recommends that the government continue to work with its Mexican and U.S. partners to modernize NAFTA; not set arbitrary deadlines for the conclusion of NAFTA modernization talks; work with business groups, unions, and other stakeholders to ensure that accurate information about NAFTA is disseminated; cooperate with the Government of Mexico in pursuit of common objectives in NAFTA negotiations; continue to strengthen its foreign policy cooperation with Mexico; and work with officials in Mexico and the United States and other partners to develop new mechanisms for dialogue and exchange within North America.
    • The Canadian government’s response supports the report’s recommendations, noting that the government continues to engage in a constructive dialogue with Mexico and the United States to modernize NAFTA and recognizes the importance of continued collaboration and cooperation with our North American partners.
    • To read the full report and the Government of Canada response, please consult: Report 14—Moving the Relationship Forward: NAFTA Modernization and North American Trilateral Cooperation and Government Response.
  12. Subcommittee on International Human Rights (SDIR) of the House of Commons Standing Committee on Foreign Affairs and International Development (FAAE): Fifteenth Report— A Global Fight: Supporting Efforts to Address Sex Trafficking in South Asia (Report adopted by the Committee on February 1, 2018; report presented to the House of Commons on February 15, 2018; Government Response presented to the House of Commons on June 13, 2018).
    • This report studies sex trafficking in South Asia, a region in which sex trafficking is particularly prevalent. The Subcommittee’s study focused on six South Asian countries: Bangladesh, Bhutan, India, Maldives, Nepal and Sri Lanka. The purpose of this study was to identify measures to combat sex trafficking that the Government of Canada may incorporate in its initiatives in the region.
    • The report made four recommendations based on witness testimony. The report recommends that the government use all means to encourage South Asian states to implement their obligations under the UN Convention Against Corruption and to address the impact of corruption on existing national anti-trafficking initiatives; provide concrete support to regional efforts to collect evidence and information on the nature of sex trafficking across South Asia; make reducing women and girls’ vulnerability to human trafficking—and commercial sex trafficking in particular—a specific goal in its bilateral relations within the region and a metric through which its international assistance policy and programming is evaluated; and prioritize support for non-governmental organizations working towards preventing sex trafficking and rehabilitating survivors in South Asia in its international assistance programming.
    • The Canadian Government agrees with the majority of the report’s recommendations, and will carefully consider the second recommendation on enhancing data collection and detection capacity to hold perpetrators accountable.
    • To read the full report and the Government of Canada response, please consult: Report 15— A Global Fight: Supporting Efforts to Address Sex Trafficking in South Asia and Government Response.
  13. House of Commons Standing Committee on Foreign Affairs and International Development (FAAE): Seventeenth Report — Focused, Independent, and Patient: Building a World-Class Canadian Development Finance Institution (Report adopted by the Committee on February 15, 2018; report presented to the House of Commons on March 20, 2018; Government Response was presented on August 22, 2018).
    • This report draws from the Committee’s study on the then-forthcoming Development Finance Institution (DFI) and has the primary objective of guiding the government in establishing it. 
    • The report makes six recommendations based on testimony from government officials, civil society, academics, and stakeholders. The report recommends that the government design its DFI to prioritize development outcomes and to develop innovative solutions to current development challenges; focus the DFI’s mandate on catalyzing private investment for international development by balancing the objective of development outcomes and profit; ensure that the DFI complements, not replaces, official development assistance; acknowledge that an emphasis on development outcomes comes at a greater financial risk; establish a board of directors made up of independent experts with experience in both financial management and international development; allow the DFI to pursue its mandate in an independent manner while ensuring it operates in accordance with Canadian values and interests; provide the DFI with a minimum 10-year period to demonstrate its capacity to fulfill its mandate in a financially sustainable manner; commit to providing additional funding during this 10-year period, as necessary; and implement transparency and accountability mechanisms that match or exceed the standards currently set by DFIs in other countries.
    • To read the full report and the Government of Canada response, please consult: Report 17 — Canada’s Development Finance Initiative and Government Response.

Response to audits conducted by the Office of the Auditor General of Canada (including audits conducted by the Commissioner of the Environment and Sustainable Development)

  1. 2017 Fall Reports of the Commissioner of the Environment and Sustainable Development: Report 2 – Performance Audit of Adapting to the Impacts of Climate Change
    • The audit examined whether key departments and agencies had taken appropriate measures to adapt to climate change impacts and whether they had taken action to address the highest prioritized risks to their areas of responsibility. Global Affairs Canada, along with 10 other entities, is named in one of the report’s five recommendations. To read Global Affairs Canada’s responses, please consult Report 2 – Adapting to the Impacts of Climate Change.
  2. 2018 Spring Reports of the Commissioner of the Environment and Sustainable Development: Report 2 – Canada’s Preparedness to Implement the United Nations’ Sustainable Development Goals
  3. 2018 Spring Reports of the Auditor General of Canada: Report 7 – Consular Services to Canadians Abroad – Global Affairs Canada

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

N/A

Up Front Multi-Year Funding – Centre for International Governance Innovation

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

Start date: January 30, 2003

End date: Ongoing

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: CIGI supports world-leading research in global governance, particularly global economic and financial governance, international security and international law. CIGI furthers Canada’s interest in having a stable and well-governed global system by bringing academics, policy experts and researchers together from around the world to generate policy recommendations on pressing international developments. In 2003, the Government of Canada contributed $30 million, which was matched by CIGI and subsequently added to by other public and private donors to establish an endowment fund. The Centre continues to be funded by the proceeds of this endowment.

Comments on variances: N/A

Significant audit findings by the recipient during the reporting year, and future plan: CIGI has published the 2017 annual report of its activities, including financial statements. The 2018 annual report will be available after the calendar year.

Significant evaluation findings by the recipient during the reporting year, and future plan: As set out in the 2003 funding agreement with Global Affairs Canada, CIGI has recently completed the third independent evaluation to measure the Centre’s overall performance in achieving expected results. 

The evaluation is organized under six evaluation standards: relevance, effectiveness, impact, planning, management and efficiency, and comparative analysis. The evaluation used a mixed-methods approach to collect and triangulate data from different sources, using both quantitative and qualitative techniques. This approach supported the development of robust, evidence-based findings, which in turn allowed for the development of insightful, validated conclusions, and recommendations.

Relevance: CIGI’s objectives, strategies and programming are clearly aligned with the funding agreement reached with the federal government. The stated purposes in the federal funding agreement are to (1) support world-leading research in the area of global governance, particularly in the area of global economic and financial governance and; (2) to further Canada’s interest in having a stable and well-governed global economic system in order to enhance the standard of living and quality of life of its population. More specifically, the purpose of the fund includes six objectives that are linked to CIGI’s objectives, strategies and activities.

Effectiveness: CIGI is using its convening power to successfully achieve its immediate outcomes by co-constructing relevant research products that are consistently being used by its national and international stakeholders. CIGI is regularly and increasingly mentioned in leading international media outlets from all around the world and the think tank has a strong presence in Canadian media, with regular mentions in all major outlets.

Impact: Assessing longer-term, sustainable and transformational change requires substantial longitudinal evidence. Evidence to date indicates that CIGI is making progress toward achieving ultimate outcomes, but definitive achievement is not identifiable yet. Key informant interviews indicate that CIGI’s efforts directed toward multilateral actors, like the programs on the G20, Internet governance or the World Refugee Council, have been the most visible and have had the highest potential in terms of impact.

Planning: The evaluation observed that CIGI has implemented the recommendations made by the last independent evaluation of CIGI conducted in 2013, most notably those related to the development of its innovation, communication and use of infrastructure strategies.

Management and efficiency: CIGI activities are sufficiently funded and have been implemented within budget. CIGI has taken significant measures to foster an evaluation culture for learning and accountability purposes, creating an Evaluation and Planning unit in 2012. CIGI has applied results-based management principles centrally and within programs and projects. An organizational logic model has been adopted and performance data is now being collected from all departments to track progress across the organization and is accessible via a central dashboard.

The new amalgamated Board of Directors is effective and functioning according to its governance mandate, overseeing CIGI and the proper implementation of the funding agreement. A move toward a more gender-balanced and diverse composition of its members should be considered to enrich its nature.  

Comparative analysis: CIGI compares very favourably to comparable think tanks. External rankings (Global Go To Think Tank Index Report, Transparify) generally rank CIGI in the top two or three when compared with other Canadian institutions, and often quite favourably when compared internationally. These rankings provide a positive external validation of CIGI’s work. The review of basic data from comparable think tanks in Canada (Fraser Institute, C.D. Howe Institute and Asia Pacific Foundation) demonstrates that CIGI, although a relatively young institution, is a leading think tank in Canada.

Summary of results achieved by the recipient: CIGI’s objectives, strategies and programming remain aligned with the funding agreement with the federal government. CIGI’s work in the areas of global economy, global politics and security, and international law are considered highly relevant within the current national and international context. CIGI has understood that in a globalized world, domestic and international issues are increasingly intertwined and that governance gaps must be addressed through this lens.

CIGI has been effective in reaching its immediate and intermediate outcomes by co-constructing relevant research products (outputs) that are consistently being used by its national and international stakeholders.

CIGI has made some important improvements with regard to its communication approaches by increasing its external communication capacities. Internal communication was identified by stakeholders as an aspect of the organization that could be strengthened. CIGI is an efficient organization able to deliver results within budget and on schedule. It has taken monitoring, evaluation and learning seriously and worked toward the establishment of a monitoring and evaluation performance culture.

CIGI has evolved as a valuable institution that is respected by its peers, conducting world-leading research and analysis, influencing policy-makers, and innovating to solve governance gaps.

Performance information (dollars)
2015–16 Actual Spending2016–17 Actual Spending2017–18 Planned Spending2017–18 Total Authorities Available for Use2017–18 Actual Spending (Authorities Used)Variance  (2017–18 Actual Minus 2017–18 Planned)
000000

Fees

Fees – Access to Information

Fee category: Fees for processing requests filed under the Access to Information Act

Fee-setting authority: Section 11 of the Access to Information Act (ATIA) and section 7 of the Access to Information Regulations

Year introduced: 1983

Year last amended: 2016

Service standard: A response is 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 78 percent of the time and 43 percent of requests were completed within a 30-day period.

Other information: Estimated full cost is based on projected staffing of up to 64 full-time employees.

Financial information (dollars)
2016–17 Revenue2017–18 Revenue2017–18 Cost2017–18 Remissions
6,2257,0607,142,219N/A

Export/Import Permit Fees

Fee category: Export/Import Permit Fees - Other Products and Services

Fee-setting authority: Export and Import Permits Act

Export and Import Permits and Certificates Fees Order

Year introduced: 1995

Year last amended: 1995

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; process within three business days permit applications for B.C. 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 within 40 business days where consultation is required.

Performance results: The service standards were met 95 percent of the time.

Other information: N/A

Financial information (dollars
2016–17 Revenue2017–18 Revenue2017–18 Cost2017–18 Remissions
3,116,6902,924,5827,135,321168,007

Fees—Consular Services

Fee category: Consular Services Fee

Fee-setting authority: Consular Services Fees Regulations pursuant to the Department of Foreign Affairs, Trade and Development Act

Year introduced: 1995

Year last amended: 1995, 1995

Service standard: Consular services are provided to Canadians 24 hours a day, seven days a week, at approximately 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 provided to Canadians are detailed in the Canadian Consular Services Charter and assessed based on written service standards (established in 1995) with qualitative and quantitative indicators. 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 currently 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

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.

The service standards are currently under review.

Performance results: Of the 3,680 Canadians who completed a Client Feedback Form in 2017–18, 91% 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 2017–18 is noted below.

Canada’s missions abroad are currently asked to contact arrested or detained persons within 24 hours and ensure 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 approximately two-thirds of detainees are located). These standards serve as guidelines for our consular officers and can be modified as required depending on needs and conditions. As of March 31, 2018, more than 85% of detainee cases met their regional standard.

Missions are asked to report on their ability to accept, review and forward citizenship applications to Canada within the 10-day service standard. During 2017–18, they did so successfully with 88%of the applications. Missions are monitored for their ability to meet the 20-day service standard for regular passport issuance. They met this standard 86% of the time.

Other information: N/A

Financial information (dollars)
2016–17 Revenue2017–18 Revenue2017–18 Cost*2017–18 Remissions
104,710,773102,375,280122,456,630Not applicable  
* The amount includes direct and indirect costs, where such costs are identifiable and material.

† A remission is a partial or full return of a fee paid. Under the Service Fees Act departments are required to develop policies that determine when fees will be remitted to fee payers should service standards not be met. The requirement for departments to remit is anticipated to come into effect on March 31, 2020. This effective date allows departments time to develop remissions policies and adjust service standard tracking and remittance systems. During fiscal year 2017 to 2018, some departments may have issued remissions, in accordance with their authority of their enabling legislation or regulation, as opposed to the authority given by the Service Fees Act. It is remissions issued under enabling legislations or regulations that are shown above
Fees under the department’s authority

Fee amounts for 2017–18 and 2019–20 and for a future fiscal year, as applicable (dollars)
Name of fee2017–18 Fee amount2019–20 Adjusted fee amount*Future fee amount and fiscal year
Consular Services Fee$25$25 (pending review)Not Applicable
* The “Adjusted fee amount” is the new amount of the fee in 2019–20, adjusted either by the Consumer Price Index rate or by a predetermined rate, in accordance with the authority in legislation or regulation.

† The “Future fee amount and fiscal year” is the new amount of the fee, in a future fiscal year other than 2019–20, adjusted by a predetermined rate, in accordance with the authority in legislation or regulation.

Fees—Specialized Consular Services

Fee category: Specialized Consular Services Fee

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

Year introduced: N/A

Year last amended: 2010

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

  1. Protection and Assistance
  2. Legal and Notary

The complete list of service standards is 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.

The service standards for Specialized Consular Services are currently under review.

Performance results: 90% of 259 clients reported overall satisfaction with the legal and notary services they received.

Other information: N/A

Financial information (dollars)
2016–17 Revenue2017–18 Revenue2017–18 Cost2017–18 Remissions
2,348,0422,230,5993,925,049Not applicable
Fees under the department’s authority

Fee amounts for 2017–18 and 2019–20 and for a future fiscal year, as applicable (dollars)
Name of fee2017–18 Fee amount2019–20 Adjusted fee amount*Future fee amount and fiscal year
Specialized Consular Services FeesSee linkSee link (pending review)Not Applicable

Financial Totals for all Fee Categories

Total revenues, cost and remissions (dollars)
2016–17 Total revenue2017–18 Total revenue2017–18 Total cost2017–18 Total remissions
110,181,730107,537,521140,659,219168,007
Note: the totals are the sums of the revenues, costs and remissions reported for all fee categories in the “Financial information” tables.
 
 
Date Modified: