2019-20 Departmental Results Report - Supplementary Information Tables

Table of Contents

• Departmental Sustainable Development Strategy
  • 1. Introduction to the Departmental Sustainable Development Strategy
  • 2. Sustainable development in Global Affairs Canada
  • 3. Departmental performance by FSDS goal
  • 4. Report on integrating sustainable development
• Details on Transfer Payment Programs of $5 million or more
  • Anti-Crime Capacity Building Program
  • Canada Fund for Local Initiatives
  • Canadian International Innovation Program (formerly International Science and Technology Partnership Program [ISTPP])
  • CanExport Program (formerly known as Global Markets Support Program/Trade and Investment Support Program)
  • Commonwealth Secretariat
  • Comprehensive Nuclear-Test-Ban Treaty Organization
  • Counter-Terrorism Capacity Building Program
  • Food and Agriculture Organization of the United Nations
  • Grants and Contributions in Aid of Academic Relations
  • Grants in Lieu of Taxes on Diplomatic, Consular and International Organizations’ Property in Canada
  • International Atomic Energy Agency
  • International Criminal Court
  • International Development Assistance
  • International Financial Institutions
  • International Labour Organization
  • North Atlantic Treaty Organization Civil Administration
  • Organisation for Economic Co-operation and Development
  • Organisation Internationale de la Francophonie
  • Organization for Security and Co-operation in Europe
  • Organization of American States
  • Pan American Health Organization
  • Peace and Stabilization Operations Program
  • Projects and Development Activities Resulting from La Francophonie Summits
  • United Nations Educational, Scientific and Cultural Organization
  • UN Peacekeeping Operations
  • United Nations Organization
  • Weapons Threat Reduction Program
  • World Health Organization
  • World Trade Organization
• Gender-based analysis plus (GBA+)
  • Institutional GBA+ capacity
  • Highlights of GBA+ Results by Program
• Response to Parliamentary Committees and External Audits
  • Response to parliamentary committees
  • 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)
  • Response to audits conducted by the Public Service Commission of Canada or the Office of the Commissioner of Official Languages
• Up-Front Multi-Year Funding - Centre for International Governance Innovation

Departmental Sustainable Development Strategy

1. Introduction to the Departmental Sustainable Development Strategy

The 2016 to 2019 Federal Sustainable Development Strategy (FSDS) presents the Government of Canada’s sustainable development goals and targets, as required by the Federal Sustainable Development Act. In keeping with the purpose of this Act to provide the legal framework for developing and implementing a Federal Sustainable Development Strategy that will make environmental decision-making more transparent and accountable to Parliament, Global Affairs Canada supports reporting on the implementation of the Departmental Sustainable Development Strategy.

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 Effective Action on Climate Change and Low-Carbon Government. This supplementary information table presents available results for the departmental action[s] pertinent to this these goals. Previous years’ supplementary information tables are posted on Global Affairs Canada’s website.

3. Departmental performance by FSDS goal

4. Report on integrating sustainable development

Global Affairs Canada will continue to ensure that its decision-making process includes consideration of FSDS goals and targets through its strategic environmental assessment (SEA) process. A SEA for a policy, plan or program proposal includes an analysis of the impacts of the given proposal on the environment, including on relevant FSDS goals and targets. During the 2019-20 reporting cycle, Global Affairs had two proposals that required an SEA.

Public statements on the results of Global Affairs Canada’s assessments are made public when an initiative has undergone a detailed SEA (see here). The purpose of the public statement is to demonstrate that the environmental effects, including the impacts on achieving the FSDS goals and targets, of the approved policy, plan or program have been considered during proposal development and decision-making.

Over the same period, Global Affairs Canada conducted environmental assessments of three trade agreements under negotiations, in order to identify environmental risks, assess the significance of these risks, and determine possible enhancement or mitigation options that may be addressed in the context of negotiations or through domestic measures. This process led to the publication of one initial environmental assessment during the 2019-20 reporting cycle.

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)

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); 2018-19 (amended)

Link to the department’s Program Inventory: Program 31. Anti-Crime and Counter-Terrorism Capacity Building

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.

Results achieved

• Reduced security threats from transnational organized crime for Canadians and affected populations, particularly women and girls, in countries where Canada engages.
• Enhanced inclusive and gender-responsive prevention and response to transnational organized crime by security institutions in countries where Global Affairs Canada programs.
• Improved inclusive and gender-responsive development and compliance of anti-crime legal instruments, controls or frameworks by states in countries where Global Affairs Canada programs.
• Improved inclusive and gender-responsive engagement and resilience of communities and civil society in the areas of anti-crime in countries where Global Affairs Canada programs.

Findings of audits completed in 2019–20: None

Findings of evaluations completed in 2019–20: The next evaluation will take place in April 2021.

Engagement of applicants and recipients in 2019–20: The program delivers programming via Government of Canada departments and agencies plus selected multilateral institutions, foreign governments, and non-governmental organizations.

Explanation of variances: ACCBP was able to program 97% of its total allocations. While the Global envelope was spent at 100%, staff rotation within the ACCBP resulted in delays in fully implementing the Human Smuggling Envelope.

Canada Fund for Local Initiatives

Name of transfer payment program: Canada Fund for Local Initiatives (CFLI)

Start date: April 1, 2012

End date: Ongoing

Type of transfer payment: Contribution

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2011-2012

Link to the department’s Program Inventory: Program 9. Geographic Coordination and Missions Support; Program 27. Humanitarian Assistance; Program 33. Canada Fund for Local Initiatives

Description: The Canada Fund for Local Initiatives (CFLI) is a contribution program delivered through Canadian embassies and high commissions (henceforward: missions) that supports small-scale, high-impact projects in developing countries.

The objectives of the program are to contribute to the achievement of Canada’s thematic priorities for international assistance; assist in the advocacy of Canadian values and interests; and 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 average contribution is $28,000. Projects are largely conceived and implemented by local organizations making them highly responsive to local needs.

The CFLI Thematic Priorities are approved annually by a Program Management Board. In 2019-2020, they were:

1. Gender equality and the empowerment of women and girls.
2. Inclusive governance, including diversity, democracy, human rights and the rule of law.
3. Peace and security, with a focus on conflict prevention and building peace.
4. Human dignity, covering health, education and nutrition.
5. Growth that works for everyone, including women’s economic rights, access to decent jobs and entrepreneurship, investing in the poorest and most vulnerable, and safeguarding economic gains.
6. Environment and climate action focusing on adaptation and mitigation, as well as on water management.

Gender considerations and Women, Peace and Security assessments are integrated into project planning, selection and delivery, including through training for Canadian diplomats working on the program at missions abroad.

Results achieved: In 2019-20, the CFLI was effectively managed by 70 Canadian missions abroad to support 572 projects in 125 countries. Local civil society organizations (CSOs), academic institutions and local governments implemented nearly 80% of CFLI projects in 2019-2020. Missions often targeted promising and relatively new CSOs that may not have otherwise qualified for funding from international donors. Capacity building workshops provided training on drafting proposals, budgeting, monitoring and reporting on projects to help equip local partners with the tools necessary to secure future funding.

In 2019-2020, the CFLI program continued to integrate gender equality and the empowerment of women and girls across all programming, in alignment with the Feminist International Assistance Policy. Ensuring strong outcomes for women was key to projects aimed at economic empowerment (59 projects) and political participation (16 projects). To enhance gender equality outcomes, missions held gender based analysis workshops with prospective CFLI applicants. Overall, 94% of CFLI projects involved consultation with women and girls and 95% incorporated a gender-based analysis into the design of their projects. It is also notable that 36% of projects were implemented by women’s rights organizations.

Consistent with previous years, a high proportion of CFLI projects in 2019-2020 focused on promoting human rights, diversity and inclusion in developing countries (150 projects). Projects included identifying barriers to women’s political participation in Panama; training civil society organizations, lawyers and police in Kyrgyzstan to increase civil society’s ability to identify, address and prevent torture; and providing counselling and litigation services to migrant workers in Mexico.

In 2019-2020, 61% of projects were implemented by human rights and inclusive governance organizations, many of whom are working in difficult environments where the freedom of association, assembly and expression is restricted. To address such challenges, a CFLI project in Uganda developed a tool to report violations of human rights defenders’ (HRDs) rights, trained Burundian HRDs on physical security and stress management, and launched a public awareness campaign on the work of HRDs.

Due to the emergence of the COVID-19 pandemic in early 2020, a number of recipient organizations were forced to delay planned activities or close their projects early. However, three recipient organizations were able to reconfigure their existing CFLI projects to respond to the health crisis. In Cameroon, for example, a local CSO was able to quickly acquire equipment and provide training to local women on making masks to protect against the transmission of COVID-19. In short order, more than 5,000 masks were produced and prepared for distribution, targeting vulnerable internally displaced persons. This CFLI project was one of the first to have a direct impact on efforts to fight the COVID-19 pandemic in Africa.

The CFLI is a key advocacy tool providing Canadian missions with opportunities to raise awareness and foster discussion on issues of importance to Canada. In their end of year reports, 93% of Canadian diplomats managing the CFLI overseas indicated that the program meaningfully increased their mission’s ability to advance Canadian values and interests in their countries of accreditation. The positive results and goodwill generated by CFLI projects provided a platform for Canada to advocate on a range of issues, such as combatting sexual and gender based violence (71 projects in 2019-2020) or promoting LGBTI rights (32 projects in 2019-2020). This included public speaking opportunities for Canadian ambassadors in conferences, podcasts, and televised interviews. CFLI projects were also highlighted as part of broader advocacy campaigns (e.g. #DefendMediaFreedom, 16 Days of Action Against Gender Based Violence, #Inclusion Means, #RememberRohingya), helping to promote the work of CSO partners.

CFLI projects also helped Canadian missions to expand their networks and build relationships with local governments and civil society. 97% of missions indicated that their CFLI program created meaningful opportunities for interactions with local stakeholders, including CSOs and civic leaders.  By selecting projects in a wide range of geographic locations, missions were able to connect with civil society and governments in urban and rural areas, at local, regional and national levels, including in remote regions. The program played a particularly important role in fostering relationships in countries where Canada has no permanent diplomatic presence.

The CFLI is also intended to be an agile and flexible programming tool, able to quickly respond to natural disasters or other emergencies in developing countries through local organizations. Humanitarian and emergency response projects are small-scale (maximum $50,000), implemented in complementarity with other Canadian support delivered through regular humanitarian channels.

In 2019-20, $411,000 was disbursed to respond to 8 crises around the globe. For example, in the aftermath of Cyclone Idai in Mozambique, two CFLI projects provided basic food items, hygiene kits, and psychosocial support to affected communities, particularly benefitting women and child-headed households.

Findings of audits completed in 2019–20: N/A

Findings of evaluations completed in 2019–20: N/A

Engagement of applicants and recipients in 2019–20: 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 missions 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.

Explanation of variances: Since 2012, the Canada Fund for Local Initiatives program has had ongoing authority to disburse up to $20 million in Vote 10 funds per fiscal year, with a 2019-2020 budget of $16.25 million. The variance between planned and actual spending ($638,802) was primarily due to end-of-year adjustments to individual CFLI projects as a result of the COVID-19 pandemic and to a lesser extent, currency fluctuations. Overall, 96% of CFLI funds were spent.

In addition, the Crisis Pool Quick Release Mechanism (CP-QRM) funds reported in the financial information are reported as Humanitarian Assistance, and Peace and Stabilization Operations Program. The variance between planned spending and actual spending is attributable to the unused portion of funds.

Canadian International Innovation Program (formerly International Science and Technology Partnership Program [ISTPP])

Name of transfer payment program: Canadian International Innovation Program (formerly International Science and Technology Partnership Program [ISTPP])

Start date: April 1, 2006

End date: Ongoing

Type of transfer payment: Contribution

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2015-16

Link to the department’s Program Inventory: Program 2.1 International Innovation and Investment

Description: The Canadian International Innovation Program (CIIP) fosters and supports collaborative industrial research and development projects with high potential for commercialization between Canada and partner countries. It also stimulates bilateral science and technology networking and matchmaking activities to further new partnerships and accelerate the commercialization of research and development. Although CIIP has authority to deliver the program in all countries with which Canada has a bilateral Science, Technology and Innovation (STI) agreement, funding is currently allocated to collaboration with Brazil, China, India, Israel, and South Korea.

Results achieved:

• 45% increase in knowledge of international partnerships and global markets were reported by CIIP recipients
• CIIP recipients reported a 29% increase in their innovation capacity
• ^*57% of the recipients reported increase in sales of products and/or services in the years following their research and development (R&D) projects
• ^*CIIP recipients reported 43% increase in technical personnel and total personnel in the years following their project
• ^*43% increase in sales of products and/or service in international markets were reported by CIIP recipients

^* CIIP has not fully completed its data collection for fiscal year 2019-20.  Numbers provided are based on 3% of the completed projects (26 completed projects).

Findings of audits completed in 2019–20: N/A

Findings of evaluations completed in 2019–20: The evaluation completed in December 2019 examined CIIP between 2015/16 and 2018/19.

The evaluation determined that CIIP Partnership Development Activities (PDAs) were successful at increasing awareness of Canadian small and medium enterprises (SMEs) about collaborative research and R&D opportunities abroad and led to business opportunities.  The evaluation also concluded that CIIP’s current funding levels, which remain unchanged since 2005, are reducing the program’s relevance for foreign counterparts, and not meeting the needs of Canadian companies.

The evaluation offered the following recommendations:

• CIIP expand membership of the CIIP Steering Committee to ensure effective coordination of the program with other Government of Canada international innovation activities;
• A periodic review of the geographic focus of the CIIP, that considers both Canadian commercial interests and innovation potential in partner countries; and
• CIIP continue organizing regular PDAs in countries of focus and consider expanding the PDA model to other countries with which Canada has an STI agreement.

Program management has implemented most of the recommendations such as expanding the CIIP Steering Committee to include members from other Government of Canada and PDAs were expanded to Germany, France, UK, and Japan.  However, unless CIIP receives an increased budget, expanding R&D projects into other countries is not feasible at this time.

Engagement of applicants and recipients in 2019–20: The program implements Partnership Development Activities to create a pipeline for CIIP R&D projects.

Explanation of variances: Recognizing a lapse in funding early in the fiscal year due to delays in calls for proposals, CIIP re-profiled $1.3 million to fiscal year 2020/21. The remaining $1.6 million lapsed was due to delays related to the COVID-19 pandemic. A portion of CIIP’s lapsed funding was re-allocated to other Global Affairs Canada programs.

CanExport Program (formerly known as Global Markets Support Program/Trade and Investment Support Program)

Name of transfer payment program: CanExport Program

Start date: December 11, 2008

End date: Ongoing

Type of transfer payment: Grants and Contributions

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2008-2009 (updated 2013-2014 to add the Foreign Trade Zones Marketing Program [FTZ-MP]

2015-2016 to add the CanExport Program

2017-2018 amendments to program terms and conditions including name change of program from Global Markets Support Program to Trade and Investment Support Program

2018-2019 additional funding ($50 million over 5 years) in response to Budget 2018 to increase Trade Diversification

2019-2020 additional funding (100 million over 5 years) in response to the Fall Economic Statement, changes to program terms and conditions; and name change of program from Trade and Investment Support Program to CanExport Program)

Link to the department’s Program Inventory: Program 20. International Business Development;Program 21. International Innovation and Investment

Description: The CanExport Program harmonizes previously existing sub-programs under one umbrella mechanism comprising the following:

• CanExport Small and Medium-sized Enterprises (SMEs);
• CanExport Associations;
• CanExport Innovation; and
• CanExport Community Investments.

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: CanExport SMEs' final reports for projects completed in 2019-2020 show that, at the time of completion and as a direct result of their project, 27% of companies had achieved varying degrees of success; 22% had achieved an intermediate outcome; and another 16% had been able to achieve export sales in a new market totaling $107,960,043.

In 2019-20, CanExport Associations approved $8,192,515 (71.5%) in funding of a total request of $11,454,009. CanExport Associations approved activities supporting 67 industry associations and business organizations in 41 markets, benefitting some 165,087 member companies (96% of which are SMEs). Recipients reported that as a result of this funding 35,312 leads were generated and 23,378 potential foreign partners were identified. Further, over 28,000 industry personnel received export training and almost 18,000 Canadian companies expanded their international business development efforts.

In 2019-2020, CanExport Innovation approved $1,695,670 in funding for 191 projects of which 163 projects have been completed to date for a total of $1,628,097 in disbursed funds. Of the 191 projects, 98% were in support of initiatives conducted by SMEs. Non-government research centres and academic institutions made up the remaining 2%. As a direct result of program funding, recipients signed 163 agreements with foreign organizations, 64 of which culminated in formal partnership agreements with a reported total value of $36,292,573, representing a 22:1 return on investment. Reports showed that 92% of recipients reported a moderate to high increase in knowledge of international research and development opportunities. CanExport Innovation facilitated 1,292 meetings with 1,357 foreign organizations through which recipients reported meeting with 3,051 foreign contacts. Some projects are still on-going and data from final reports are still to be collected.  As such, the number of formal partnerships may increase based on data that will be obtained through a future three year post-project questionnaire exercise.

For 2019-2020, CanExport Community Investments approved 85 organizations for $5.3M (61%), at a 50/50 expense cost share, out of a total request for $8.7M from 97 recipients. Recipients reported that 18,105 targets, 4,581 leads and 1,281 prospects had been generated through their supported activities. Over 89,708 partners/potential investors had been reached via the development of Foreign Direct Investment (FDI) tools and materials and 241 individuals received FDI training.

Findings of audits completed in 2019–20: N/A

Findings of evaluations completed in 2019–20: None (note the Evaluations planned for 2018-19 and 2019-20 have been rescheduled to take place in fiscal year 2023-2024).

Engagement of applicants and recipients in 2019–20: The CanExport Program administers an annual recipient questionnaire, allowing recipients to provide direct feedback to program management. Although the questionnaire does not cover CanExport SMEs, final reports and annual snapshots are submitted by CanExport SME recipients to provide feedback and data on the results associated with their individual projects. The CanExport Program also seeks feedback from applicants and recipients through proactive outreach and through ongoing communications related to program delivery.

Explanation of variances: Additional funding was received mid-year provided through the Fall Economic Statement. Actual spending for 2019–20 also included outstanding payable year-end payments therefore, total spending for 2019–20 may be lower than reported in the above table.

Commonwealth Secretariat

Name of transfer payment program: Commonwealth Secretariat

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

Link to the department’s Program Inventory: Program 2. Multilateral Policy

Description: Canada’s assessed contributions to the regular budget of the Commonwealth is a legally binding obligation of membership. The purpose of Canada’s membership is to further the Government of Canada’s foreign policy goals related to international peace, security and development and, to this end, to enhance relationships among the 54 Commonwealth member countries. Recipients are not required to repay funds obtained under this transfer payment program.

Results achieved: The below summary contains select (non-exhaustive) examples of 2019-2020 results and milestones, taken from the 2020-2021 Delivery Plan and Budget.

Greater adherence to Commonwealth values and principles, in particular those enunciated in the Commonwealth Charter.

• The Commonwealth Ministerial Action Group (CMAG) was supported to protect and promote Commonwealth values and principles: 6 countries engaged with CMAG and were implementing recommendations to adhere to the Commonwealth’s fundamental political values.
• Member states conducted fair, credible and inclusive elections: 5 Commonwealth elections observer missions were completed (Bougainville- Papua New Guinea, Mozambique, Dominica, Namibia and Sri Lanka).
• Mechanisms of civil paths to peace in member states were strengthened to counter violent extremism: Technical support was provided to Trinidad and Tobago, Tanzania and Cameroon, to improve policies, legal frameworks, and programming on countering violent extremism.

More effective, efficient and equitable public governance

• Human rights were promoted and protected and participation in the UN’s Universal Periodic Review process was improved: Technical assistance was provided to Belize, Grenada, and Eswatini to establish and operationalise National Human Rights Institutions.
• Rule of law and access to justice for all were strengthened: The Commonwealth International Arbitration Study was completed, presented and acclaimed by the Commonwealth Law Ministers Meeting in November 2019.
• Public administration for good governance and the prevention of corruption was improved: Internal audit oversight was improved through enhanced risk management practices in Botswana, Ghana, the Gambia, Sierra Leone, Antigua and Barbuda, and Guyana.

People in the Commonwealth fulfill their potential with dignity and equality in a healthy environment.

• Young people were engaged and empowered to meaningfully participate in political and development processes: Technical assistance was provided to member states to improve evidence-based youth policies and youth mainstreaming
• Sport contributed to sustainable development, health, peaceful and just societies: 5 member states received training to develop strategies and policy instruments to use sport to contribute to sustainable development.
• Women, girls and other vulnerable groups were empowered and protected against violence and harmful practices: Seychelles police improved their knowledge and capacity to address violence against women and girls.

More inclusive economic growth and sustainable development.

• Commonwealth positions were advanced in international development and financing mechanisms: A disaster risk finance portal was developed to help Commonwealth countries manage the financial impact of natural disasters.
• National frameworks facilitated effective debt management: Debt management software was installed in 14 Commonwealth countries.

The resilience of small states and vulnerable states was strengthened, including adaptation and mitigation against climate change.

• International policies, mechanisms and rules were more responsive to small states’ development strategies and resilience needs: An analysis was conducted of the potential economic impact of Least Developed Country graduation by Solomon Islands.

It is expected that any of the Commonwealth Secretariat’s delayed or cancelled activities will be implemented in the next year 2020-2021, as much as the operational environment permits in the context of the COVID-19 pandemic. The postponement to 2021 of major Commonwealth events (e.g. Commonwealth Heads of Government Meeting), as well as the transition to virtual platforms for a range of high-level meetings and interventions require that the organization adjust its programme implementation.

Findings of audits completed in 2019–20: No audits have been conducted or are planned by Global Affairs Canada. The Commonwealth Secretariat’s Board of Governors, comprising of representatives from member states, including Canada, receives an external annual audit report and acts on any opinions therein. The Audit Committee also follows the work of the Commonwealth Secretariat, in general, and commissions internal audits if required.

Following a request made by the Commonwealth Secretariat Board of Governors, the Secretariat’s internal auditors produced a report on the waivers and declarations aspects of procurements processes from July 2015 to June 2018, with a special focus on contracts awarded to the firm KYA Global. The report focused on the following findings: the wrongful use of two criteria justifying the use of the waiver process; conflict of interest; the fact that KYA Global was apparently insolvent at the time; and the fact that the final report produced by KYA was never shared, thus making it impossible to assess value for money. The Secretariat accepted and implemented the six recommendations made in the report, and complete internal audits over procurement will follow in 2020 and in 2021.

Findings of evaluations completed in 2019–20: No evaluation has been conducted by Global Affairs Canada. The Commonwealth Secretariat completed a Mid-Term Review of its Strategic Plan 2017-18 to 2020-21 in fiscal year 2018-19 and results were disseminated in 2019-2020, and recommendations are being implemented. The review clearly highlighted the need for the Commonwealth Secretariat to focus on its raison d’être and niche areas. The findings and recommendations of the mid-term review will be considered in the planning process for the next 5-year Strategic Plan. A final evaluation of the current Strategic Plan is scheduled to be prepared in April 2021.

Engagement of applicants and recipients in 2019–20: The Commonwealth Secretariat continued its ongoing engagement and consultation with its 54 member countries and its network of civil society organizations and citizens throughout the Commonwealth.

Regular consultations with members took place via the organization’s internal governance mechanisms. Canada sat on the Executive Committee and Board of Governors meetings in 2019-2020, during which the Commonwealth Secretariat provided updates on its activities, results and planning.

The Commonwealth Secretariat’s news and events page on its website features regular public news releases detailing the outreach and consultations undertaken by the Commonwealth Secretariat in all its activity areas. Since the COVID-19 pandemic commenced in March 2020, there has been a notable increase in online virtual events with Commonwealth members and stakeholders.

Explanation of variances: Variances between planned and actual amounts reflect fluctuating exchange rates, as Commonwealth invoices are issued in pounds sterling. It is worth noting that the COVID-19 pandemic caused some delays in activities planned at the end of the fiscal year, which led to variance between planned and actual spending.

Comprehensive Nuclear-Test-Ban Treaty Organization

Name of transfer payment program: Comprehensive Nuclear-Test-Ban Treaty Organization (CTBTO)

Start date: February 1998

End date: Ongoing

Type of transfer payment: Contribution

Type of appropriation: Estimates

Fiscal year for terms and conditions: December 2011 – extended indefinitely by the Minister of Foreign Affairs

Link to the department’s Program Inventory: Program 16. Peace and Security Policy; Program 17. International Security Policy and Diplomacy

Description: To pay Canada’s assessed contribution to the CTBTO, which is responsible for provisionally implementing the Comprehensive Nuclear-Test-Ban Treaty.

The CTBTO is an international organization financed by the CTBT States Signatories. Cost-effective and results-oriented, it has a strong technical focus, with some 80% budget allocated to the establishment of the International Monitoring System, the global verification regime of the CTBT.

Results achieved:

• Strengthened global capacity by addressing gaps in coverage from the International Monitoring System, to monitor for nuclear tests and seismic events.
• Effective and efficient implementation of the CTBTO’s major programs as reflected in its program and budget.
• Ensured that CTBTO actions and decisions are consistent with Canadian foreign policy priorities, through continued Canadian participation in the CTBTO’s activities, including the Preparatory Commission and its political and technical subsidiary bodies.

Findings of audits completed in 2019–20: Audits were conducted by the CTBTO in 2019-20. CTBTO’s audits are made available to the state signatories, but are not available publicly.

Findings of evaluations completed in 2019–20: Evaluations were conducted by the CTBTO in 2019-20.  CTBTO’s evaluations are made available to the state signatories, but are not available publicly.

Engagement of applicants and recipients in 2019–20: N/A

Explanation of variances: The variance is due to foreign currency fluctuations.

Counter-Terrorism Capacity Building Program

Name of transfer payment program: Counter-Terrorism Capacity Building Program (CTCBP)

Start date: September 2005

End date: Ongoing

Type of transfer payment: Grants and contributions

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2011-2012 (amended); 2015-2016 (amended)

Link to the department’s Program Inventory: Program 31. Anti-Crime and Counter-Terrorism Capacity Building

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:

• Reduced security threats from transnational terrorism for Canadians, and affected populations, particularly women and girls, in countries where Canada engages.
• Enhanced inclusive and gender-responsive prevention and response to terrorism by security institutions in countries where Global Affairs Canada programs.
• Improved inclusive and gender-responsive development and compliance of counter-terrorism legal instruments, controls or frameworks by states in countries where Global Affairs Canada programs.
• Improved inclusive and gender-responsive engagement and resilience of communities and civil society in counter-terrorism in countries where Global Affairs Canada programs.

Findings of audits completed in 2019–20: N/A

Findings of evaluations completed in 2019–20: There were no program evaluations conducted during the reporting period, however a corporate program evaluation is expected to take place in 2021.

Engagement of applicants and recipients in 2019–20: CTCBP delivers programming via Government of Canada departments and agencies, selected multilateral institutions, foreign governments, non-governmental organizations and private entities. During the reporting period, emphasis has been placed on encouraging implementers to provide gender analysis in proposals and subsequent programming.

Explanation of variances: The main reason for the increase in spending is due to reprofile funds for ‘DND Operation Impact’ projects totalling $11.826M and additional funding for the Middle East Strategy.

Food and Agriculture Organization of the United Nations

Name of transfer payment program: Food and Agriculture Organization of the United Nations (FAO)

Start date: 1945

End date: Ongoing

Type of transfer payment: Contribution

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2011-2012

Link to the department’s Program Inventory: Program 2. Multilateral Policy

Description: Canada’s annual assessed contribution to the FAO is a legally binding obligation of membership. The purpose of membership is to further the Government of Canada’s foreign policy goals related to agricultural development and to provide Canada with a voice in the international community. Recipients are not required to repay funds obtained under this transfer payment program.

Results achieved:

• Contributed to the eradication of hunger, food insecurity and malnutrition.
• Increased and improved provision of goods and services from agriculture, forestry and fisheries in a sustainable manner.
• Reduced rural poverty.
• Enabled more inclusive and efficient agricultural and food systems.
• Increased the resilience of livelihoods to threats and crisis.

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 2018-2019 biennium.

Findings of audits completed in 2019–20: The FAO Director-General and the Finance Committee conducted its 2019 Annual Report. The findings can be found here.

Findings of evaluations completed in 2019–20: N/A

Engagement of applicants and recipients in 2019–20: N/A

Explanation of 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.

Grants and Contributions in Aid of Academic Relations

Name of transfer payment program: Grants and Contributions in Aid of Academic Relations

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: 2015-2016

Link to the department’s Program Inventory: Program 20. International Business Development

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: Please note that given the timelines of our scholarship programs, and COVID-19 related delays, access to FY 2019-20 results were not available. Recipients of the 2019-20 cohort may remain in Canada up until the end of the 2020 Summer semester (i.e. August. 2020); ‘Grants and Contributions in Aid of Academic Relations’ only receive a final report from Scholarship Administrators later in the Fall/Winter.

Findings of audits completed in 2019–20: There was no audit completed in 2019-2020.

Findings of evaluations completed in 2019–20: N/A

Engagement of applicants and recipients in 2019–20: The following engagement efforts took place in 2019-20: promotion of programs via the EduCanada Scholarships website; information webinars; direct engagement with prospective applicants; and promotional efforts by Canadian missions abroad.  Given that fiscal year 2019-20 was the inaugural year for the Study in Canada Scholarship, promotion efforts included a soft online launch, two separate webinars, and hundreds of interactions via e-mail with prospective applicants.

Other engagement efforts included regular collaboration with Canadian post-secondary institutions and international education stakeholders (e.g. Colleges and Institutes Canada (CICAN), Languages Canada, Universities Canada), partly via the Canadian Bureau for International Education (CBIE), our Scholarship Administrator, participation in four education conferences and forums. These include the Conference of the Americas on International Education, the CBIE Annual Conference, the NAFSA Annual Conference, the Association of International Education Administrators Annual Conference, and the design and implementation of a collaboration mission to the provinces of Alberta, Manitoba, and Saskatchewan with leaders of international academic institutions from the Americas.

Explanation of variances: The variance between planned and actual spending in 2019–20 was related to additional reserve students who were identified and funded under our Short Exchange Programs. Note, however, that some of these ‘additional’ funds were not spent by the Scholarship Administrator for various reasons, including the inability of some students to travel to Canada, and will be returned to the Receiver General.

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.

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

Start date: January 18, 1979

End date: Ongoing

Type of transfer payment: Grants

Type of appropriation: Estimates

Fiscal year for terms and conditions: 1978-1979

Link to the department’s Program Inventory: Program 4. The Office of Protocol

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 and Public Services and Procurement Canada establishes responsibilities for 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 properties.

Results achieved: Canada’s international commitments were met, as measured by:

• The timely and accurate administration of payments to taxing authorities in Canada with respect to properties of foreign States entitled to realty tax exemptions; and
• The maintenance and expansion of the most favourable property tax exemption opportunities for Canadian missions abroad.

Findings of audits completed in 2019–20: N/A

Findings of evaluations completed in 2019–20: N/A

Engagement of applicants and recipients in 2019–20: N/A

Explanation of variances: The variance between the planned and actual spending is due to lower than anticipated municipal realty taxes, in addition to changes in the volume and entitlements of grants.

International Atomic Energy Agency

Name of transfer payment program: International Atomic Energy Agency (IAEA)

Start date: December 19, 1989

End date: Ongoing

Type of transfer payment: Contribution

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2011-2012

Link to the department’s Program Inventory: Program 16. Peace and Security Policy; Program 17. International Security Policy and Diplomacy

Description: Canada’s annual assessed contribution to the International Atomic Energy Agency (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:

• Effective and efficient implementation of the IAEA’s major programs, as reflected in the Agency’s biennial program and budget, and effective participation for Canada in the Agency’s activities.
• Direct and indirect technical and commercial dividends to the Canadian nuclear industry.  
• IAEA actions and decisions consistent with Canadian foreign policy priorities.

Findings of audits completed in 2019–20: IAEA audits are not made public.

Findings of evaluations completed in 2019–20: IAEA assessments are not made public.

Engagement of applicants and recipients in 2019–20: N/A

Explanation of 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.

International Criminal Court

Name of transfer payment program: International Criminal Court (ICC)

Start date: April 1, 2005

End date: Ongoing

Type of transfer payment: Contribution

Type of appropriation: Estimates

Fiscal year for terms and conditions 2017-2018

Link to the department’s Program Inventory: Program 3. International Law

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:

• The ICC has continued to carry out preliminary investigations, investigations and prosecutions. To date, 28 cases have been brought before the Court and 13 different situations are under investigation. A further 9 preliminary examinations are underway. Verdicts have been issued in 6 cases. 1 case is currently awaiting a verdict, 1 case began trial in July 2020, and the opening of the confirmation of charges hearing for 1 case is provisionally scheduled for December 2020. For more information, please visit the Court’s Situations under investigation web page.
• Engaged in continued outreach to promote accountability for serious international crimes and advance the interests of justice. The Court has created an outreach strategy and published a report for the General Assembly of the United Nations. The Court also reports on its outreach activities on an annual basis to the Assembly of States Parties (ASP). Reports to the ASP are available on the Court’s website.
• Internal controls are being maintained by the Court’s Registrar, including through the Office of Internal Audit. The ASP also appointed an External Auditor and created the Committee on Budget and Finance for the budgetary and financial review and monitoring of the resources of the Court. The Court’s reports to the ASP contain detailed performance measures and performance indicators for its various activities. All proposed ICC budgets, Committee on Budget and Finance reports, financial statements, external audit reports, and resolutions are available on the ICC website.

Findings of audits completed in 2019–20: On August 23, 2019, the Audit Committee (AC) submitted its Report to the ASP on the work of its tenth session. The AC focussed on the Court’s governance structure, oversight of internal and external audit matters, and follow-up of previous recommendations. The AC noted the ongoing work of efforts of the Court to prepare an organizational manual, which it previously identified as a key tool of any organization, and looked forward to reviewing before the final version is issued. It requested that the Office of Internal Audit submit an amended draft internal audit plan for the AC’s consideration and validation, and endorsed the three recommendations made by the External Auditor with respect to the Court’s financial statements and two recommendations with respect to the Financial Statements of the Trust Fund for Victims. It also recommended that the External Auditor undertake at least one performance audit.

Findings of evaluations completed in 2019–20: Further to a December 2019 resolution of the ASP, an Independent Expert Review (IER) was commissioned (January 1, 2020) “with a view to making concrete, achievable and actionable recommendations aimed at enhancing the performance, efficiency and effectiveness of the Court and the Rome State system as a whole…and submit those to the Assembly and the Court for consideration.” The IER is to submit its final report to the Bureau and ASP in September 2020.

Ordinarily, there would have been an annual report of the evaluation and inspection activities of the Independent Oversight Mechanism (IOM), which has a mandate to undertake both evaluations and inspections at the direct request of the Bureau or Heads of Organs. The 2018 Annual Report did not contain a report on an evaluation that had been conducted in the reporting period due to the absence of key staff. There was no report in 2019, however, due to an ongoing review of the IOM. Under a different December 2019 resolution of the ASP, the Bureau of the ASP was instructed to “complete the review of the work and the operational mandate of the [IOM], including the consideration of amendments to the mandate to cover investigations of allegations against former officials, and to report thereon to the Assembly at its nineteenth session.”

It is thus likely that any future evaluations to be completed by the IOM will not take place until the conclusion of that review.

Engagement of applicants and recipients in 2019–20: 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 budget efficiencies.

Explanation of variances: The ICC’s annual program budget is approved by the ASP in December 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.

International Development Assistance

Name of transfer payment program: International Development Assistance (IDA)

Start date: 2001-2002

End date: Ongoing

Type of transfer payment: Grants and contributions

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2012-13

Link to the department’s Program Inventory: Programs:

• 3. International Law
• 17. International Security Policy and Diplomacy
• 27. Humanitarian Assistance
• 28. Partnerships and Development Innovation
• 29. Multilateral International Assistance
• 30. Peace and Stabilization Operations
• 34. Europe, Arctic, Middle East and Maghreb International Assistance
• 35. Americas International Assistance
• 36. Asia Pacific International Assistance
• 37. Sub-Saharan Africa International Assistance

Description: In 2017, the Minister of International Development and La Francophonie launched the Feminist International Assistance Policy. The policy outlines how Canada will refocus its international assistance on helping the poorest and most vulnerable people and build a more peaceful, inclusive and prosperous world. The policy implementation is focused on six action areas* (Gender Equality and the Empowerment of Women and Girls, Human Dignity (Heath, Education and Humanitarian Assistance), Growth That Works for Everyone, Environment and Climate Change, Inclusive Governance and Peace and Security) while  recognizing that promoting gender equality and the empowerment of women and girls is the most effective approach to eradicating poverty and achieving the Sustainable Development Goals by 2030.

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 natural disasters or other emergency events occurring outside Canada. Global Affairs Canada (GAC) is the lead department responsible for Canada's ODA. The majority of the department’s international assistance activities are aligned to the Act, however, Global Affairs Canada’s transfer payment program does not preclude activities falling outside the scope of the Act. Most recipients are not required to repay funds obtained under this transfer payment program.

Results achieved: In 2019-20, Global Affairs Canada (GAC) continued to advance international assistance commitments and make progress towards expected results.

• Improved physical, social and economic well-being for the poorest, most marginalized and most vulnerable, particularly for women and girls, in countries where GAC engages.
• Enhanced enjoyment of human rights for women and girls and gender equality for all women and men, girls and boys, particularly the poorest, most marginalized and most vulnerable, in countries where GAC engages.
• Enhanced equal learning outcomes for girls and boys and equal employability of youth, women and men, particularly the poorest, most vulnerable and most marginalized, in developing countries, conflict-affected and fragile situations and humanitarian settings where GAC engages.
• Improved health and well-being for the poorest, the most marginalized and the most vulnerable populations, particularly women and girls, in countries where GAC engages.
• Reduced suffering and increased human dignity in communities experiencing humanitarian crises where GAC engages in humanitarian programming.
• Improved state of the environment and climate resilience for marginalized and vulnerable populations and future generations, particularly women and girls.
• Improved equality and enjoyment of human rights for the poorest, most marginalized and most vulnerable people, particularly women and children, and youth in countries and online spaces where GAC engages.
• Improved peace and security in countries and regions where Canada engages.
• Canada’s international assistance was made more effective by leveraging diverse partnerships, innovation, and experimentation.

For more detail on international assistance results and disbursements, please refer to Global Affairs Canada’s Report to Parliament on the Government of Canada’s International Assistance and Statistical Report on International Assistance, respectively, both of which are published online. (The 2019-2020 reports will be published in the summer/fall of 2021.)

Findings of audits completed in 2019–20: Audit of Field Support Services, completed in December 2019.

• In accordance with Global Affairs Canada’s approved 2017-2020 Risk Based Audit Plan, the Office of the Chief Audit Executive conducted an audit of the Implementation of the Field Support Services (FSS). The objective of the audit was to determine whether a management framework was in place to ensure the effective implementation and management of Field Support Services.
• FSS units provide support to GAC’s programs in the delivery of its international assistance by providing in-country technical expertise, sectoral and project monitoring, financial, administrative, logistical support and technical support to local partners, aligned with country-specific contexts and needs.
• The audit concluded that, while some aspects of a management framework were in place to ensure the effective implementation and management of Field Support Services, there were areas that needed improvement. First, the implementation of the FSS was not supported by a formal operational plan and accountability for the oversight of the FSS initiative had not been assigned. Second, the audit identified a need for more guidelines and training to support FSS Project Team Leaders, as well as more contract monitoring activities. Strengthening these areas would help ensure that each FSS project is managed as per the contract’s terms and conditions, which were designed to mitigate the risks associated with the previous model, and would support the implementation of the next phase of field support services.

Findings of evaluations completed in 2019–20: Sub-Saharan Africa Coherence Evaluation, report approved in October 2019.

• The purpose of this Coherence evaluation was to assess the degree to which key elements of organizational coherence were in place within the Sub-Saharan Africa Branch to enable effective coordination and collaboration in its approach to diplomacy, trade and international assistance. The evaluation comprised of 150 interviews, 137 electronic survey respondents, and field visits to missions in Mozambique, the Democratic Republic of Congo, Ghana and South Africa. It aimed at identifying factors that incentivize coherence in management of GAC’s international programs, thus serving as a catalyst for future discussions and planning purposes across the Department.
• Overall, the evaluation found that the Sub-Saharan Africa Branch made considerable efforts toward achieving organizational coherence. The Branch has developed frameworks and strategies to document a shared vision across its three business lines (diplomacy, trade and international assistance), and has initiated opportunities for cross-stream learning. It identified examples of successful cross-stream collaboration, as well as initiatives and innovative approaches that have leveraged the expertise of the different streams.
• The evaluation also highlighted a number of factors hindering the Sub-Saharan Africa Branch’s ability to effectively leverage synergies across business lines, many of which were found to be outside the Branch’s remit. For example, the three business lines report to separate ministers and against distinct Performance Information Profiles that do not encourage cross-stream collaboration. Additionally, different time horizons, approval processes, and planning and reporting tools for each of the three streams were frequently referenced.

Evaluation of Natural Disaster Reconstruction Assistance in the Philippines, 2013-14 to 2018-19, report approved in October 2019.

• The evaluation assessed Global Affairs Canada’s international assistance programming in the Philippines between 2013-14 and 2018-19, with a focus on post-typhoon reconstruction projects supported by the bilateral development program, alongside a sample of projects supported through partnership programming and regional programming.
• The evaluation determined that the Philippines program was ultimately able to respond to the short and long-term needs of those affected by the typhoon, noting that the reconstruction programming could have been more timely, Subsequent programming following Typhoon Haiyan reflected positively on Canada as a donor country in part because support continued beyond the humanitarian response. In addition, the program was aligned with the Philippine Government’s priorities and complemented other programming in the country.
• When assessing the broader sample of international assistance programming, the evaluation found that the Philippines was a good example of how programs can reduce the impacts of natural disasters and climate change. It also demonstrated the need for better environmental and climate change analysis, not just for the Philippines program, but for other programs  within Global Affairs Canada, and the department as a whole.

Evaluation of International Assistance Programming in Ukraine, report approved in December 2019,

• The evaluation examined Global Affairs Canada’s international assistance programming in Ukraine from 2009/10 to 2017/18. The evaluation period included the 2008 global financial crisis and the 2014 Ukraine political crisis, known as the Revolution of Dignity – of which both contributed to the worsening of socio-economic conditions for Ukrainians.
• The evaluation found that the Department’s development programming addressed the Government of Ukraine’s priorities, while humanitarian and peace and stabilization programs provided quick, flexible and responsive assistance to address emerging needs. International assistance programming achieved significant outcomes in selected programming areas, such as support to Ukraine’s police reform, advancing gender equality, and the establishment of the juvenile justice system. Notable results in the dairy and horticultural sectors have also helped support economic stabilization in the country.
• The evaluation also found gaps in the Department’s processes and a lack of coherence across programming streams, revealing missed opportunities in bridging crisis response with longer-term reconstruction, peacebuilding and development efforts in eastern Ukraine. Some examples of internal coherence existed, but the separate programming, reporting and approval mechanisms of each program stream restricted the Department’s ability to attain more strategic internal coherence.
• Despite this lack of coherence in planning and communicating results, Canada’s Ukraine international assistance programming led to stand-out results in police reform, advancing gender equality, and juvenile justice. Strong political leadership supported a positive image of Canada’s international assistance in Ukraine.

Evaluation of Global Affairs Canada Contributions to the Middle East Strategy, report approved in February 2020.

• The evaluation assessed Global Affairs Canada’s expected results under the Whole-of Government Middle East Strategy from 2016/17-2018/19. The Middle East Strategy’s (MES) primary aims were to: counter Daesh through the 80-member International Coalition; respond to the needs of refugees and other vulnerable people; and build long-term resilience in Syria, Iraq, Jordan and Lebanon.
• The evaluation found that the MES substantially increased Global Affairs Canada’s presence in the four target countries, and provided the resources needed for Canada to engage across each of the Coalition’s lines of effort. In doing so, it sustained Canada’s strong reputation as a donor and Coalition member.
• The flexible, multi-year humanitarian funding enabled by the Strategy increased partner organizations’ capacity to adapt to evolving crises and meet the needs of conflict-affected people in the four countries. The MES also enabled the Peace and Stabilization Operations Program and Counter-Terrorism Capacity Building Program to support security forces’ training and equipment needs, contribute to community-based policing, and especially to advocate for involving women in the peace process.
• Development programming provided through MES made notable contributions to the quality of education systems and positioned Canada as a leader among donors in advocating for Sexual and Reproductive Health Services.  Programming was supported and promoted through diplomatic efforts which increased Canada’s engagement in Syria, sustained Canada’s presence in the Syrian peace talks, and expanded Canadian advocacy for human rights and  accountability.
• In other areas, realities on the ground and the rapidly evolving nature of the crises in the region may have hindered some of Canada’s programming. In addition, pressure for programs to staff positions, establish offices and spend allocations under tight timelines detracted somewhat from the up-front strategic planning required to optimize the coherence and sustainability of Canada’s efforts. The evaluation recommended that program areas continue to leverage Canada’s reputation and expertise, focus on areas of strength and plan for long-term sustainability.

Humanitarian Assistance Evaluation Report, approved in February 2020.

• This evaluation assessed Global Affairs Canada’s international humanitarian assistance (IHA) programming between 2011/12 and 2017/18, and evaluated the program’s responsiveness, results, and delivery. Global Affairs Canada is the Government of Canada’s lead in responding to rapid-onset and protracted humanitarian crises, and in coordinating the whole-of-government response in the event of a catastrophic disaster abroad.
• The evaluation found that Canada remained an important, responsive and principled donor that continued to address global humanitarian needs. The IHA Program responded quickly and effectively in sudden-onset crises, increasing its use of draw-down mechanisms and benefiting from rapid approval processes that are unique to IHA and essential for humanitarian results.
• The evaluation also found that the IHA Program’s ability to influence the global humanitarian system has been limited by the Department’s own internal structures. Inhibiting factors included the management of a large number of small project investments each with its own administrative requirements, the cumbersome CAP process, the high volume of stand-alone information requests that limited the time available for proactive analysis and policy work, and IHA’s limited field presence including the limited guidance provided to staff in missions supporting the delivery of humanitarian assistance.
• The evaluation concluded that gaps in global funding requirements, driven by protracted crises with prolonged displacements, have led to a global shift towards more context-responsive and accountable humanitarian action. This presents an opportunity for the Department to review IHA’s organisational structure and programming systems, so that it can strengthen its evidence base and have greater impact.

Engagement of applicants and recipients in 2019–20: Please refer to Core Responsibility 3 of the Departmental Results Report 2019–20.

Explanation of variances: 27. Humanitarian Assistance: Actual spending was $232.5 million higher than the planned spending. The variance is attributable to funding received through the 2019-20 Supplementary Estimates for Renewing Canadaʼs Middle East Strategy and reprofile of CP-QRM. Of these,  $162.4 million were in a frozen allotment for CP-QRM.

28. Partnerships and Development Innovation: Actual spending was $46.3 million higher than the planned spending. The variance is attributable to funding from the release of the FIAP frozen allotment as well as funding realigned from other IDA programs.

29. Multilateral International Assistance: Actual spending was $350.4 million higher than the planned spending. The variance is attributable to funding received through the 2019-20 Supplementary Estimates for the implementation of FIAP as well as funding to help developing countries address the impact of climate change. Of these, $12.6 million was in a frozen allotment for the Amazon Wild Fires (Strategic Priority Funds).

30. Peace and Stabilization Operations: Actual spending was $19.3 million higher than the planned spending. The variance is attributable to transfers of resources from other IDA programs for providing assistance in response to major international crisis in  Myanmar as well as in Yemen, and supporting the implementation of FIAP.

34. Europe, Middle East and Maghreb International Assistance: Actual spending was $74.0 million higher than the planned spending. The variance is attributable to funding received through the 2019-20 Supplementary Estimates for Renewing Canadaʼs Middle East Strategy as well as funding realigned among other IDA programs.

35. Americas International Assistance: Actual spending was $76.0 million lower than the planned spending. The variance is attributable to funding realigned among other IDA programs.

36. Asia Pacific International Assistance: Actual spending was $9.6 million higher than the planned spending. The variance is attributable to transfers of resources from other IDA programs for providing humanitarian assistance in response to major international crisis in Myanmar.

37. Sub-Saharan Africa International Assistance: Actual spending was $119.0 million lower than the planned spending. The variance is attributable to the fact that the increased funding received to support the implementation of FIAP was offset due to realignment among other IDA programs. $18.2 million was in a frozen allotment for International Financial Institutions.

International Financial Institutions

Name of transfer payment program: International Financial Institutions as per the International Development (Financial Institutions) Assistance Act

Start date: N/A

End date: Ongoing

Type of transfer payment: Contribution

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

Fiscal year for terms and conditions: N/A

Link to the department’s Program Inventory: Program 29. Multilateral International Assistance

Description: International financial institutions (IFIs) such as the World Bank Group, International Monetary Fund and the regional development banks (including the African Development Bank, the Asian Development Bank, the Caribbean Development Bank, and the Inter-American Development Bank) provide technical assistance and financial services that focus on country-specific development solutions. Payments to IFIs are made in accordance with sections 3(a), 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 facilities and funding windows for assistance to the poorest developing countries, as well as the purchase of shares of the institutions to provide them with increased capital in order to expand their financing activities. There is no expectation for recipients to repay funds provided under this transfer payment program.

Results achieved:

• Increased effectiveness of Canadian development cooperation through engagement with, and investment in, multilateral and global organizations, to address humanitarian and development challenges, including: progress in global food security, health, education women’s economic empowerment, governance, climate mitigation and adaptation, infrastructure development, and support inclusive, sustainable economic growth in developing countries.
• Engaged on governance, policy and programming issues at the Global Environment Facility (GEF)—including Canadian advocacy for strengthening gender equality considerations, enhancing private sector engagement and developing more robust results and monitoring systems.
• Continued playing a leadership role in encouraging: i) greater mainstreaming and integration of gender equality in the strategies, policies and operations of regional development banks and the International Fund for Agricultural Development; ii) the regional development banks and the International Fund for Agricultural Development to expand climate change adaptation and mitigation, particularly in the area of climate finance; and, iii) the IFIs to strengthen their results-based management and evaluation systems.

Findings of audits completed in 2019–20: The IFIs 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.

No audits were planned for the GEF or Multilateral Fund under the Montreal Protocol (MFMP) in 2019-20.

Findings of evaluations completed in 2019–20:

• 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) are also carried out from time to time.
• A MOPAN assessment of the GEF was carried out in 2017-18 and published in June 2019; a MOPAN assessment for the MFMP was carried out in the 2019 assessment cycle and the results were expected to be published by July 2020, but were still not available on July 29th, 2020.
• Global Affairs Canada’s International Assistance Evaluation Division is planning an evaluation of Canada’s $2.65 billion climate finance commitment during the 2018-19 fiscal year. Support to the GEF and MFMP will be evaluated in this context.
• None of the Regional Development Banks underwent a MOPAN evaluation in 2019-20. However, the African Development Bank is scheduled to undergo a MOPAN evaluation in 2021.

Engagement of applicants and recipients in 2019–20: The recipients of IFIs programming are mostly developing country governments, which must request the programming. The Regional Development Banks 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 IFIs have in place environment and social safeguard policies to reduce and mitigate negative environmental and social consequences of the projects.

Explanation of variances: The variance occurred because funding decisions were made under the IFI Act to increase contributions to the International Fund for Agricultural Development, the Multilateral Investment Fund and the Multilateral Fund for the Implementation of the Montreal Protocol. These increased contributions were funded through Supplementary Estimates B.

International Labour Organization

Name of transfer payment program: International Labour Organization (ILO)

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: 2011-2012

Link to the department’s Program Inventory: Program 2. Multilateral Policy

Description: Canada’s annual assessed contribution to the ILO, a UN specialized agency, is a legally binding obligation of membership. The purpose of membership is to further the Government of Canada’s foreign policy goals related to international labour and social policy issues and provide it with a voice in the international community. Recipients are not required to repay funds obtained under this transfer payment program.

Results achieved:

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

The ILO’s Programme Budget, which sets out the strategic objectives and expected outcomes for the organization’s work, is approved every two years by the International Labour Conference. For additional details on results and plans, please consult: ILO Programme and Budget 2020-2021.

Findings of audits completed in 2019–20: The ILO has an external auditor and provides regular audited financial statements.

Findings of evaluations completed in 2019–20: N/A

Engagement of applicants and recipients in 2019–20: N/A

Explanation of 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.

North Atlantic Treaty Organization Civil Administration

Name of transfer payment program: North Atlantic Treaty Organization (NATO) Civil Administration

Start date: January 1, 1989

End date: Ongoing

Type of transfer payment: Contribution

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2011-2012 (amended)

Link to the department’s Program Inventory: Program 16. Peace and Security Policy; Program 17. International Security Policy and Diplomacy

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 founded to promote the stability of the Euro-Atlantic area and to safeguard the freedom and security of its people 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. Canada’s current representative on the IBAN, Mr. Amipal Manchanda, was appointed in August 2019.  Recipients are not required to repay funds obtained under this transfer payment program. In practice, any surplus funds are credited to the following year.

Results achieved:

• Effective decision-making by NATO in pursuit of its objectives to maintain stability and security in the Euro-Atlantic area in the context of a rapidly changing international security environment in Eastern Europe and the Middle East and North Africa region as measured by, for example, implementation of NATO’s enhanced Forward Presence and Projecting Stability initiatives, including in the context of the NATO Leaders Meeting in London in December 2019.
• Linked to above, direct support to prime ministerial and ministerial engagement in NATO decision-making processes (e.g. meetings of NATO leaders, foreign and defence ministerial meetings).
• Support to NATO operations as measured by progress with respect to ongoing NATO operations and activities, including in Eastern and Central Europe, the Mediterranean Sea, Kosovo, Afghanistan and elsewhere.
• Enhanced relations with NATO partners as measured by the development and implementation of policies aimed at enhancing these relationships.
• Appropriate response to current and emerging defence and security challenges, as measured by, for example, ongoing progress on NATO cyber defence and by ensuring that NATO is able to defend its own networks against cyber threats.
• Proper management of the Alliance’s resources, as measured by ongoing reform and transformation initiatives, which include increasing NATO’s transparency and accountability and ensuring appropriate value for money.

Findings of audits completed in 2019–20: 2019-20 Annual Audits completed or planned

• NATO Defined Benefit Pension Scheme
• NATO Defined Contribution Pension Scheme
• Retirees Medical Claims Fund
• International Staff
• New NATO HQ

Due to COVID and late submission of information, the IBAN has advised the Council that they will not be able to meet the August 2020 deadline for the audits above, and will submit them at the earliest possible time.

Findings of evaluations completed in 2019–20: N/A

Engagement of applicants and recipients in 2019–20: N/A

Explanation of variances: Exchange rate fluctuations continue to have a significant impact on the actual spending versus the planned spending. Also, the 2018-19 actual spending was slightly lower than expected due to changes in the NATO Civil Budget.

Organisation for Economic Co-operation and Development

Name of transfer payment program: Organisation for Economic Co-operation and Development (OECD)

Start date: March 20, 1975

End date: Ongoing

Type of transfer payment: Contribution

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2011-2012 (amended)

Link to the department’s Program Inventory: Program 1. International Policy Coordination

Description: The mission of the OECD is to develop and promote evidence-based policies and standards that will improve the economic and social well-being of its 37 member countries and people around the world. The OECD works primarily 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 biennial planning and budgeting are governed by an outputs-based management framework, delivered through a Programme of Work and Budget, which is approved by members, based on their priorities. Outputs are tracked by the Secretariat and each of the OECD’s committees, whose members assess the activities’ quality and impact through the Programme Implementation Report, with a view to improving performance. Impact effectiveness and efficiency of committees are also assessed through in-depth evaluations on a five-year basis. Financial operations and expenditures are externally audited annually and reported to members; external auditors also undertake performance audits.

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

Results achieved: Find solutions to common economic and social problems by working cooperatively with members toward the development of evidence-based international policies, standards, models, guidelines and agreements.

• Canada worked cooperatively with the OECD and member countries to ensure that the multilateral system is able to address new disruptions in order to make it more responsible, effective and inclusive.
• OECD convened a number of ministerial and other high-level meetings to discuss emerging global issues and develop coherent positions, policies and guidelines. A key meeting was the OECD Ministerial Council Meeting (MCM), Paris (May 22-23 2019) focused on "Harnessing digital transition for sustainable development: opportunities and challenges.” Chaired by the Slovak Republic, with Canada and Korea as Co-chairs, it brought together Ministers from Member countries and Key Partner and Accession countries to discuss domestic and international public policies to harness the great potential of digitalization and address its disruptive effects in areas such as competition, taxation, data governance, skills, inclusive growth, environment and trade.
• OECD Forum 2019, Paris (May 20-21, 2019), which discussed social, economic and political change, upheaval and disruption, largely amplified by the dual forces of digitalization and globalization. It explored ways to transform these increasing expressions of uncertainty and anger into collective commitment for positive action built around the following themes: a new societal contract; integrity and trust; digitalization and the future of work; and international co-operation.
• Forty-two countries adopted the new OECD Principles on Artificial Intelligence (AI) (May 2019), the first set of intergovernmental policy guidelines on AI, agreeing to uphold international standards that aim to ensure AI systems are designed to be robust, safe, fair and trustworthy.
• Launched the AI Policy Observatory (February 2020) to help countries enable, nurture and monitor the responsible development of trustworthy artificial intelligence systems for the benefit of society.
• The OECD called for sweeping joint action by governments to defeat the health, economic, and social threats of the COVID-19 pandemic. In encouraging governments to better coordinate their efforts, the OECD announced that it would channel its efforts into immediate support to policymakers combating the crisis, launching a new online policy hub to share data and statistics and learn from international best practices.
• Contributed evidence and analysis to other global forums, including G7/G20, and promoted stronger, more inclusive and more sustainable growth. In particular, the OECD supported the G7 under the leadership of France in forming a coalition of governments and businesses committed to addressing inequality and promoting inclusive growth. The OECD also supported the G20 agenda under the presidency of Saudi Arabia, focussing on empowering people; safeguarding the planet; and shaping new frontiers.

Implement OECD work programs and policy positions that reflect input from across the Canadian government and support domestic priorities.

• The OECD implemented its programme of work, which involves up to 700 Canadian delegates representing Canada at some 250 OECD committees. Canadian engagement in OECD committees reflected and supported domestic priorities, while co-chairing the 2019 MCM provided an opportunity to advance Canadian views and interests at the ministerial level. Canada’s whole-of-government engagement at the OECD is coordinated through Global Affairs Canada, which manages an interdepartmental network of departments and agencies involved in OECD work.

Influence the policy development of other members and of non-members to improve the functioning of the international economic environment.

• Supported effective policy development by providing evidence-based policy advice, analysis, comparable data and policy expertise to inform policy development, program management and governance. Supported the OECD’s policy of expansion, which serves as a strong incentive for prospective members to enact financial and social reforms that are required to become an OECD member.

Analyze new and emerging issues, both domestic and global, that affect Canada’s economy and standard of living.

• The OECD performed analysis and produced reports on economic factors, trends and issues that may impact Canada’s economic and social fabric, including: patterns of innovation, advanced technology use and business practices in Canadian firms (March 2020); How’s life in Canada? (March 2020); Linking Indigenous Communities with Regional Development in Canada (January 2020); Revenue Statistics: Key findings for Canada (December 2019); Pensions at a Glance 2019 - Key findings for Canada (November 2019); the Heavy Burden of Obesity: Key findings for Canada (October 2019); Recruiting Immigrant Workers: Canada 2019 (August 2019); Making Dispute Resolution More Effective – MAP Peer Review Report, Canada (Stage 2); Inclusive Framework on BEPS: Action 14 (August 2019); Skills Strategy Canada Country Note (May 2019); OECD Skills Outlook: How does Canada compare? (May 2019); and, the Squeezed Middle Class - How does Canada compare? (April 2019).

Improve engagement with non-members, reflecting Canadian priorities to increase the long-term reach and global impact of the organization’s standards.

• The OECD provided advice, data and standards to non-member countries to support policy options as they embark on the reforms needed to eventually become OECD members.
• The OECD continued to support the membership aspirations of other countries in the accession process, as well as prospective countries interested in becoming full OECD members.
• The OECD also strengthened engagement with non-member countries through country programmes, work with Key Partners (Brazil, China, India, Indonesia and South Africa) and consistent support for the enlargement process.

Implement institutional reforms to improve the OECD’s ability to cope with new issues and power dynamics.

• Canada continued to support an Independent External Evaluation of the Organization to conduct a thorough review of the organization’s governance framework.
• Canada engaged constructively with other members to define the scope and modalities for the selection of a new Secretary General in 2021.
• Canada consistently supported transparent, effective governance and financial efficiency.
• Canada engaged significantly with France and the OECD to come to consensus on the structure and organization of the new Global Partnership for Artificial Intelligence (announced June 2020).

Ensure sound management of the OECD.

• Canada continually pushed for effective governance, sound management and organizational efficiency, notably through ongoing discussions in Budget Committee on the OECD’s programme of work and budget, ensuring the member-driven nature of the organization, and through working with other members to set the terms of the succession to a new Secretary General in 2021.

Findings of audits completed in 2019–20: 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.

Findings of evaluations completed in 2019–20: 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 the OECD Internal Audit and Evaluation.

Engagement of applicants and recipients in 2019–20: N/A

Explanation of 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.

Organisation Internationale de la Francophonie

Name of transfer payment program: Organisation internationale de la Francophonie (OIF)

Start date: March 9, 1972

End date: Ongoing

Type of transfer payment: Contribution

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2011-2012

Link to the department’s Program Inventory: Program 2. Multilateral Policy

Description: Canada’s assessed contribution to the regular budget of the OIF is a legally binding obligation of membership. The purpose of Canada’s membership is to promote Canadian values (e.g. gender equality, cultural and linguistic diversity, democracy, human rights, 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 87 other La Francophonie states and governments. The OIF is not required to repay funds obtained under this transfer payment program.

Canada is represented by the Minister of Foreign Affairs at the Ministerial Conference of La Francophonie and by the Prime Minister of Canada at La Francophonie summits. As well, a number of administrative and financial meetings at the working level and at the level of the Prime Minister’s Personal Representative to La Francophonie (sherpa) are held during the year at which results reports are presented.

Results achieved: Global Affairs Canada does not govern the OIF’s performance management strategy; however, the department receives annual financial statements, annual reports from the OIF Comptroller and the external auditor and a report from the Secretary General every two years.

There following is a summary of results achieved until June 2019 (reporting on the July 2019-March 2020 period was not available at the time of this exercise, due to delays on OIF reporting because of the impact of the COVID-19 pandemic on the organisation’s operations.

Over the past year, the OIF has conducted a review of its programming. The number of programs went from 26 to 18 in 2019, which allowed the organization to focus on its priority activities and optimize results related to its mandate.

Greater respect for La Francophonie values and principles

• Through its new four-year programming (2019-2022), which includes 18 separate programs, the OIF has supported its four main missions: promoting the French language, and cultural and linguistic diversity; promoting peace, democracy and human rights; supporting education, training, higher learning and research; and fostering sustainable economic development and solidarity.
• The OIF has helped to strengthen use of the French language in regional and international organizations, and has helped international public servants and diplomats, as well as civil society stakeholders, to sharpen their French-language skills.
• The organization has increased its activities in support of peacekeeping, democracy and human rights, especially in Africa (e.g. in Cameroon, Guinea, Côte d’Ivoire and the Central African Republic) and in Haiti. These activities have resulted in consolidating the democratic processes of states and governments, and supporting inclusive, reliable and transparent elections. The OIF also helped to build the capacities of national and multilateral stakeholders in terms of preventing and managing crises and conflicts, fighting terrorism, and preventing violent radicalization, and by increasing the multi-faceted Francophone contribution to peacekeeping operations.
• Through its programming, the OIF has ensured that education policies, especially those in Francophone African countries, include multilingual education, literacy and non-formal education, and citizenship education, while also keeping gender equality in mind. The capacities of education system stakeholders were strengthened, taking into account new and innovative pedagogical approaches, and tools and methods that promote literacy, non-formal education and lifelong learning were developed and made available in a gender-inclusive manner.
• Access to clean energy technology and research was facilitated by strengthening cooperation between countries in the French-speaking world. The joint efforts of the OIF and the Institut de la Francophonie pour le développement durable have made it possible to promote a greener economy, especially in Africa, and to support the participation of Francophones in international negotiations and in the implementation of commitments related to climate, biodiversity and combatting desertification in the target countries.

More effective, more efficient and more equitable global governance

• Through the implementation of its programming in targeted countries in the French-speaking world and its active leadership in international bodies, the OIF has strengthened La Francophonie’s role and place in global governance and multilateralism, notably in the context of international negotiation processes on sustainable development, the economy and the environment.

Better integration and more empowerment of women and youth in policy and development processes

• Through its programming, the OIF has supported initiatives to strengthen women’s economic empowerment, combat violence against women and girls, and support women’s leadership and political participation.

Continuation of cooperative programs and activities by the OIF, as measured against the performance indicators and criteria for monitoring and reporting established under approved terms and conditions

• The OIF integrates results-based management in all its programming. As part of its annual report on programming for 2019-2022, the OIF presents the results achieved in each of its 18 programs. The organization uses several indicators to measure the programs’ impact against their objectives.
• Upon assuming her position in the spring of 2019, the OIF’s Canadian administrator, Catherine Cano, expressed her commitment to consolidating results-based management within the organization in order to improve transparency and assess the economy and effectiveness of management practices.

Findings of audits completed in 2019–20: N/A

Findings of evaluations completed in 2019–20: N/A

Engagement of applicants and recipients in 2019–20: Every year, the administrator of the OIF presents a review of the organization and its programming activities to the OIF’s members. Programming achievements are presented each year as part of the OIF’s annual report on progress for its quadrennial programming (new quadrennial cycle starting in 2019).

Explanation of variances: 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.

Organization for Security and Co-operation in Europe

Name of transfer payment program: Organization for Security and Co-operation in Europe (OSCE)

Start date: January 1, 1993

End date: Ongoing

Type of transfer payment: Contribution

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2012-2013

Link to the department’s Program Inventory: Program 16. Peace and Security Policy; Program 17. International Security Policy and Diplomacy

Description: Canada’s annual assessed contribution to the OSCE is an obligation arising from its membership in what has become the world’s largest regional security organization, with 57 participating states from North America, Europe and Eurasia. Canada’s contribution furthers its foreign policy goals related to human rights, fundamental freedoms, democratization, fragile states, conflict prevention, crisis management, mediation, post-conflict development, and arms control. This is achieved by funding 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:

• Effective and timely implementation of the decisions of the OSCE Permanent Council and the Ministerial Council, as measured by the organization’s successful work and progress on such issues of importance to Canada including: human rights; election monitoring; democracy building; good governance; tolerance and non-discrimination; safeguarding fundamental freedoms; combatting human trafficking; counterterrorism and extremism; and enhanced engagement with key OSCE Partners.
• Continuous monitoring of the security situation in Europe, as measured by the OSCE’s regular reporting and early warning function provided by the organization’s Conflict Prevention Centre, its specialized institutions and its Field Operations, including the Special Monitoring Mission to Ukraine. In this regard, the OSCE’s work and engagement in the region’s conflicts (e.g. Ukraine, Nagorno-Karabakh, Moldova-Transnistria, and Georgia’s secessionist regions of South Ossetia and Abkhazia) contribute to promoting dialogue and lowering tensions.
• Concerted programming to actively contribute to conflict prevention, conflict resolution and post-conflict institution building, as measured by the successful implementation of the Permanent Council and the Ministerial Decisions that strengthen the OSCE’s conflict prevention toolkit, especially in the key areas of early warning and mediation. In addition, the Transnational Threats Unit consolidates and coordinates the OSCE’s work on counterterrorism, border security, policing and anti-trafficking.
• Proper management of the organization’s resources, as measured by the audits on the OSCE’s financial statements and by the renewed efforts of the OSCE Secretary General to enhance the organization’s accountability and transparency.

Findings of audits completed in 2019–20: The OSCE’s financial report and statements are audited annually by external auditors; the Court of Audit of Spain has done this for the last 4 years, including for 2019.

In July 2020, it delivered an Unqualified Audit Opinion on the financial statements for the year ending December 31, 2019. At this time, the Court of Audit reported that they had completed programmatic audits for the OSCE missions in Serbia, the Special Monitoring Mission to Ukraine, Skopje, the Project Co-ordinator in Ukraine (PCiU), Representative on Freedom of the Media (RFOM), and Office for Democratic Institutions and Human Rights (ODIHR) in 2019. For their comprehensive audit of the OSCE, they celebrated OSCE staff cooperation and the accuracy of OSCE financial statements, as well as the ‘sound commitment’ to implementing its recommendations, although a number have yet to be fully completed.

The French Court des Comptes has been appointed as the external auditors for the next three years. The OSCE Office of Internal Oversight conducts a number of internal audits and evaluations each year and provides a summary report to participating states as well as more specific programmatic updates on an ad-hoc basis.

Findings of evaluations completed in 2019–20: The OSCE Office of Internal Oversight conducts a number of internal audits and evaluations each year and provides a summary report to participating states. Canada did not participate in any evaluations in 2019-20.

Engagement of applicants and recipients in 2019–20: N/A

Explanation of variances: New scales of contribution were expected to be agreed on for 2019-2020, which would have included increases for Canada. The new scales were blocked by other states, leading to a rollover of previous scales. This, combined with currency fluctuations, explains the variances.

Organization of American States

Name of transfer payment program: Organization of American States (OAS) (funding approved by vote in Parliament)

Start date: May 31, 1990

End date: Ongoing

Type of transfer payment: Assessed Contribution

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2011-2012

Link to the department’s Program Inventory: Program 6. Americas Policy & Diplomacy

Description: Assessed contributions are mandatory dues to fund the Organization’s core functions and are calculated according to Member States’ Gross National Income and relative size of their economy, in line with the scale of assessments used at the OAS. The assessment methodology is based on the UN model.

The OAS is the region’s premier multilateral forum for cooperation and dialogue on issues of importance to the hemisphere, including democracy, human rights, security and development. The OAS is an important partner for advancing Canada's foreign policy priorities and objectives in the Americas.

Through its membership, diplomatic engagement and financial support, Canada ensures the implementation of projects in areas of key Canadian interest, complementing and leveraging the impact of Canada’s bilateral interventions in the hemisphere.

Results achieved: In 2019-20, Canada continued to robustly advance its interests at the OAS, making constructive and often important contributions across all four of the Organization’s core areas of multilateral work in the hemisphere (i.e. democratic governance, human rights, security, integral development), as well as toward the OAS’ institutional reform.

Canada continued to play a leading role in the OAS’ response to various democratic crises in the region, notably assisting it to maintain pressure on the Maduro regime in Venezuela, co-chairing its Working Group on Nicaragua and contributing heavily to both the OAS’ Electoral Observation and Electoral Integrity Analysis Missions in the context of the troubled October 2019 Bolivian elections. Canada also took leadership and contributed constructively to hemispheric security, including through its chairmanship of the Inter-American Committee Against Terrorism and significant voluntary contributions to key regional programs.

Canada remained one of the staunchest defenders of human rights among the Organization’s members, consistently and prominently championing gender equality, diversity and inclusion, media freedom, and the rights of indigenous peoples, human rights defenders and other vulnerable groups in the region through its advocacy, diplomatic engagement and financial contributions at the OAS. Canada continued its constructive engagement with and support of the Inter-American Human Rights Commission (IACHR).

Canada also advanced its feminist international development and foreign policies through its diplomatic engagement and financial support, ensuring the implementation of projects in areas of key Canadian interest to complement and leverage the impact of the country’s other bilateral interventions. Canada notably provided financial support to the IACHR to help it combat discrimination and violence against women and girls in the Americas and took on the Vice-Presidency of the Inter-American Commission on Women’s Executive Committee (2019-2022).

Finally, Canada continued its reform efforts to make the OAS more focused, effective and efficient, working within its Committee on Administrative and Budgetary Affairs (CAAP) to help produce a balanced budget for 2020 and chairing the CAAP Working Group on the Enterprise Reform Planning (ERP) Modernization Program of the OAS, whose work is assisting the organization to automate, streamline and strengthen its financial, procurement, human resources management and business processes.

Findings of audits completed in 2019–20: N/A

Findings of evaluations completed in 2019–20: N/A

Engagement of applicants and recipients in 2019–20: Canada maintains a Permanent Mission to the OAS, headed by an ambassador and permanent representative to the OAS, in Washington, D.C.

Explanation of 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 % of the OAS regular budget for the 2018 and 2019 calendar years.

Pan American Health Organization

Name of transfer payment program: Pan American Health Organization (PAHO) (Voted)

Start date: July 2008

End date: Ongoing

Type of transfer payment: Assessed Contribution

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2013-14

Link to the department’s Program Inventory: Program 6. Americas Policy & Diplomacy

Description: Assessed contributions are mandatory dues to fund the Organization’s core functions and are calculated according to Member States’ Gross National Income and the relative size of their economy, in line with the scale of assessments used at the Organization of American States (OAS). The assessment methodology is based on the UN model.

PAHO is the specialized health agency of the Inter-American System. It also serves as the Regional Office for the Americas of the World Health Organization and enjoys international recognition as part of the United Nations system.

Membership in PAHO enables Canada to expand its multilateral and bilateral relations with the Organization’s 34 other member countries and to be an active hemispheric partner on health related issues, including on sexual and reproductive health rights (SRHR). Through its membership, Canada contributes to the Organization’s mission “to promote equity in health, to combat diseases, and to improve the quality of life and well-being of the peoples in the Americas.”

Results achieved: In 2020, Canada’s assessed contribution to PAHO was CAD $12,627,756, making Canada the third largest quota contributor to PAHO after the US and Brazil.

Canada is among the leading providers of voluntary funding to PAHO. Global Affairs Canada has traditionally been the largest source of Canadian voluntary contributions to PAHO.

Canada started a three-year term on PAHO’s Executive Committee in 2017. Following the 56th Directing Council in 2018, Canada chaired the 164th Executive Committee for a term, from September 2018 to October 2019. This provided significant visibility and leadership as Canada facilitated negotiations and successful adoption of key policy documents such as the 2020-2025 Strategic Plan and Plans of Action on communicable diseases, ethnicity and health, and strengthening information systems for health, among others.

Canada is also currently a member of the Sub-committee on Programming, Budget and Administration (SPBA). The SPBA is an auxiliary advisory body of the Executive Committee, reviewing matters of program, budget and administration for the Executive Committee. Canada attends the SPBA sessions as either an observer or a member to advance Canada’s influence and interests in the Americas region.

In September 2019, Member States adopted a new Strategic Plan (2020-2025). Canada helped develop the Strategic Plan as a member of the Strategic Plan Advisory Group, which provided support and guidance to the Secretariat. The Plan embraces the progressive realization of universal coverage as a central approach, with the following priorities: 1) communicable diseases; 2) non-communicable diseases and risk factors; 3) determinants of health and promoting health throughout the life course; 4) health systems; 5) preparedness, surveillance, and response; and, 6) corporate services/enabling functions. The Plan highlights four crosscutting themes: gender, equity, human rights, and ethnicity.

After the World Health Organization declared the COVID-19 outbreak a public health emergency of international concern on January 30, 2020, Canada provided $1.5M in humanitarian aid to PAHO to help vulnerable countries prepare and respond to COVID-19 events. This was among the earliest and most flexible support to PAHO’s initial appeal.

Findings of audits completed in 2019–20: N/A

Findings of evaluations completed in 2019–20: N/A

Engagement of applicants and recipients in 2019–20: 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. Following the 56th Directing Council in 2018, Canada was asked to chair the 164th Executive Committee for a term, from September 2018 to October 2019. The Executive Committee is composed of nine member states of the Organization (elected for three-year terms). In 2017, Canada started a three-year term on PAHO’s Executive Committee.

Explanation of 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.

Peace and Stabilization Operations Program

Name of transfer payment program: Peace and Stabilization Operations Program (PSOPs)

Start date: 2016

End date: Ongoing

Type of transfer payment: Grants and Contributions

Type of appropriation Estimates

Fiscal year for terms and conditions: 2019-20

Link to the department’s Program Inventory: Program 30. Peace and Stabilization Operations

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

PSOPs core responsibilities are: 1) to provide policy leadership on peace and stabilization, including strategic coordination of Government of Canada responses to complex political crises on an as-needed basis; and 2) to deliver gender-responsive conflict prevention, stabilization, and peacebuilding initiatives through both programming (in the form of grants and contributions) and deployments.

Results achieved: Improved inclusive and gender-responsive prevention of violent conflict, response to crisis, and peacebuilding in fragile and conflict-affected areas where PSOPs engages.

• PSOPs programming included county-specific stabilization initiatives for Afghanistan, Cameroon, Colombia, Burkina Faso, Guyana, Haiti, Iraq, Lebanon, Mali, Myanmar, South Sudan, Sri Lanka, Syria, Ukraine, West Bank/Gaza and Yemen, as well as targeted funding for cross-cutting thematic areas of intervention including: women, peace and security, the Elsie Initiative for Women in Peace Operations, support to peace operations, conflict prevention, mediation and peacebuilding.
• In Burkina Faso, with funding from PSOPs, The Centre for Humanitarian Dialogue, was able to mediate a commitment to peace around the Yirgou conflict to avoid an escalation of community violence. 
• In Myanmar and Sri Lanka, PSOPs supported Internews to produce media and journal content on pluralism with a gendered perspective. As a result of this project, 297 stories have reached national audiences in both countries in multiple languages, helping to set the agenda for public discourse.
• In Yemen, PSOPs supported Search for Common Ground to advance the inclusion of women in peacebuilding at the local and national level. As a result of this intervention, a headmistress was able to train female students and develop a Student Mediation Committee in her school with the aim of raising awareness among students of peaceful approaches to conflict resolution.

Enhanced inclusive and gender-responsive prevention of and response to national and transnational threats by security institutions in fragile and conflict-affected areas where PSOPs engages.

• PSOPs increased the capacity of security institutions to prevent and respond to national and transnational threats in a gender-responsive manner in multiple countries where PSOPs engages.
• In Ukraine, 23 Police Officers (including five women) were deployed through the Canadian Police Arrangement. Canada was also instrumental in establishing the Patrol Police as a modern and effective unit within the National Police of Ukraine.
• In Mali, PSOPs supported the Truth, Justice and Reconciliation Commission to reduce tensions and acts of violence, and actively contribute to the search for the truth for victims of the conflict, in addition to deploying 14 Police Officers (including three women) to MINUSMA, EUCAP Sahel Mali and the Ecole de Maintien de la Paix.
• In Iraq, PSOPs supported the International Organization for Migration (IOM) to implement 10 community policing forums and a central Community Policing Office in areas of Iraq formerly occupied by Daesh.

Enhanced inclusive and gender-responsive multilateral prevention, mitigation and response to violent conflict, threats, insecurity and fragility in the world.

• Funding from PSOPs has supported UN Women to deploy 32 experts including criminal investigators, legal advisors, psycho-social counsellors and interpreters, that have contributed to the documentation of horrific crimes of sexual and gender-based violence in 9 countries.

Findings of audits completed in 2019–20: PSOPs was selected for audit as part of Global Affairs Canada’s 2019-2020 Risk-based Audit Plan approved by the Deputy Minister. The Office of the Chief Audit Executive is currently completing the examination phase of this audit, focusing on PSOPs’ programming responsibilities. It is expected to be completed by October 2020.

Findings of evaluations completed in 2019–20: No evaluation was completed during the 2019–20 fiscal year. In accordance with the rolling five-year evaluation plan, an evaluation of PSOPs will be conducted in 2021–2022.

Engagement of applicants and recipients in 2019–20: The PSOPs website is the key tool through which PSOPs communicates with the public and potential applicants. It includes key information on applying for funding, and applicants may submit concept papers, whether unsolicited or in response to a call for concepts, through the website.

PSOPs undertakes formal and informal discussions with partners to inform the PSOPs Strategy, to facilitate understanding of PSOPs priorities and the funding process, and to solicit feedback to improve how the program works. PSOPs engages regularly with multilateral recipients including the UN system to identify funding gaps and opportunities, and to discuss global priorities on peace, stabilization and conflict prevention.

PSOPs relies on Canadian representatives abroad to engage regularly with potential recipients and partners. As projects are being implemented, PSOPs officers regularly monitor PSOPs-funded projects, including through regular contact with implementing partners and monitoring visits. These visits not only allow PSOPs to monitor project progress and results, but also allow officers to engage directly with beneficiaries and local implementing partners, including women’s groups, organizations and networks, to understand the gender dynamics in the target country and ensure that programming addresses the needs of women and girls and non-binary persons from diverse social groups.

For example, during a monitoring visit to Mali in June 2019, a PSOPs officer met with current and potential recipients to discuss current peace and stabilization needs in central and northern Mali, in addition to meeting with government officials and civil society organizations, including women’s organizations. During a joint scoping/monitoring mission to Myanmar, a PSOPs officer who met with met with over 25 partners/prospective partners seized the opportunity to better understand current realities on the ground to strategically inform programming decisions.

Global Affairs Canada and the Department of National Defence completed a joint scoping mission to Kyiv in September 2019. The objective of the mission was to undertake multi-stakeholder consultations and discussions to identify specific defence and security sector reform (SSR) lines of effort and early stage concepts in order to operationalize a $6M, three-year PSOPs commitment to support strategic reform as part of the March 2019 renewal of Canadian Armed Forces’ military training and capacity building mission in Ukraine (Op UNIFIER).

PSOPs held a consultation on the Global Peace Architecture thematic programming with UN and civil society partners at Canada’s Permanent Mission to the United Nations in New York on August 21. PSOPs also participated in donor-practitioner conferences to improve monitoring and evaluation of mediation initiatives.

PSOPs also engages with potential applicants as part of the Canadian Integrated Conflict Analysis Process (CICAP). For example, in Sri Lanka, PSOPs conducted numerous meetings with stakeholders in the North, East, South and West of Sri Lanka. Grassroots organizations, local non-governmental organizations (LNGOs), international non-governmental organizations, multilateral organizations, and government officials at various levels were engaged in order to gather perspectives on the perceived drivers of conflict, and possible entry-points for future peace efforts.

Explanation of variances: PSOPs programming disbursed $152M million toward efforts to promote peace and stability in fragile and conflict-affected states. This included county-specific stabilization initiatives for Afghanistan, Cameroon, Colombia, Burkina Faso, Guyana, Haiti, Iraq, Lebanon, Mali, Myanmar, South Sudan, Sri Lanka, Syria, Ukraine, West Bank/Gaza and Yemen. Programming also included targeted funding for thematic areas of intervention including: women, peace and security, the Elsie Initiative for Women in Peace Operations, support to peace operations, conflict prevention, mediation and peacebuilding and dedicated funding for inclusion, diversity and human rights. The variance between the planned and actual spending can largely be explained by funds managed by other bureaus, primarily as the planning figure includes the entire $55M Afghanistan commitment, which was jointly managed by PSOPs and the Afghanistan bureau. PSOPs also received and programmed over $10M in funding for the Middle East Strategy. Other variance is due to PSOPs declaring surplus towards the end of the fiscal year due to lower spending forecasts than anticipated, as well as other minimal differences in multiple accounts.

Projects and Development Activities Resulting from La Francophonie Summits

Name of transfer payment program: Projects and development activities resulting from La Francophonie summits

Start date: March 9, 1979

End date: Ongoing

Type of transfer payment: Contribution

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2011-2012

Link to the department’s Program Inventory: Program 29. Multilateral International Assistance

Description: The program provides funding to cooperation programs and activities undertaken by the Organisation internationale de la Francophonie (OIF), in support of the organization’s four-year program for 2019-2022. 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. The program promotes Canadian interests and is consistent with Canada’s development, political and economic objectives for La Francophonie.

Results achieved:

• Canada maintains a strong and ongoing commitment toward the Organisation internationale de la Francophonie (OIF), a key forum for mobilizing the international community around priority issues.
• Canada encouraged the organization to incorporate gender equality (GE) considerations into its programming and GE a priority across all the actions of La Francophonie’s institutions and partners. Canada actively contributed to developing La Francophonie Strategy for the Promotion of GE and the Rights and Empowerment of Women and Girls, and provided support for the creation of a GE unit within the OIF.
• During the Ministerial Conference of La Francophonie held in Monaco in October 2019, a review was carried out to refocus the programming on La Francophonie’s value-added and to strengthen its efforts regarding youth, women and girls. Canada is working closely with the OIF and other members to ensure the relevance and consistency of its programming focused on tangible results.
• Canada continues to play a leadership role in the context of the OIF’s transparency consolidation policy. At all levels of the organization and within the OIF’s various bodies, Canada is calling for a strengthening of governance and transparency measures in order to continue the consolidation of the organization’s administrative and financial governance practices. For a number of years, Canada has supported reforms to create a culture of results and efficiency in all the activities. Under the administration of Catherine Cano, a Canadian, Canada has increased its efforts to support the OIF in the context of its transformation plan, including providing arrangements for expertise in program monitoring and evaluation.
• In 2020, the OIF started implementing 18 priority actions that will allow the organization to strengthen its governance, build on its human resources, have greater control over risks, and develop tools and processes to increase its expertise and performance, such as in the areas of information management and program monitoring and evaluation. The OIF is giving itself two years to complete its transformation plan.

Findings of audits completed in 2019–20: N/A

Findings of evaluations completed in 2019–20: N/A

It should be noted that, at the request of the OIF administrator, two experts were made available by Global Affairs Canada in 2019, to conduct a review of the organization’s monitoring/evaluation capabilities in the context of its modernization process. This review provided an overview of the OIF’s monitoring/evaluation capabilities and suggested a series of recommendations so that the OIF could adopt a strategic organizational approach, base its decisions on sound evidence, create a harmonized culture of results‑based management and strengthen its monitoring/evaluation capabilities.

Engagement of applicants and recipients in 2019–20: Every year, the Administrator of the OIF presents a review of the organization and its programming activities to its members. Programming achievements for 2019–20 will be presented in fall 2020 as part of the OIF’s 2019 Progress Report on programming.

Explanation of variances:

United Nations Educational, Scientific and Cultural Organization

Name of transfer payment program: United Nations Educational, Scientific and Cultural Organization (UNESCO)

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: 2011-2012

Link to the department’s Program Inventory: Program 2. Multilateral Policy

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:

• Progress in the implementation of the Education 2030 Agenda by focusing on sector-wide policy and planning, literacy, teachers and skills development for the world of work.
• Reduction of gender disparities in primary and secondary education in Member States, and strengthening of global commitment to education for girls and women.
• Strengthening of education system responses to contemporary challenges with emphasis on universal values based on peace, mutual understanding and respect for human dignity, education for sustainable development, including education for disaster preparedness.
• Implementation of the Convention on the Protection and Promotion of the Diversity of Cultural Expressions. 
• Implementation of the International Convention against Doping in Sport. 
• Protection of cultural and natural heritage through the implementation of UNESCO’s culture conventions, in particular the World Heritage Convention and the 1970 Convention on the Means of Prohibiting and Preventing the Illicit Import, Export and Transfer of Ownership of Cultural Property.  
• Establishment of effective early warning systems for tsunamis and strengthening scientific knowledge in order to protect oceans. 
• Improvement in management of the planet’s water resources through increased scientific cooperation. 
• Development of free, independent and pluralistic media, and civic participation. 
• Freedom of expression, freedom of information and freedom of the press more broadly integrated into policies in member states.
• Protection and digitalization of the world’s documentary heritage.
• Protection of Indigenous languages.

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.

Findings of audits completed in 2019–20: UNESCO has an External Auditor and provides regular audited financial reports.

Findings of evaluations completed in 2019–20: N/A

Engagement of applicants and recipients in 2019–20: N/A

Explanation of 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.

UN Peacekeeping Operations

Name of transfer payment program: UN Peacekeeping Operations

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: 2011-2012

Link to the department’s Program Inventory: Program 2. Multilateral Policy

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:

• Enhanced peace and security for the countries and regions concerned.
• Contributed to increased levels of security, protection of civilians, support to humanitarian activities, basic services and governance provided in affected areas, promoting advanced prospects for peace as well as enabling reconstruction and development activities.
• Maintained multilateral relationships with key UN organizations and bilateral relationships with key allies and other troop-contributing countries.
• Ensured alignment of UN assessed contributions with peacekeeping priorities, enhanced efficiency and sound resource management and supported the UN as a cornerstone of the rules-based international order.

Findings of audits completed in 2019–20: The audit examination conducted by the UN Board of Auditors included UN Headquarters,13 active field missions, 33 completed missions and the 6 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 (A/74/5 (Vol II)

Findings of evaluations completed in 2019–20: N/A

Engagement of applicants and recipients in 2019–20: N/A

Explanation of 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.

United Nations Organization

Name of transfer payment program: United Nations Organization (UN)

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 2011-2012

Link to the department’s Program Inventory: Program 2. Multilateral Policy

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 toward attainment of the UN’s objectives, as set out in its Charter. Recipients are not required to repay funds obtained under this transfer payment program.

Results achieved:

• Promotion of peace and security.
• Progress toward achieving the 2030 Agenda for Sustainable Development.
• Promotion and protection of human rights.
• Effective coordination of humanitarian assistance efforts.
• Promotion of justice and international law. 
• Progress toward disarmament.
• International cooperation for drug control and crime prevention.
• International cooperation to combat terrorism.

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

Findings of audits completed in 2019–20: 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 China, Chile and Germany. For more information, please see the UN Board of Auditors’ Report A/74/5 (Vol. II).

Findings of evaluations completed in 2019–20: N/A

Engagement of applicants and recipients in 2019–20: N/A

Explanation of 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.

Weapons Threat Reduction Program

Name of transfer payment program: Weapons Threat Reduction Program (WTRP)

Start date: June 7, 2018

End date: Ongoing

Type of transfer payment: Grants and contributions

Type of appropriation Estimates

Fiscal year for terms and conditions: 2017-18 (amended from previous)

Link to the department’s Program Inventory: Program 32. Weapons Threat Reduction

Description: The WTRP implements Canada’s commitments as part of the G7-led, 31-member Global Partnership Against the Spread of Weapons and Materials of Mass Destruction (the Global Partnership). In 2018, the WTRP was renewed on an ongoing basis at reference levels of $73.4 million per annum to address weapons of mass destruction (WMD) proliferation threats globally. The WTRP implements cooperative WMD threat reduction projects in the following priority areas: nuclear and radiological security; biological security; chemical weapons security; support for the implementation of UN Security Council Resolution 1540; and, as part of the WTRP’s newly expanded mandate, providing institutional support to international legal regimes dealing with conventional weapons, including capacity building support to States.

Results achieved:

• Reduced threats to Canadians and the global population from conventional weapons and WMDs as well as chemical, biological, radiological and nuclear (CBRN)-related materials.
• Strengthened prevention of, and/or response of partner states, organizations and global networks, to the proliferation of weapons including WMDs.
• Reduced access to CBRN-related materials by non-state actors and states of proliferation concern.
• Strengthened legal and policy instruments of states such that they meet international security and threat reduction standards and best practices.

Below are illustrative examples of high-level results and/or success stories, which the WTRP was able to achieve during fiscal 2019-20:

• In April 2019, a series of bombings were carried out in Sri Lanka. Sri Lankan personnel responding to these attacks were better able to respond in part due to WTRP-funded training implemented by the World Health Organization to strengthen response capacity to deliberate chemical and biological incidents. Also in response to these attacks, INTERPOL deployed an incident team to assist investigating national authorities, which included a specialized officer (funded by the WTRP) with expertise in explosives and crime scene management. In addition, specialized equipment funded by the WTRP was utilized to assist national authorities with post blast investigation.
• In 2019-20, WTRP supported the Organization for the Prohibition of Chemical Weapons (OPCW), making Canada one of the largest national contributors. Specifically, the WTRP funded initiatives such as the Investigation and Identification Team (IIT) and Fact Finding Mission (FFM) reports, which supported global efforts to end the use of chemical weapons. On 8 April 2020, the OPCW released the first report of the IIT, which concluded that units of the Syrian Arab Air Force used chemical weapons in March 2017. This investigation relied heavily on relevant FFM reports.
• The WTRP supported the International Atomic Energy Agency’s (IAEA) efforts to monitor and verify Iran’s compliance with the Joint Comprehensive Plan of Action, aiming to constrain Iran’s ability to develop nuclear weapons.
• In 2019-20, the WTRP also supported the IAEA in increasing its readiness to undertake monitoring and verification activities that may be required in North Korea, as well as funded initiatives to strengthen international capacity to implement UN Security Council sanctions on North Korea and to counter the country’s efforts to evade sanctions and develop its illicit WMD and ballistic missile programs.
• As a direct result of WTRP funding, the Council of Ministers of South Sudan approved accession to (June 2019), and Tanzania ratified (August 2019), the Biological and Toxin Weapons Convention; and in July 2020, the Senate of Chile endorsed the Biological and Toxin Weapons Convention and Chemical Weapons Convention Implementation Bill into domestic law.
• Additional support provided by the WTRP to the Organization of American States resulted in Paraguay’s submission of its National Action Plan for implementation of UN Security Council Resolution (UNSCR) 1540 to the 1540 Committee in New York on 26 September 2019.
• Through a WTRP-funded conference, targeted stakeholders and experts were brought together to discuss the evolution, challenges and opportunities for United Nations Security Council Resolution 1540 as the 2021 Comprehensive Review approaches. This project achieved a set of recommended action items for the development and improvement of UNSCR 1540 and its global activities.

Findings of audits completed in 2019–20: There was no program audit held during fiscal year 2019-20.

Findings of evaluations completed in 2019–20: In fiscal year 2017-18 the Weapons Threat Reduction Program was evaluated, and a management response and action plan (MRAP) was developed to respond to the recommendations. As of July 2020, Global Affairs Canada’s evaluation bureaus have confirmed that all MRAP commitments have been officially met – with the understanding that several of the response actions are ongoing for the program. The next program evaluation is scheduled for January 2023 – pending delays caused by COVID-19.

Engagement of applicants and recipients in 2019–20: In addition to leveraging Global Affairs Canada's global network of missions to identify potential project initiatives, the WTRP undertakes targeted outreach and assessment missions to countries identified in its interdepartmental strategic programming framework exercise. The WTRP also engages with relevant multilateral institutions (e.g. International Atomic Energy Agency, World Health Organization, Organization for the Prohibition of Chemical Weapons) and within international forums (e.g. Global Partnership Working Group and the Global Health Security Agenda) to engage potential partners and exchange information on important potential recipients.

Explanation of variances: In 2019-20, the Weapons Threat Reduction Program had a variance of ~0.3% for spending related to grants and contributions. This puts the WTRP well within its targeted 5% variance.

World Health Organization

Name of transfer payment program: World Health Organization (WHO)

Start date: The WHO was founded 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: 2011-2012

Link to the department’s Program Inventory: Program 2. Multilateral Policy

Description: Canada’s annual assessed contribution to the WHO is a legally binding obligation of membership. The purpose of membership is to further the Government of Canada’s foreign policy goals related to health and provide it with a voice in the international community. For further information, please visit the WHO website. Recipients are not required to repay funds obtained under this transfer payment program.

Results achieved

• Enhanced global health security through: operationalization of a unified WHO emergency program; establishment of a Global Health Emergency Network; contribution toward International Health Regulations (2005) (IHRs) core capacities and improvements to the IHRs; and support for the implementation of the Contingency Fund for Emergencies.  
• Accelerated progress toward achieving the 2030 Agenda for Sustainable Development by: reducing maternal mortality; improving child survival; addressing the global burden of non-communicable diseases and their main risk factors; promoting healthy environments; and increasing access to essential medicines.
• Promotion of health equity by: strengthening health systems to reach the poorest and most vulnerable.
• Strengthened global norms and standards in health by: developing, implementing and monitoring global norms and standards; and promoting safety of food, water, and medical products and devices.
• Continued progress to implement WHO institutional reform by: supporting ongoing efforts to enhance organizational efficiency, effectiveness and transparency.

The WHO’s General Programme of Work sets out the organization’s high level plan of work for a four-year period. In 2018, the 71st World Health Assembly approved the WHO’s 13th General Programme of Work (GPW13) for the years 2019 to 2023. In addition, the WHO has biennial programme budgets that set out the strategic objectives and expected outcomes for the organization’s work, and are approved every two years by the World Health Assembly. For additional details on results and plans, please consult: the WHO programme budget.

Findings of audits completed in 2019–20: WHO has an External Auditor and provides regular audited financial reports.

Findings of evaluations completed in 2019–20: N/A

Engagement of applicants and recipients in 2019–20: N/A

Explanation of 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.

World Trade Organization

Name of transfer payment program World Trade Organization (WTO)

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

Link to the department’s Program Inventory: Program 18. Trade Policy, Agreements Negotiations, Agreements and Dispute

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) are more effectively addressed multilaterally. Canada is also a regular user of the WTO’s dispute settlement system. In addition, 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 an active forum for trade policy monitoring and surveillance.

WTO negotiations among all Members have been effectively stalled since 2008, with WTO members disagreeing on whether the mandates of the Doha Development Agenda (DDA) remain a relevant and viable basis from which to advance multilateral negotiations. Canada and other like-minded countries believe that the DDA mandates are no longer viable and that the WTO must explore new ways to conclude work on the outstanding Doha-round issues while also exploring other issues such as those to address the needs of a 21st century economy (e.g. e-commerce). In parallel, the WTO is facing unprecedented challenges against the backdrop of global trade tensions and increasing protectionism. Given the important role that the WTO plays in safeguarding and facilitating global commerce, Canada has convened a representative, group of WTO members with objective of identifying concrete, realistic and pragmatic ideas that would strengthen and reform the organization. The work of the group is meant to be coherent and consistent with efforts by other WTO members to modernize the WTO.

Results achieved:

• As a trade-dependent country, Canada has been actively involved in all areas of the WTO negotiations. While the broader DDA negotiations are at an impasse, Canada continues to work with other WTO members to find constructive ways to advance multilateral discussions on issues facing the global trading system. Given the challenges in the WTO’s multilateral negotiations, Canada has been participating in plurilateral initiatives with a subset of like-minded WTO members in a number of areas (e.g. e-commerce, investment facilitation, domestic regulation of services, medium, small and micro enterprises) with the goal of achieving meaningful progress in these areas.
• Continued work with WTO members to advance discussions on issues facing the global trading system. Due to the COVID-19 pandemic, the 12th Ministerial Conference was postponed.
• Canada led a representative group of WTO members committed to supporting and modernizing the multilateral trading system. Ottawa Group discussions focused on three main themes: immediate actions to improve the efficiency and effectiveness of the WTO; safeguarding and strengthening the dispute-settlement system; and reinvigorating the WTO’s negotiating function. The Ottawa Group met twice at the Ministerial level in 2019-2020: in May 2019 on the margins of the OECD Ministerial in Paris, and in January 2020 on the margins of the World Economic Forum in Davos. A third ministerial meeting had been planned for March 2020, but was postponed due to the COVID-19 pandemic.
• Canada participated in the accession negotiations for all countries seeking to join the WTO. Canada also participated in the review of the trade policies of each WTO member.
• Canada participated in the WTO’s quadrennial review of its trade policy in 2019.  The review noted Canada’s active participation in the regular work of the WTO committees, negotiations, dispute settlement, monitoring, and plurilateral initiatives.  It cited Canada’s leadership role in chairing WTO bodies and promoting initiatives such as trade and gender in the WTO, as well as its work on WTO reform.  It further noted that Canada regularly met its notification requirements.
• Canada is one of the most active participants in the WTO dispute settlement system – the world’s preeminent body for discussing and resolving international trade disputes – as measured by the number of disputes in which Canada is a participant as either a direct or intervening party. Canada is also an active participant in efforts to review the Dispute Settlement Understanding.
• In the 2019-2020 period, Canada worked with likeminded WTO Members to establish the Multi-Party Interim Appeal Arbitration Arrangement to ensure a process to appeal disputes that may arise between endorsing members while the appointment of new panellists to the Appellate Body remains at an impasse.

Findings of audits completed in 2019–20: 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 7, 2019, the external auditor certified that the WTO’s financial statements fairly present the financial situation of the WTO as of December 31, 2018, and placed an unqualified opinion on these statements.  External auditor reports for 2019-20 have been delayed due to the COVID-19 pandemic.

Findings of evaluations completed in 2019–20: 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 2019 performance audit has been delayed due to the COVID-19 pandemic.

Engagement of applicants and recipients in 2019–20: N/A

Explanation of 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 2018 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.

Gender-based analysis plus (GBA+)

Institutional GBA+ capacity

Global Affairs Canada has a complex and diverse mandate as it manages Canada’s diplomatic and consular relations, promotes the country’s international trade and leads Canada’s international assistance. Across these portfolios, gender-based analysis plus (GBA+) is required for all Memoranda to Cabinet, Treasury Board submissions and Budget Proposals, and more recently, regulatory instruments. Before these proposals can be considered complete, proposal leads submit their GBA+ assessments to the Corporate Secretariat for a final review to confirm that the mandatory requirements of the central agencies have been met. The offices of the ministers will not accept proposals without this final check.

The department continues to strengthen its overall institutional capacity to integrate gender-based analysis plus across all its policies, programs and initiatives. Since the announcement of the feminist foreign policy in 2017, GBA+ is being used and applied to an increasing number of initiatives across the department. In this context, Global Affairs Canada continues to explore opportunities to enhance its leadership, capacity, training and tools for the implementation of GBA+ throughout the department.

Some of the approaches the Department uses to increase the profile and practice of GBA+ in policy and program development include the following:

• Gender focal points and GBA+ Champions appointed at the branch level;
• Intra-departmental networks dedicated to GBA+;
• Annual GBA+ challenges to mark GBA+ Awareness Week;
• Corporate Secretariat representation at the annual Breakfast of GBA+ Champions, a venue to highlight the department’s successes, hosted by the Department for Women and Gender Equality;
• Discussion of GBA+ at senior management committees, such as the Performance Measurement and Evaluation Committee (PMEC);
• Resources dedicated to the development, delivery or promotion of GBA+ training for employees; and,
• Tools and resources to assist employees in applying GBA+ to their work (e.g. checklists, guides, templates, toolkit, wiki sites).

Within the trade policy and negotiations portfolio, recognizing that the effects of trade are not gender neutral, gender and inclusivity considerations are integrated by conducting GBA+ on free trade agreement (FTA) chapters, assessing the effects and opportunities of provisions, on an ex ante and ex post basis, on population groups in Canada as workers, business owners, and where possible consumers. This informs ongoing negotiations by seeking to address effects through the development of new gender responsive and inclusive trade policy provisions in FTAs where possible.  The GBA+ process is providing a richer understanding of the impacts and effects of FTAs in Canada; supporting continuous strengthening and innovating of FTA chapters; helping identify opportunities for mainstreaming new inclusive and gender responsive provisions in FTAs; and, identifying gaps in knowledge and areas for more strategic data collection and analysis going forward.

GBA+ is also required for all international assistance projects submitted for ministerial approval. In 2019-20, a feminist approach guidance note was launched, which emphasized intersectionality, recognizing that overlapping inequalities are based on a variety of identity factors. It calls for all initiatives to be guided by two distinct but complementary analyses, a GBA+ and a human rights analysis. Evidence of both analyses are required for all project proposals.

Global Affairs Canada’s GBA+ is a contextual and intersectional gender-based analysis that shapes project design by identifying gender inequalities as well as their root causes to be addressed. It outlines gender power relationships, identifies key gender dimensions of human rights, decision-making, and access and control over resources, and assesses how gender disparities are influenced and differ by other intersecting identity factors such as age group, sexual orientation, religion, disability and ethnicity. A human rights stakeholder analysis complements GBA+ and is central to the human rights-based approach (HRBA) to project design and management, supported by human rights specialists. It seeks to identify and include the most marginalized and vulnerable rights-holders, who are diverse and often face interacting inequalities.

Governance and human resources

The department has taken a decentralized approach to the practice of GBA+ for its over 10,000 employees. In lieu of a central responsibility center, the department continues to expand a more horizontal approach to the application of GBA+ emphasizing proposal leads’ responsibility for their GBA+. Although the review process is essentially one of self-assessment, there is well-established and dedicated GBA+ expertise within the department to provide support, for example, within the Global Issues and Development Branch and the Trade Policy and Negotiations Branch. Global Affairs Canada is also increasing GBA+ competencies of subject matter experts in other branches working in such diverse areas as peace and security, and investment and trade.

Currently, the department has approximately 15 full time equivalent(s) (FTE) dedicated to supporting gender equality analysis specifically for development assistance policies and programming. Recognizing the significance of the application of GBA+ to trade agreements, there are 3 FTEs dedicated to this issue. An additional 6 to 10 individuals play various support roles associated with GBA+ as gender focal points, educators and managers across the department, including in areas such as peace and security, trade and investment, promotion, trade policy and negotiations and GBA+ process oversight of submissions to Cabinet and ministers.

Both GBA+ specialists and subject matter experts from across the department contribute to GBA+ through participation on internal and external committees as well as in governance bodies:

• Development specialists and policy analysts on gender equality meet regularly to discuss gender equality policy directions and implementation;
• Analysts working on Peace and Security programming coordinate the whole-of-government implementation of Canada’s National Action Plan on Women, Peace and Security (CNAP-WPS). GBA+ is included in the CNAP-WPS;
• Gender Focal Points in the Trade Policy and Negotiations Branch, with the support of the GBA+ Champion, lead a branch wide network of GBA+ advisors to ensure the effective application of GBA+ to trade policy development and free trade negotiations;
• Departmental representatives attending the Department for Women and Gender Equality’s inter-departmental meetings; and
• Inter-departmental working groups for proposals being prepared for submission to Cabinet or Treasury Board.

In addition, efforts are being made for all departmental employees to receive GBA+ training at various levels of depth depending on their roles and responsibilities. In 2019-20, the Canadian Foreign Service Institute delivered GBA+ training to 769 Global Affairs Canada employees (485 Canada-based staff and 284 locally engaged staff).

In 2019-2020, the Trade Policy and Negotiations Branch made it mandatory for all staff to take the GBA+ online course offered by Women and Gender Equality (WAGE) Canada.  By the end of March 2020, there was a 60% completion rate. The Branch also developed and implemented a GBA+ full-day training course for 20 trade policy officers, and continued to provide GBA+ of FTA coaching to trade policy officers at GAC, Canadian missions abroad, and other government departments on a division or one-on-one basis. In addition, the branch renewed, promoted and implemented its annual GBA+ action plan.

Global Affairs Canada also helps its Canadian and international partners strengthen their own capacities to integrate GBA+ into their policies, programs and practices. In 2019-20, the Canadian Foreign Services Institute delivered GBA+ training to foreign governments and international organizations reaching over 450 people in the Dominican Republic, Indonesia and Timor Leste, Mexico, Panama, and Turkey.

Monitoring and Evaluation

Global Affairs Canada has embedded gender equality requirements in its results-based management approach to monitor and track gender equality and empowerment of women and girls’ outcomes in international assistance programming. This involves the identification of gender-specific indicators in performance measurement frameworks as well as the use of disaggregated data by sex, age and other identity factors as relevant.

Due diligence is conducted by Gender Equality Specialists on all initiatives as part of the approval process. This is done using the Gender Equality Assessment Form which assesses whether a quality GBA+ was conducted and informed the design of the project, as well as whether there are explicit gender equality results identified in the project results’ framework which will be measured by relevant indicators. It also considers whether appropriate technical and financial resources will support the achievement of the gender equality results. Based on this assessment, a gender equality policy marker is assigned in relation to a project’s intended contribution to advancing gender equality and the empowerment of women and girls. Using this policy marker, Global Affairs Canada can track the percentage of initiatives that have carried out GBA+ given it is an embedded requirement to obtain a mark above 0. Through the Feminist International Assistance Policy, the commitment was made to ensure that no less than 95% of Canada’s bilateral international development assistance initiatives will target or integrate gender equality and the empowerment of women and girls by 2021-22. In 2019-20, Global Affairs Canada reached 97% (preliminary figures).

Canada also launched its sub-action area policy on gender-responsive humanitarian action: ‘A Feminist Approach: Gender Equality in Humanitarian Action’ in April 2019. This policy outlines how Canada’s humanitarian assistance responds to the specific and intersectional needs and priorities of vulnerable and marginalized individuals, particularly women and girls. It also recognizes their knowledge and abilities, and ensures that they are consulted and are able to equally participate in making and implementing decisions. Practically, Canada requires the submission of a GBA+ analysis as part of its non-governmental organization humanitarian funding mechanism. Potential partners are required to submit a gender analysis that focuses on the specific gender considerations in the humanitarian context and the specific obstacles/opportunities that women, men, girls and boys face, accounting for intersectional factors.

Highlights of GBA+ Results by Program

Program 11. Humanitarian Action

• In the Middle East and North Africa (MENA) region, for example, Canada has concentrated its efforts towards a gender-responsive humanitarian approach.
• Global Affairs Canada increased the capacity of local, national and international organizations by supporting the United Nations Office for the Coordination of Humanitarian Affairs (OCHA) to conduct a three-day training on Gender in Humanitarian Action in Amman, Jordan. The key objective of this training was to increase the capacity of gender focal points across OCHA, humanitarian partners from international and local organizations, including from women’s organizations and networks in the MENA region, to integrate gender into humanitarian response. For example, through:
  • Increased common understanding of the humanitarian programme cycle, architecture, key principles, advocacy and funding as it relates to gender equality and women’s empowerment;
  • Increased understanding of gender equality programming, normative frameworks, policies, tools and guidance, including the Inter-Agency Standing Committee (IASC) Gender Handbook and the Gender with Age Marker (GAM); and
  • Promote efficient use of resources from a gender equality perspective and work to develop a different measure of efficiency.
• The training enhanced organizational capacity on gender mainstreaming, including the need to conduct a GBA+, as well as produced a cadre of gender champions across the system to link into existing gender networks, including Gender in Humanitarian Action Working Groups and refugee Sector Gender Focal Points Network, where they already exist. Linkages to existing mechanisms ensure coordination, sustainability and collective action on gender equality.

Program 18. Trade Policy, Agreements, Negotiations, and Disputes

• Conducting GBA+ of trade negotiations is changing the way Canada does trade policy.  It is also helping us deliver on Canada’s inclusive approach to trade, which seeks to ensure that the benefits and opportunities resulting from Free Trade Agreements (FTA) are more widely shared, including among under-represented groups in Canada’s economy and in trade, such as women, small and medium-sized enterprises (SMEs), and Indigenous peoples. 
• Global Affairs Canada, with the support of other government departments, conducted a comprehensive quantitative and qualitative chapter-by-chapter GBA+ for ongoing FTA negotiations. The GBA+ is contributing to a better understanding of the potential effects and opportunities of a prospective Canada-Mercosur FTA on all Canadians —workers, producers, business owners, entrepreneurs, and, where possible, consumers. In this regard, the GBA+ is informing ongoing negotiations with Mercosur and helping identify opportunities for Canada to pursue new gender-responsive and inclusive trade provisions throughout the FTA, as well as potential domestic policy responses when an effect or an opportunity cannot be addressed through a potential agreement. 
• The quantitative GBA+ analysis revealed that the impact of the potential Canada-Mercosur FTA on the Canadian economy would be positive, with GDP growth (0.051%), trade gains (30% or $4.0B), job creation (10,000), increased real wages and higher levels of consumption.  It also revealed that benefits would be widely shared across a broad range of groups, including women, youth and SMEs, notably through: increased women’s participation in the economy, and in particular in the services sector; increased men’s employment in the goods sectors (manufacturing, extractives, agriculture); increased number of SMEs in the economy; and increased youth employment. 
• The qualitative GBA+ revealed that some chapters already have inclusive and gender responsive provisions in them; that opportunities exist to advance new gender responsive and inclusive trade provisions in the majority of chapters (15 out of 25); and that some chapters – that do not have specific provisions – are still inclusive and gender responsive in their effects/outcomes.
• Is also providing opportunities to promote the use of GBA+ in other FTAs by using it as a case study in presentations to: the European Union in the context of implementing the Trade and Gender recommendation under CETA (via video conference Brussels/Ottawa); APEC Senior Officials Meeting/Trade Committee Policy Dialogue (via video conference Ottawa/Kuala Lumpur); and, International Gender Economics Conference, Tbilisi, Georgia.

Program 30. Peace and Stabilization Operations

• Peace and Stabilization Operations Program (PSOPs) GBA+, now integrated into the 2019-22 Strategy, identifies 4 key groups PSOPs engages with (sex and gender, children and youth, refugees and IDPs, and Groups Marginalized Based on Identity or Other Factors), and outlines strategies to ensure their perspectives are taken into account.
• Data collected on PSOPs program indicators are disaggregated by gender, which allows PSOPs to tell a more nuanced performance story.
• PSOPs requires partners applying for funding to conduct a gender and Women, Peace and Security (WPS) analysis to ensure that planned interventions are taking relevant identity factors into account, and asks all partners to report specifically on gender considerations.
• PSOPs co-hosted a GBA+ learning session with Women and Gender Equality Canada (WAGE) and the Women Peace and Security Network to examine how departments are applying GBA+ in their work on Canada’s National Action Plan on WPS.

Program 32. Weapons Threat Reduction

• The Weapons Threat Reduction Program (WTRP) consistently worked with implementing partners to ensure the application of a gender lens to all relevant projects, through the use of, inter-alia, gender assessments, gender experts, and consultations with local women’s organizations. As part of the Canadian National Action Plan (CNAP), the WTRP has a minimum target of 25% of all projects being at a GE-1 code or greater, which it has surpassed through the employment of GBA+ mechanisms.
• Throughout 2019-2020, Canada advocated for the implementation of a gender sensitive approach to transnational organized crime. International organizations were encouraged to better understand and reflect the differentiated impacts of transnational crime and in doing so to help the global community identify more inclusive and effective ways to prevent and address crime. In addition to ensuring gender sensitive language was included in resolutions, including those from the last Conference of States Parties to the United Nations Convention Against Corruption, Canada discussed gender and corruption within the G20 and presented on GBA+ at the last APEC Anti-Corruption and Transparency Working Group meeting; as a direct follow-up to this presentation, Canada co-sponsored an APEC symposium on gender and corruption to be hosted by New Zealand in 2021.

Response to Parliamentary Committees and External Audits

Response to parliamentary committees

• House of Commons Standing Committee on Public Accounts (PACP)
  • N/A
• Senate of Canada Standing Committee on Foreign Affairs and International Trade
  • N/A

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)

2019 Fall Reports of the Commissioner of the Environment and Sustainable Development: Report 1 - Review of the 2018 Progress Report on the Federal Sustainable Development Strategy

• The audit determined whether Government of Canada organizations had adequately applied the Cabinet Directive on the Environmental Assessment of Policy, Plan and Program Proposals, and whether they had met their commitments to strengthening their strategic environmental assessment practices. Global Affairs Canada was one of 26 organizations that was audited. The audit found that all of the organizations had made satisfactory progress in strengthening their strategic environmental assessment practices. Specifically, the audit found that the Department was in compliance with the Cabinet Directive based on a sample of proposals. There were no recommendations for the Department.

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

Link to the Program Inventory: Program 1. International Policy Coordination

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.

CIGI’s current 5-year Strategic Plan 2020-25 considerably narrows the focus of its research to the intersection of technology and global governance, consisting of three thematic pillars: (1) the data-driven economy; (2) threats to democracy and security, and (3) the need for global institutions to adapt to the digital era.

A future evaluation of CIGI’s programming will be based on the results of this set of activities.

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

Evaluation findings by the recipient during the reporting year, and future plan: As required by the funding agreement between CIGI and the Government of Canada, every five years, CIGI conducts an independent third-party evaluation. The last evaluation took place in 2018, and the next one will be in 2023.

The 2018 evaluation measured 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. Itis 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 Government of Canada funding agreement. 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.

For instance, this year CIGI has delivered policy relevant research papers and high-level events on priority topics including women’s economic empowerment, data governance in the digital age, NAFTA renegotiation, and China and the global economy.

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.

Explanation of variances: N/A