Report on Plans and Priorities 2013-14 Supplementary Information Tables
Table of Contents
Details on transfer payment programs
International Development Assistance
Details on other types of transfer payment programs:
Name of Transfer Payment Program: International Development Assistance
Start Date: 2001-2002
End Date: N/A
Fiscal Year for Ts & Cs: 2012-2013
Strategic Outcome: Reduction in poverty for those living in countries where the Canadian International Development Agency (CIDA) engages in international development.
Program Activities:
- Fragile states and crisis-affected communities
- Low-income countries
- Middle-income countries
- Global engagement and strategic policy
- Canadian engagement for development
Description:
The objective of the CIDA transfer payment program is to reduce poverty for those living in countries where CIDA engages in international development.
This objective is in line with the intent of the Official Development Assistance Accountability Act, which states that expenditures reported to Parliament as Official Development Assistance (ODA) must contribute to poverty reduction, take into account the perspectives of the poor, and be consistent with international human rights standards. Furthermore, ODA may be provided for the purposes of alleviating the effects of a natural or man-made disaster or other emergency occurring outside Canada. CIDA is the lead department responsible for Canada's Official Development Assistance. The majority of the Agency's activities are consistent with the Act. However, CIDA's transfer payment program does not preclude activities falling outside the scope of the Act given stated limitations.
The Programming Classes described in the financial table below constitute the means for attainment of CIDA's results. More precisely, in order to meet its program objectives, the Agency has developed three specialized classes of grants and contributions: bilateral, multilateral and partnerships with Canadians programming.
Expected results by program
Program: Fragile states and crisis-affected communities
Expected result: Enhanced responsiveness of humanitarian assistance to address the immediate needs of crisis-affected populations.
Performance indicator:
- Percentage of Consolidated Appeals funding requirements that are met.
Expected result: Increased access to essential health services and education by the more vulnerable female and male children and youth in crisis-affected communities.
Performance indicators:
- Percentage of children under five receiving appropriate and timely treatment for malaria and other major diseases.
- Percentage of vulnerable or crisis-affected girls and boys enrolled in school.
Expected result: Increased access to income opportunities, including jobs and development of micro, and small enterprises, particularly for vulnerable and marginalized women, men, and youth.
Performance indicator:
- Percentage of economically-active women, men, and youth.
Program: Low-income countries
Expected result: Increased sustainable agricultural production by rural poor women, men and youth:
Performance indicators:
- Annual production of agricultural goods in targeted regions of CIDA interventions.
- Rate of adoption by farmers (m\f) of new farming techniques and new crop varieties in targeted regions of CIDA interventions.
Expected result: Increased health services to mothers, newborns and children under five.
Performance indicator:
- Percentage of live births attended by an accredited health professional.
Expected result: Increased accountability of public and civil institutions to respond to the needs of women, men and children.
Performance indicator:
- Average program rating (on a five-point scale) of progress of CIDA low-income countries of focus toward achieving this result.
Program: Middle-income countries
Expected result: More competitive local economies, especially for micro, small and medium-sized, and women-led enterprises in poorer areas.
Performance indicator:
- Level of integration of micro, small, and medium-sized enterprises in local and regional markets per country.
Expected result: Increased access to quality education for marginalized female and male children and youth, in particular those living in remote communities.
Performance indicator:
- Total net enrolment ratio in primary education, both sexes.
Expected result: Strengthened citizen participation to sustain social and economic progress.
Performance indicator:
- Average program rating (on a five-point scale) of progress of CIDA middle-income countries of focus toward achieving this result.
Program: Global engagement and strategic policy
Expected result: Increased effectiveness of Canadian development cooperation through engagement with, and investment in, multilateral and global organizations, to address humanitarian and development challenges.
Performance indicator:
- Progress in global food security, health, education, and employment rates in developing countries.
Expected result: Increased ability to advance Canada's development priorities in Canada and globally.
Performance indicators:
- Evidence of Canadian influence (e.g., G8 summits, OECD-DAC, the media) in shaping the international development agenda.
- Coherence between aid and non-aid policies (e.g., foreign, defence, environment and immigration).
Program: Canadian engagement for development
Expected result: Improved health and education services for marginalized women, men, girls and boys.
Performance indicator:
- Ratings (on a five-point scale) of 15-20 representative initiatives of how Canadian partners have helped to transform basic service delivery in underserved communities.
Expected result: Enhanced income opportunities, including rural livelihoods for poor women, men and youth.
Performance indicator:
- Ratings (on a five-point scale) of 20 representative initiatives of how Canadian partners have contributed to increased income opportunities and livelihoods for poor women, men, youth in rural and urban areas.
Expected result: Increased engagement of Canadians as global citizens in international development initiatives.
Performance indicator:
- Ratings (on a five-point scale) of at least 5 participants for each of 10 representative partners' initiatives regarding the value of their participation for increasing their engagement and knowledge of international development.
| (Thousands of dollars) | ||||
|---|---|---|---|---|
| Forecast Spending 2012-13 | Planned Spending 2013-14 | Planned Spending 2015-15 | Planned Spending 2015-16 | |
| Grants | ||||
| Bilateral programming - Grants for cooperation with other donor countries for the benefit of developing countries or territories or countries in transition. | 9,900 | 9,900 | 9,900 | 9,900 |
| Multilateral programming - Grants in support of development assistance, humanitarian assistance or disaster preparedness, for global operations, programs, projects, activities and appeals for the benefit of developing countries or territories or countries in transition. | 2,111,800 | 1,940,962 | 1,943,962 | 1,926,162 |
| Partnership with Canadians programming - Grants for development assistance programs, projects and activities intended to support development for the benefit of developing countries or territories or countries in transition or to enhance the awareness, understanding, and engagement of Canadians with respect to development. | 47,131 | 23,900 | 23,900 | 23,900 |
| Sub-total grants | 2,168,831 | 1,974,762 | 1,977,762 | 1,959,962 |
| Contributions | ||||
| Bilateral programming - Contributions in support of development assistance, contributions for cooperation with countries in transition and contributions in support of regional or country specific development assistance programs, projects and activities for the benefit of developing countries or territories or countries in transition. | 517,936 | 614,814 | 496,051 | 510,510 |
| Multilateral programming - Contributions in support of development assistance, humanitarian assistance or disaster preparedness, for global operations, programs, projects, activities and appeals for the benefit of developing countries or territories or countries in transition. | 239,152 | 1,000 | 1,000 | 1,000 |
| Partnership with Canadians programming - Contributions for development assistance programs, projects and activities intended to support development for the benefit of developing countries or territories or countries in transition or to enhance the awareness, understanding, and engagement of Canadians with respect to development. | 224,959 | 228,690 | 229,253 | 214,807 |
| Sub-total contributions | 982,047 | 844,505 | 726,304 | 726,317 |
| Total transfer payments | 3,150,878 | 2,819,267 | 2,704,065 | 2,686,279 |
Fiscal Year of Last Completed Evaluation: 2011-2012
Decision following the Results of Last Evaluation: Continuation
Fiscal Year of Planned Completion of Next Evaluation: Please consult CIDA's rolling Five Year Evaluation Work Plan.
General Targeted Recipient Group by Programming Class:
Bilateral programming: Non-profit and for-profit organizations; other levels of, and foreign, governments; Aboriginals; and others (see below for details)
- all levels of government of recipient countries, including their institutions, organizations and agencies;
- all levels of government of other donor countries, including their institutions, organizations and agencies;
- Canadian provincial, territorial and municipal governments, including their institutions, organizations and agencies;
- entities (including individuals) that have a legal personality recognized in domestic and/or international law, other than all levels of government, and that are capable of delivering aid activities;
- community-based organizations and associations in a recipient country, capable of delivering local aid activities; and
- Crown Corporations listed in Section 85 or Part 1 of Schedule III to the Financial Administration Act and their subsidiaries, where funding is for a specific program or project.
Multilateral programming: Non-profit, for-profit and international organizations; foreign governments; Aboriginals; and others (see below for details)
Multilateral institutional funding sub-class:
- all levels of government of other donor countries, including their institutions, organizations and agencies;
- entities (including individuals) that have a legal personality recognized in domestic and/or international law, other than all levels of all government, and that are capable of delivering aid activities;
- International Financial Institutions as listed at the schedule to the International Development (Financial Institutions) Assistance Act; and
- Crown Corporations listed in Section 85 or Part 1 of Schedule III to the Financial Administration Act and their subsidiaries, where funding is for a specific program or project.
International humanitarian assistance sub-class:
- all levels of government of other donor countries, including their institutions, organizations and agencies;
- entities (including individuals) that have a legal personality recognized in domestic and/or international law, other than all levels of all government, and that are capable of delivering aid activities; and
- community-based organizations and associations in a recipient country, capable of delivering local aid activities.
Partnerships with Canadians programming: Non-profit and for-profit organizations; other levels of, and foreign, governments; Aboriginals; and others (see below for details)
Partners for development sub-class:
- Canadian provincial, territorial and municipal governments, including their institutions, organizations and agencies;
- entities (including individuals) that have a legal personality recognized in domestic and/or international law, other than all levels of all government, and that are capable of delivering aid activities; and
- Crown Corporations listed in Section 85 or Part 1 of Schedule III to the Financial Administration Act and their subsidiaries, where funding is for a specific program or project.
Global citizens sub-class:
- all levels of government of recipient countries, including their institutions, organizations and agencies;
- all levels of government of other donor countries, including their institutions, organizations and agencies;
- Canadian provincial, territorial and municipal governments, including their institutions, organizations and agencies;
- entities (including individuals) that have a legal personality recognized in domestic and/or international law, other than all levels of all government, and that are capable of delivering aid activities or of delivering information to Canadian audiences on international development issues; and
- Crown Corporations listed in Section 85 or Part 1 of Schedule III to the Financial Administration Act and their subsidiaries, where funding is for a specific program or project.
Initiatives to engage applicants and recipients:
- CIDA engages with multilateral and global partners through Canada's representation on governing bodies (including steering committees for particular initiatives), through headquarters-to-headquarters contact, through ongoing discussion between partners' headquarters and CIDA's field representatives in Rome, Geneva, New York, and Washington DC, and through the contacts between partners' country offices and CIDA's field staff in developing countries.
- The Agency responds to the needs and priorities of recipients (countries/institutions) through ongoing bilateral and multi-donor/recipient dialogue. This dialogue starts before investments decisions are taken and continues through the planning, programming and evaluation cycles. Recipients consider this dialogue a necessary element of macro country/institution planning and priority setting. These ongoing relationships inform CIDA programming frameworks and investment portfolio, and are considered as prerequisites for sustainable development results.
- Communications Branch is supporting Agency activities to engage stakeholders and facilitate more effective stakeholder engagement through increased transparency and up-to-date information. Calls for proposals are published on CIDA's website as they are launched. Funding decisions and project information will continue to be published in a timely way through CIDA's Project Browser on the Web site and new application for mobile devices. The scope of project and program information that are posted online will be increased as the Agency implements the International Aid Transparency Initiative over the 2012-2015 period.
- CIDA maintains ongoing communications with bodies that are representative of applicants and recipients; it makes use of surveys of applicants and recipients conducted by representative bodies; and it pursues senior level outreach in the form of attendance to applicants and recipients events and meetings.
- A general mailbox is maintained to provide a single access point for questions, comments and complaints of applicants and recipients which feeds, where applicable, a transparent, online Q and A page and directs the attention and action of the Partnerships with Canadians Branch to correct any issue.
- An ongoing lessons learned exercise ensures that the experiences of applicants and recipients are integrated into further attempts to improve processes and mechanisms.
- CIDA has engaged in debriefing sessions with applicants.
- The Agency is also developing a public engagement strategy that promotes active participation and increased engagement of the Canadian public, including current and future recipients of grants and contributions.
Details on other types of transfer payment programs
Name of transfer payment program: International Financial Institutions (IFIs), as per the International Development (Financial Institutions) Assistance Act
Start Date: N/A
End Date: N/A
Fiscal Year for Ts & Cs: N/A
Strategic Outcome: Reduction in poverty for those living in countries in which CIDA engages in international development.
Program Activity: Global engagement and strategic policy
Description:
One of CIDA’s main funding instruments for the International Financial Institutions (IFIs) is the issuance and encashment of promissory notes, which are funds that are given to the organization without any capital stock or subscriptions given in return. This funding enables the IFIs to finance their concessional funding windows for assistance to developing countries. Advances are made through the issuance of non-interest bearing, non-negotiable notes payable to the institutions, which become a statutory cash requirement upon encashment by the institution.
Expected result:
Increased effectiveness of Canadian development cooperation through engagement with, and investment in, multilateral and global organizations, to address humanitarian and development challenges.
Performance indicator:
Progress in global food security, health, education, and employment rates in developing countries.
| (Thousands of dollars) | ||||
|---|---|---|---|---|
| Forecast Spending 2012-13 | Planned Spending 2013-14 | Planned Spending 2014-15 | Planned Spending 2015-16 | |
| Other transfer payment | ||||
| (S) Payments to International Financial Institutions - Encashment of notes | 248,654 | 246,000 | 252,000 | 252,000 |
| Totals for this transfer payment | 248,654 | 246,000 | 252,000 | 252,000 |
Fiscal year of last completed evaluation: 2009 (covered by "Review of the Effectiveness of CIDA's Multilateral Delivery Channel")
Decision following the results of last evaluation: N/A
Fiscal year of planned completion of next evaluation: Refer to supplementary information table on "Upcoming Evaluations"
General targeted recipient groups: International organizations
Initiatives to engage applicants and recipients: N/A
Name of transfer payment program: Advance Market Commitment (AMC) for pneumococcal vaccine
Start date: 2007
End date: N/A
Fiscal year for Ts & Cs: N/A
Strategic outcome: Reduction in poverty for those living in countries in which CIDA engages in international development.
Program: Global engagement and strategic policy
Description:
The goal of the Advance Market Commitment (AMC) for pneumococcal vaccine is to reduce the disease burden and mortality from pneumococcal disease in developing countries through a financial commitment by donors to purchase a vaccine to be developed against strains of pneumococcal disease prevalent in developing countries.
The total Canadian commitment to the AMC is US$200M as per the Budget and Economic Statement Implementation Act (2007). The payments for this project will be funded from a statutory vote from the Consolidated Revenue Fund, on an annual demand basis, under the authority of Section 144 of the Budget and Economic Statement Implementation Act (2007).
Expected result:
Increased effectiveness of Canadian development cooperation through engagement with, and investment in, multilateral and global organizations, to address humanitarian and development challenges.
Performance indicator:
Progress in global food security, health, education, and employment rates in developing countries.
| (Thousands of dollars) | ||||
|---|---|---|---|---|
| Forecast Spending 2012-13 | Planned Spending 2013-14 | Planned Spending 2014-15 | Planned Spending 2015-16 | |
| Other transfer payment | ||||
| (S) Payments to the World Bank for the Advance Market Commitment for Pneumococcal Vaccines in accordance with the Section 144 of the Budget and Economic Statement Implementation Act, 2007 | 24,504 | - | - | - |
| Total for this transfer payment | 24,504 | - | - | - |
Fiscal year of last completed evaluation: 2009 (covered by "Review of the Effectiveness of CIDA's Multilateral Delivery Channel")
Decision following the results of last evaluation: N/A
Fiscal year of planned completion of next evaluation: Refer to supplementary information table on "Upcoming Evaluations"
General targeted recipient group: International organizations
Initiatives to engage applicants and recipients: N/A
Greening Government Operations
Surplus Electronic and Electrical Equipment Target
| Performance Measure | RPP | DPR | |
|---|---|---|---|
| Target Status | |||
| Existence of implementation plan for the disposal of all departmentally generated EEE. | Yes | ||
| Total number of departmental locations with EEE implementation plan fully implemented, expressed as a percentage of all locations, by the end of the given fiscal year. | FY 2011-2012 | 50% | |
| FY 2012-2013 | 100% | ||
| FY 2013-2014 | 100% | ||
Strategies / Comments
- The EEE strategy applies to all four locations in the National Capital Region (NCR); Place du Centre, 119 Promenade du Portage, the Agency Record Centre at 45 Sacré-Coeur and the warehouse at 1770 Pink Road. The Agency also has a regional presence in seven satellite offices, but with only five employees for these locations that are not part of this strategy. Disposal and reuse of surplus EEE is part of the Agency's Framework for Asset Management. All activities related to handling surplus EEE are being centralized at the Agency's warehouse and managed in accordance with government policies and best practices. CIDA adheres to the Treasury Board Directive on the Disposal of Surplus Material and disposes of surplus EEE through the recommended mechanisms including Computers for Schools and the Crown Assets Distribution Directorate.
- Surplus EEE are picked up in a specific location by the Facilities Services at each building, sent to the warehouse, assessed for re-use or bundled together for disposal. Informatics equipment is gathered centrally at Place du Centre by Information Management and Technology Branch (IMTB) employees and prepared for transfer to different programs or disposal.
- Roles and responsibilities have been defined in the Framework for Asset Management and rest with Infrastructure Services. This demonstrates that proper disposal procedures are respected.
- The centralization of Asset Management functions has allowed CIDA to focus all disposal activities in one location. This has increased the logistical efficiency of the process, allowing CIDA to capture 99 percent of EEE.
- Security considerations are also included in the process. IMTB labels the different types of assets and disposal or re-use is carried out accordingly. BlackBerry and cell phones are disposed through a specialized firm that ensures the destruction of any residual data while recycling close to 100 percent of the equipment. The warehouse where the destruction takes place has limited access and robust security systems.
- CIDA minimizes the risk of loss or theft of EEE during storage and transport. Prior to shipment all surplus EEE is carefully packaged and material is not transported in bulk. Processes to track EEE are conducted during pre-disposal sorting of the equipment under all disposal mechanisms.
- Opportunities for continuous improvement include the potential to add a special field in the asset management data bank that would identify the type of recommended disposal once the life cycle of the object is completed.
- As a separate initiative related to electronic waste, CIDA will also continue to recycle 100% of used batteries, used ink cartridges, and compact disks.
Printing Unit Reduction Target
| Performance measure | RPP | DPR | |
|---|---|---|---|
| Target status | |||
| Ratio of departmental office employees to printing units in fiscal year 2010-2011, where building occupancy levels, security considerations and space configuration allow. | |||
| Ratio of departmental office employees to printing units at the end of the given fiscal year, where building occupancy levels, security considerations and space configuration allow. | FY 2011-2012 | 5.6:1 | |
| FY 2012-2013 | 8:1 | ||
| FY 2013-2014 | 8:1 | ||
Strategies / Comments
- "Printing units" are defined to include devices such as desktop printers, networked printers, multifunctional devices, photocopiers, faxes and scanners.
- CIDA developed a printing unit reduction strategy in 2012-2013.
- Once fully implemented in 2013-2014, the target of 8:1 will be achieved and is expected to exceed this target in future years.
- All employees at CIDA's 4 locations in the NCR are subject to the target reduction.
- Currently, the roles and responsibilities for printing units are divided between two Branches in the Agency. The Chief Financial Officer Branch (CFOB - Infrastructure Services) is responsible for the photocopiers and the fax units and IMTB is responsible for all printing devices linked to the network. Both groups manage the financial, contractual and services related issues for their respective equipment. As part of the new strategy, the CFOB responsibilities will be transferred to IMTB as of April 1, 2013.
Paper Consumption Target
| Performance measure | RPP | DPR | |
|---|---|---|---|
| Target status | |||
| Number of sheets of internal office paper purchased or consumed per office employee in the baseline year selected (2006-2007), as per departmental scope. | 8,147.9 | ||
| Cumulative reduction in paper consumption, expressed as a percentage, relative to baseline year selected. | FY 2011-2012 | 46% | |
| FY 2012-2013 | 46% | ||
| FY 2013-2014 | 46% | ||
Strategies / Comments
- All Agency employees at all locations have been subject to the paper reduction initiative; double-sided printing has been a default setting for all since 2007.
- Paper consumption is calculated by dividing the total number of sheets of paper purchased (normalized to letter size equivalent) by the total number of employees.
- The number of employees for this calculation is provided by the Human Resources Branch and does not include field presence, temporary help or leave without pay (LWOP).
- In 2010-2011, 2,310 employees were subject to this measure.
- Paper purchase is an item in the Infrastructure Manager budget and is tracked consistently over the year; it is also included as part of budget planning for future years. The Infrastructure Manager is the only representative signing for purchases and all transactions brokered through the contracting group, using only recycled paper from the PWGSC green National Master Standing Offer (NMSO).
- Minor paper purchases are done by individual Branches for special orders (i.e., color paper) and these are not monitored with the regular paper. As we change the type of equipment at CIDA as part of the revised printing strategy, the special order of paper will no longer be required. This will represent an overall reduction in cost for the Agency, an increase in the cost to the Infrastructure group and, this will affect the cost to employee ratio as well as the number of sheets consumed by employee. It will however allow CIDA to capture in one snapshot the total cost and volume of paper consumption.
- The digitalization of a number of forms, pads and promo materials is being implemented, reducing the amount of paper forms purchased and kept in stock. This paper usage is not tracked in the reduction number, but contributes to the overall Government goals.
- Additional paper consumption initiative: The program for recycling paper towels in CIDA's main office building in the NCR was put in place following demands from CIDA, and was extended from the office tower at Place du Centre to the Commercial Centre, accessible to various other government departments and businesses. CIDA will continue to encourage, develop, and support joint initiatives with PWGSC and property management firms for the recycling of used hand towels.
Green Meetings Target
| Performance measure | RPP | DPR |
|---|---|---|
| Target status | ||
| Presence of a green meeting guide. | Yes, since 2008. |
Strategies / Comments
- The Environmental Officer and Green Team developed the protocol that was published on CIDA's intranet site in May 2008. It is applicable to all Agency meeting rooms in all Agency locations by every employee and for meetings outside the Agency.
- Projection equipment and computers linked to the network have been in place since 2009 in all corporate meeting rooms, video-teleconferencing rooms, and VP boardrooms.
- The following are part of the protocol for in-house meetings:
- Let participants know it will be a green meeting and talk about why you have chosen to follow this protocol.
- Ask participants to bring their own reusable cups.
- Introduce the green meeting concept to participants at the beginning of the meeting by pointing out the location of solid-waste recycling centres.
- Avoid handouts. If they must be used, ensure they are concise and printed on both sides (and not in color).
- Place handouts on a table for those who really want hard copies. Make note of the email addresses of participants who would prefer to receive handouts by email.
- Use the "handouts" option when printing a PowerPoint presentation.
- Procure green meeting supplies, such as an erasable board with non-toxic dry markers, a blackboard, an overhead projector, and PowerPoint slides.
- Request that the caterer provide fair-trade products such as coffee and tea, and local products such as pastries and fruit.
- Ensure that the caterer uses reusable containers for condiments (sugar and so on) and reusable dishes.
- When possible, do not throw out leftovers: distribute them to participants or donate them to a local food bank.
- Turn off electrical appliances and lights before leaving the room.
- These are also part of the protocol, but meant for meeting outside the Agency's space or when travelling outside the NCR:
- Consider the option of organizing or taking part in a teleconference or video-conference, rather than travelling to and from the event. (Thirteen different points within the Agency' space are equipped with video-teleconferencing equipment. As well, negotiations with DFAIT have resulted in the possibility of using their network to communicate with CIDA staff in missions or in embassies.)
- Whenever possible, select a hotel with an eco-rating. Check the Audubon Green Leaf Eco-Rating Program website (English only).
- Book online whenever possible, rather than using printed forms.
- If the hotel offers this service, use the energy-efficient option whereby linens are not changed daily.
- Use public transit or car pool, or better yet, walk.
- When going out of town, take the train. It is more environmentally friendly than driving or flying.
- Collect presenters' business cards and ask them to send you desired information by email rather than accumulating hard-copy versions of their documents.
- Return your plastic name-tag holder at the end of the meeting.
- When leaving your hotel room, turn off the lights, television, and air conditioning or heating.
- The protocol also includes a note advising employees to refrain from using perfume out of respect for colleagues who suffer from environmental sensitivities, allergies, or asthma.
Green Procurement Targets
8.10 As of April 1, 2011, each department will establish at least three SMART green procurement targets to reduce environmental impacts.
| Performance measure | RPP | DPR |
|---|---|---|
| Target status | ||
| Computer purchase reports in SAP. | Baseline: 2009 | |
| Percentage of computers purchased in 2012-2013 that meet the green standards of PWGSC. | 100% | |
Strategies / Comments
- Upon review of Agency expenditures, computer purchases are one of the most significant cyclical investments and offer a great opportunity for volume, value, and monitoring. With the rate of replacement for workstation computers and laptops, the disposal, even using the Computers for School Program and Crown Assets, have an impact on the environment. In 2010-2011, the Agency activated an SAP module allowing for the tracking of green purchases and provided training to all procurement officers on its mandatory usage as well as the importance of buying green whenever possible. Recommendations were also made to always use PWGSC NMSO to ensure that the green connotation had been indeed warranted.
- IMTB plans all computer purchases only through their dedicated procurement officers. At reception, the equipment is bar-coded by the Infrastructure group and tracked through its life cycle by the User group. Once the life cycle is complete, disposal proceeds according to Government policies. These processes, roles and responsibilities are part of the Agency's Asset Management Framework and Policy.
| Performance measure | RPP | DPR |
|---|---|---|
| Target status | ||
| Furniture purchase reports in SAP. | Baseline: 2009 | |
| Percentage of furniture purchased in 2012-2013 that meets the green standards of PWGSC. | 100% | |
Strategies / Comments
- Upon review of Agency expenditures, furniture purchases are one of the most significant cyclical investments and offers a great opportunity for volume, value and monitoring. With the rate of replacement of workstations, the internal re-use, transfer to other departments, and potential for refurbishing disposal using Crown Assets makes furniture an asset that has an impact on the environment. Consideration for the amount of plastic, steel, and wood utilized in the manufacturing of furniture is key to sustainable use of natural resources. In 2010-2011, the Agency activated an SAP module allowing for the tracking of green purchases and provided training to all procurement officers and infrastructure staff involved in accommodation projects on its mandatory use as well as the importance of buying green whenever possible. Recommendations were also made to always use PWGSC NMSO to ensure that the green connotation had been indeed warranted.
- The Agency's Infrastructure group plans all furniture purchases only through their dedicated procurement officers. At reception, the equipment is bar-coded by the Infrastructure group and tracked through its life cycle by the User group. Once the life cycle is complete, disposal proceeds according to Government policies. These processes, roles, and responsibilities are part of the Agency's Asset Management Framework and Policy.
- A pilot project was conducted in 2009-2010 to verify the benefits of refurbishing existing screens instead of purchasing new ones. Cost, timing, quality of product and potential compatibility with other type of furniture were assessed. Results indicated that for the type of screens in inventory, the quality of the refurbished product did not equal the quality of the new product. The production time, especially considering the in-house co-ordination, was less economical than ordering new. The manufacturer has since discontinued these specific screens and did not offer any viable options for work surface usage. The cost of refurbishing was about the same as buying new furniture. All the material (steel, plastic, fabrics) removed from existing screens were recycled by the refurbishing company. Based on our analysis, the best option would be to purchase new furniture only where required. The surplus furniture could then be either disposed through Crown Assets or offered to other federal departments that use this type of furniture.
- The Agency has donated surplus shelving to other federal departments instead of disposing through Crown Assets where appropriate.
| Performance measure | RPP | DPR |
|---|---|---|
| Target status | ||
| Vehicle purchase reports in SAP. | Baseline: 2009 | |
| Percentage of vehicles purchased in 2012-2013 that are either hybrid or use alternate fuels. | 100% | |
Strategies / Comments
- Upon review of Agency's expenditures, vehicles, although not one of the most frequent purchases, are nevertheless an investment that is cyclical and inherently poses an impact on the environment.
- The current Agency fleet is composed of:
- 1 executive vehicle for the Minister;
- 1 executive vehicle for the President (which has been eligible for replacement since 2012-2013);
- A former Ministerial vehicle which is currently being re-used for mailing operations:
- A truck used for light deliveries and pick-ups;
- A cargo van for the delivery of records between the different Agency locations and the Record Centre; and,
- A cube van used for the transportation of assets between the warehouse and the different Agency locations.
- All vehicle purchases are co-ordinated through the Infrastructure Manager and the procurement officer dedicated to that group. Only vehicles with special consideration for alternate fuels or hybrid vehicles from the PWGSC NMSO will be considered for replacement.
8.11 As of April 1, 2011, each department will establish SMART targets for training, employee performance evaluations, and management processes and controls, as they pertain to procurement decision-making.
Green Procurement Training Target
| Performance measure | RPP | DPR |
|---|---|---|
| Target status | ||
| System access is only granted to procurement officers that have taken the course. | ||
| Percentage of procurement officers that have access to the procurement system that have completed a recognized training course on green procurement. | 100% | |
Strategies / Comments
- Procurement officers acquire the majority of goods on behalf of the Agency. They are strategically positioned to ensure that all actions required to ensure green purchases are not only taken, but also considered as part of the entire purchasing process.
- Team sessions have been held internally with all stakeholders, representatives from IMTB and Infrastructure groups, the environmental coordinator, procurement officers and managers to explain the initiative and the requirement to comply with green purchasing. Subsequently, the SAP green module was activated on April 1, 2011 and is now part of the mandatory fields for executing a transaction.
- In an effort to capture as much of the Agency's acquisition as possible, all credit card holders have also been trained and new applicants must complete the training before they are allowed to use the credit cards.
- The Infrastructure Manager uses a SAP report, which clearly identifies green and non-green purchases, to monitor all purchases annually. The managers of the cost centres in default will be consulted to inform them of the different options available in green purchasing and to ensure that their purchasing practices are in line with both Agency and Federal Government objectives.
| Performance measure | RPP | DPR |
|---|---|---|
| Target status | ||
| Confirmation by the Contracting DG that objectives have been met. | Baseline: 2011 | |
| Percentage of procurement officers’ performance evaluations for 2012-2013 that incorporate clauses of environmental considerations. | 100% | |
Strategies / Comments
- In 2012-2013 the Director of Corporate Security, Infrastructure and Management Services developed a new clause that will be included in the performance evaluation process for Agency procurement officers. The evaluation process will be based on the review of SAP reports on green purchasing by the Infrastructure Manager.
- Once the process is well in place, the potential for expanding to credit card holders and the managers of these responsibility centers will be considered.
| Performance measure | RPP | DPR |
|---|---|---|
| Target status | ||
| Roll out in SAP. | ||
| New module activated in SAP for 2012-2013. | ||
Strategies / Comments
- On April 1, 2011 and after 12 months of planning, a new module was activated in SAP for green procurement. A new line in the contracting procedures was activated to identify if the purchase was green, not green or of an unknown nature. This field is mandatory to be able to execute transactions. The data gathered on green procurement and other relevant details regarding the transaction is available in a report that will be reviewed annually in May by the Infrastructure Manager. The findings in the report will be used to adjust the module, identify problems with data entries, identify percentage of goods purchase that are green, not green or of unknown nature, verify the practices and performance of procurement officers, provide overall information on green procurement for the Agency and ensure that all efforts are made to improve where necessary.
- The data gathered on the level of green procurement will also be reported to the Green Team to inform the development and implementation of strategies to raise awareness with the Agency population in the areas where improvements are required.
Reporting on the Purchases of Offset Credits
| Performance measure | RPP | DPR |
|---|---|---|
| Quantity of emissions offset in the given fiscal year. |
Strategies / Comments
- CIDA is not planning to purchase any greenhouse gas emission offset credits in 2013-2014.
Sources of non-respendable revenue
| (Thousands of dollars) | ||||
|---|---|---|---|---|
| Forecast Revenue 2012-13 | Planned Revenue 2013-14 | Planned Revenue 2014-15 | Planned Revenue 2015-16 | |
| Middle-income countries | ||||
| Interests on loans to developing countries | 3,375.3 | 3,766.9 | 3,766.9 | 3,768.9 |
| Services and commitment charges on loans to developing countries | 11.6 | 9.3 | 6.9 | 4.6 |
| Miscellaneous revenues | 359.2 | 359.2 | 359.2 | 359.2 |
| Total non-respendable revenue | 3,746.1 | 4,135.4 | 4,133.0 | 4,132.7 |
Upcoming evaluations
| Name of evaluation | Program | Status | Expected completion |
|---|---|---|---|
| Economic growth and environmental sustainability | Canadian engagement for development | Planned | 2013-2014 |
| Engaging Canadians | Canadian engagement for development | Planned | 2015-2016 |
| Governance | Canadian engagement for development | In Progress | 2012-2013 |
| Human development | Canadian engagement for development | Planned | 2014-2015 |
| Afghanistan program | Fragile states and crisis-affected communities | In Progress | 2014-2015 |
| Haiti program | Fragile states and crisis-affected communities | In Progress | 2013-2014 |
| Sudan program | Fragile states and crisis-affected communities | Planned | 2015-2016 |
| West Bank/Gaza program | Fragile states and crisis-affected communities | Planned | 2014-2015 |
| Bangladesh program | Low-income countries | Planned | 2014-2015 |
| Bolivia program | Low-income countries | In progress | 2012-2013 |
| Canadian Investment Fund For Africa | Low-income countries | Planned | 2014-2015 |
| Ghana and Ethiopia programs | Low-income countries | Planned | 2013-2014 |
| Pakistan program | Low-income countries | In progress | 2013-2014 |
| Tanzania and Mozambique programs | Low-income countries | Planned | 2013-2014 |
| Vietnam program | Low-income countries | Planned | 2014-2015 |
| Caribbean regional program | Middle-income countries | Pending approval of report | 2012-2013 |
| Colombia program | Middle-income countries | Pending approval of report | 2012-2013 |
| Cuba, Guatemala, Nicaragua, Philippines, Sri Lanka, Egypt, Jordan, Morocco, South Africa | Middle-income countries | Planned | 2015-2016 |
| Indonesia program | Middle-income countries | In Progress | 2013-2014 |
| Ukraine program | Middle-income countries | Planned | 2015-2016 |
| Inter-American Regional Program, Pan-African Regional Program, Southeast Asia Regional Program | Low-income countries, Middle-income countries | Planned | 2015-2016 |
| African Development Bank | Global engagement and strategic policy | In progress | 2012-2013 |
| Asian Development Bank | Global engagement and strategic policy | Pending approval of report | 2012-2013 |
| Caribbean Development Bank | Global engagement and strategic policy | Planned | 2013-2014 |
| Commonwealth institutions | Global engagement and strategic policy | Planned | 2015-2016 |
| Consultative Group on International Agricultural Research (CGIAR) | Global engagement and strategic policy | Planned | 2014-2015 |
| Global Environmental Facility (GEF) | Global engagement and strategic policy | Planned | 2014-2015 |
| Global Fund for Aids, Tuberculosis and Malaria (GFATM) | Global engagement and strategic policy | Planned | 2015-2016 |
| Inter-American Development Bank | Global engagement and strategic policy | Planned | 2013-2014 |
| International Fund for Agriculture Development | Global engagement and strategic policy | Planned | 2013-2014 |
| International Organization of la Francophonie | Global engagement and strategic policy | Planned | 2015-2016 |
| Office of the United Nations High Commissioner for Refugees (UNHCR) | Global engagement and strategic policy | Planned | 2014-2015 |
| UNAIDS | Global engagement and strategic policy | Planned | 2015-2016 |
| UNICEF | Global engagement and strategic policy | In progress | 2014-2015 |
| United Nations Population Fund (UNFPA) | Global engagement and strategic policy | Planned | 2014-2015 |
| World Bank | Global engagement and strategic policy | Planned | 2014-2015 |
| World Health Organization (WHO) | Global engagement and strategic policy | Pending approval of report | 2012-2013 |
| Muskoka Initiative Thematic Evaluation | Low-income countries, Middle-income countries, Global engagement and strategic policy | Planned | 2015-2016 |
More information on the evaluation of CIDA's programs
Upcoming internal audits
The following audits were included in the Risk-Based Audit Plan 2012-2015, which was approved March 2012, as well as in a subsequent adjustment to the Plan approved in June 2012. Periodic updates to the Risk-Based Audit Plan may result in modifications to planned audit engagements.
| Name of internal audit | Type of internal audit | Status | Expected completion |
|---|---|---|---|
| Audit of management of personal information | Compliance audit | Completed | June 2012 |
| Audit of contract management | Compliance and performance audit | In-progress | May 2013 |
| Audit of Grants & Contributions Geographic Programs Branch | Performance audit | In-progress | December 2012 |
| Audit of Grants & Contributions Partnerships with Canadians Branch | Performance audit | In-progress | December 2012 |
| Results-based management | Performance audit | In-progress | December 2012 |
| Audit of overtime | Compliance and performance audit | In-progress | March 2013 |
| Audit of information management | Compliance and performance audit | In-progress | May 2013 |
| Audit of country program ― Burkina Faso | Performance audit | In-progress | May 2013 |
| Audit of governance structures & processes | Performance audit | Planned | March 2014 |
| Audit of human resource planning | Performance audit | Planned | March 2014 |
| Audit of Partnerships with Canadians Branch's request for proposal process | Compliance and performance audit | Planned | March 2014 |
| Audit of program and project planning and costing | Performance audit | Planned | March 2014 |
| Audit of management control framework for country programs | Performance audit | Planned | March 2014 |
| Audit of business continuity planning | Performance audit | Planned | March 2015 |
| Audit of risk management | Performance audit | Planned | March 2015 |
| Audit of asset management | Compliance and performance audit | Planned | March 2015 |
| Audit of change management | Performance audit | Planned | March 2015 |
More information on CIDA's internal audits.
User fees
| Name of the user fee (new or amended): | Fees charged for processing access requests |
|---|---|
| Fee Type: | Other products and services |
| Fee-setting authority: | Access to Information Act, Section 11. |
| Reason for planned introduction of or amendment to a fee: | N/A |
| Effective date of planned change of existing fee or introduction of new fee: | N/A |
| Consultation and review process planned: | Permanent review of Act by parliamentary committee (as per Section 75(1), Access to Information Act) |
