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SECTION 4: OTHER ITEMS OF INTEREST

4.1 CIDA's Program Activity Architecture

CIDA's Program Activity Architecture

* List of selected countries and regions


Selected countries

Regions

Algeria, Burundi, Democratic Republic of Congo, Cte d'Ivoire, Egypt, Guinea, Jordan, Lebanon, Morocco, Nigeria, South Africa, Yemen, Zimbabwe, China, India, Maldives, Nepal, Philippines, Tajikistan, Thailand, Brazil, Colombia, Cuba, Ecuador, El Salvador, Guatemala, Jamaica, Peru, Bosnia and Herzegovina, Russia, Serbia and Montenegro.

Africa Great Lakes Regional Program, Pan Africa Program, Southern Africa Program, West Africa Program, Sahel Regional Program, East Africa Regional Program, Central Africa Regional Program, Canada Fund for Africa Program, Caribbean Regional Program, Inter-American Program, Central America Regional Program, Lee and Windward Regional Program, South America Regional Program, Southern Cone Regional Program, South-East Asia Program, South Asia Regional Program, Central Asia Regional Program, Organization for Security and Cooperation in Europe Program, Institutional Partnerships in Europe, Mideast and Maghreb, Broader Middle East and North Africa Program, Middle East Regional Program, South Caucasus Regional Program, Eastern Adriatic Program, Maghreb Regional Program.


4.2 CIDA's new organizational structure

CIDA's new organizational structure

Geographic Programs:

  • encompasses all bilateral aid relationships;
  • coordinates with partnership efforts; and
  • coordinates operational processes and systems coherently and consistently.

Canadian Partnership supports North-South partnerships that strengthen local civil society and private sector entities in order to advance sustainable development.

  • Canadian partnership programming is coordinated and increasingly aligned with Geographic Programs.

Sectors and Global Partnerships focuses on:

  • building world-class expertise in the Agency's priority sectors;
  • strengthening relationships with CIDA's global development partners;
  • contributing to improving the effectiveness of multilateral organizations; and
  • providing timely and effective humanitarian assistance.

Strategic Policy and Performance ensures:

  • care in creating and following effective strategies;
  • coordination and coherence;
  • innovation;
  • explicit incorporation of aid effectiveness principles;
  • clear and externally validated results; and
  • clearer, more credible communication of the Agency's impact.

Human Resources, the Chief Financial Officer and the Chief Information Officer focus on achieving excellence in managing CIDA's human, financial, and information resources.

4.3 Corporate services

Corporate services include policy, communications, human resource management, financial management, internal audits, evaluations, results-based and risk management, information management/information technology, supply chain management, facilities/asset management, strategic planning, and other support activities.

Corporate services contribute to CIDA's strategic outcomes by improving the delivery of the Canadian aid program. On balance, corporate functions have helped the Agency move forward on aid effectiveness, mainly through: performance and risk management; internal audit and evaluation for the “clear accountability for results” component and human resources and financial management for the “effective use of resources” component. Achievements in these areas are noted in Section 1, 1.5.

Overall management performance

Each year, the Treasury Board Portfolio assesses CIDA's management performance. The Round V Management Accountability Framework (MAF) assessment indicates generally positive results. For the 20 indicators against which CIDA was assessed, it received two "Strong" ratings, 14 "Acceptable" ratings, four "Opportunities for Improvement" ratings, and no “Attention Required” ratings. A trend report is included on the next page.

CIDA has continued to receive a "Strong" rating for its Evaluation function. This is especially important because the appropriate evaluation of Canada's aid monies leads directly to more effective use of aid. CIDA also received a "Strong" rating for its productive, principled, sustainable, and adaptable workforce. CIDA is commended for the work it has done this past year to improve management practices. The Agency is also commended for the progress it has made in corporate risk management and the effectiveness of the internal audit function.

The following priorities have been identified as a result of this assessment:

  • review CIDA's Program Activity Architecture (effective for 2010-2011 Estimates) to take into account the new act on ODA and aid effectiveness priorities;
  • systematize the application of results-based management, including simplified monitoring tools; and
  • establish mechanisms to improve the organization's values and ethics culture.

Implementation of the Treasury Board Policy on Internal Audit

As required in the Memorandum of Understanding signed in April 2007 between CIDA and Treasury Board Secretariat, CIDA is disclosing the use of incremental funding obtained to implement the Treasury Board Policy on Internal Audit as follows: CIDA paid out $759,445 in 2007-2008 to cover remuneration of resources recruited to achieve additional assurance work required ($668,137); training, certification, and professional membership of internal auditors ($78,408); and remuneration of audit committee's external member ($12,900).


Canadian International Development Agency
MAF
Trend Report
Round IV (2006-2007) - Round V (2007-2008)

Area of management

Round IV

Round V

Trend

1. Values-based leadership and organizational culture

OI

OI

No change

2. Utility of the corporate performance framework

OI

OI

No change

3. Effectiveness of the corporate management structure

AC

AC

No change

4. Effectiveness of extra-organizational contribution

AC

AC

No change

5. Quality of analysis in Treasury Board submissions

AC

AC

No change

6. Quality and use of evaluation

ST

ST

No change

7. Quality reporting to Parliament

OI

OI

No change

8. Managing organizational change

NA

AC

No comparison available

9. Effectiveness of corporate risk management

OI

AC

Up

10. Extent to which the workplace is fair, enabling, healthy and safe

AC

AC

No change

11. Extent to which the workforce is
      productive, principled, sustainable and adaptable

AC

ST

No comparison available

12. Effectiveness of information management

AC

OI

Down

13. Effectiveness of information technology management

AC

AC

No change

14. Effectiveness of asset management

AC

AC

No change

15. Effective project management

AC

AC

No change

16. Effective procurement

AC

AC

No change

17. Effectiveness of financial management and control

AC

AC

No change

18. Effectiveness of internal audit function

OI

AC

Up

19. Effective management of security and business continuity

NA

AC

No comparison available

20. Citizen-focused service

AC

AC

No change

21. Alignment of accountability instruments

NA

X

No comparison available


Rating scale

AR: attention required
OI: opportunity for improvement
AC: acceptable
ST: strong
NA: not applicable

4.4 Other information

For additional information about CIDA's programs, activities, and operations, please visit the Agency's website at www.acdi-cida.gc.ca.

Or contact:

Public Inquiries Service
Communications Branch
Canadian International Development Agency
200 Promenade du Portage, 5th Floor
Gatineau , QC
Canada K1A 0G4

Telephone: 819-997-5006
Toll free: 1-800-230-6349

Telecommunications Device for the Hearing and Speech Impaired: 819-953-5023
Toll free: 1-800-331-5018

Fax: 819-953-6088

E-mail: info@acdi-cida.gc.ca

Legislation administered

The Order-in-Council P.C. 1968-923 of May 8, 1968, and P.C. 1968-1760 of September 12, 1968, designate CIDA as a department for the purposes of the Financial Administration Act. The authority for the CIDA program and related purposes is found in the Department of Foreign Affairs and International Trade Act and in the Annual Appropriations Act. CIDA is the lead government organization responsible for Canada's ODA.


1  Report available at http://www.afghanistan.gc.ca/canada-afghanistan/documents/q108/index.aspx.

2 Report available at http://www.oecd.org/document/60/0,3343,en_2649_33721_39509628_1_1_1_1,00.html.

3 Based on CIDA's country partners that participated in this survey.

4 CIDA internal audits are available at http://www.acdi-cida.gc.ca/CIDAWEB/acdicida.nsf/En/EMA-218131243-PLN.

5 Performance ratings: little progress made means all deliverables were partially met; progress made means no more than one deliverable was partially met; good progress made means all deliverables were met.

6 Further details on this survey can be found at http://www.acdi-cida.gc.ca/CIDAWEB/acdicida.nsf/En/JOS-212111758-M5A?OpenDocument.

7 This conclusion is based on a number of key poverty indicators and MDG progress reports, such as the UNDP Monitor at http://www.mdgmonitor.org/index.cfm.

8 Evaluation available at http://www.acdi-cida.gc.ca/CIDAWEB/acdicida.nsf/En/NAT-2672821-GMT.

9 Document available at http://www.acdi-cida.gc.ca/INET/IMAGES.NSF/vLUImages/GenderEquality3/$file/GE-framework.pdf.

10 Evaluation available at http://www.adb.org/Documents/SES/REG/SST-REG-2007-32/SST-REG-2007-32.asp.

11 Report available at http://www.adb.org/Documents/Reports/Gender/GDCF/Fund-Progress-Report-2007.pdf.

12 Review available at http://www.acdi-cida.gc.ca/CIDAWEB/acdicida.nsf/En/REN-218132716-PPE.