Section II Analysis of Program Activities by Strategic Outcome
2.1 Introduction
This section provides more detail on the plans and expected results of the department's seven program activities, which are:
- International Policy Advice and Integration;
- Diplomacy and Advocacy;
- International Commerce;
- Consular Affairs;
- Passport Canada;
- Canada's International Platform: Support at Headquarters; and
- Canada's International Platform: Support at Missions Abroad.
As noted in Section 1.5, each program activity contributes to one of the department's three strategic outcomes, in accordance with its Program Activity Architecture. International Policy Advice and Integration, and Diplomacy and Advocacy support the first strategic outcome, Canada's International Agenda. International Commerce, Consular Affairs, and Passport Canada support the second outcome, International Services for Canadians. And the third outcome, Canada's International Platform, is supported by the two related program activities. The program activities are also linked to the department's priorities (see Section 1.7).
In the following pages, each program activity is accorded its own subsection, presented in the order given above. In each subsection, readers will find the following information for the program activity under discussion:
- the mandate, accountabilities, reach, activities/outputs, operating context, outcome(s) and performance indicators
- the expected results, strategy to achieve them and the link to departmental priorities;
- the risks and risk management practices;
- the results of major audits and/or evaluations; and
- the financial and human resources allocated as well as plans related to human resources management.
Readers interested in more financial information will find it in Sections 1.8 and 1.9 (which summarize data on financial and human resources); in Section III, which provides financial tables; and at the TBS Estimates website
(www.tbs-sct.gc.ca/est-pre/estime.asp).
Readers should also be aware that the information presented for each program activity does not provide a complete picture of every program, service and initiative carried out by the department. In keeping with TBS guidelines, this report focuses on results identified as crucial to the department's progress over the planning period.
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2.2 Strategic Outcome #1: Canada's International Agenda
The Department's Program Activities Related to Canada's International Agenda
The department's first two program activities-International Policy Advice and Integration, and Diplomacy and Advocacy-contribute to strategic outcome #1: Canada's International Agenda. Both program activities seek to shape the international agenda to Canada's benefit and advantage, in accordance with Canadian interests and values.
The first program activity involves policy advice, program development, and the integration and coordination of policies and programs for the Government of Canada.
The second program activity focuses on the engagement necessary to implement those policies and programs-through diplomacy, both inside and outside of Canada, and the delivery of international programs to clients.
Summary of 2008-2009 Plans and Priorities related to Canada's International Agenda
In 2008-2009, the department will set government-wide strategies for countries, regions, organizations and issues of priority, working with federal and other partners. For example, the department will pursue a comprehensive whole-of-government policy approach for key countries, organizations and regions, including China, Brazil, India, Latin America and the Caribbean, the Middle East and the European Union. Meanwhile, the department will work with partner departments on a whole-of-government approach to Canada's contribution to NATO's mission in Afghanistan. Through the Stabilization and Reconstruction Task Force (START), it will target international security issues on which a Canadian diplomacy contribution, including funding, can have the most impact and be cost-effective.
Given Canada's strategic location in North America and the government's policy of re-engagement in the Americas, the department will make more strategic use of its platform of missions in the United States to promote Canadian interests. Two examples are the promotion of a smart and secure border between the two countries and further improvements to NAFTA. Following the November presidential election, the department will seek to cement relations with the new administration, congressional leaders and other decision makers of strategic interest to Canada. Also this year, the department will coordinate Canada's re-engagement in the Americas, in alignment with key government priorities, including the Global Commerce Strategy.
The department will engage in multilateral organizations to advance Canada's interests and values on key issues. For example, the department will promote better burden sharing among NATO and ISAF (International Security Assistance Force) member states in Afghanistan; host a successful 2008 Francophonie Summit in Quebec; seek international support for a UN Security Council seat in 2011-2012; advance Canada's interests at the G8 and lay the groundwork for Canada's G8 presidency in 2010; support reform of the UN, International Monetary Fund and World Bank; participate in the G8's efforts to reduce the threat from weapons and materials of mass destruction; and work with the EU to foster democratic governance internationally.
The department will strengthen ties with emerging markets such as China and India, especially in the areas of investment, energy, innovation and climate change.
The department will promote knowledge transfer and better understanding of Canada through initiatives such as the new Canadian Studies Program and the Canada-United States Fulbright Program.
The department will streamline and improve its services to Canadian entrepreneurs and investors. It will pursue free trade agreements (e.g. with Colombia, South Korea and Jordan); foreign investment promotion and protection agreements (e.g. with India, China and Indonesia); and new or expanded bilateral air agreements, especially in markets in Asia Pacific, Latin America and Europe. The department will seek conclusion of the Doha Round negotiations at the WTO.
The department will conduct research and analysis on foreign policy and international economic policy issues, in order to strengthen its policy advice to the government.
The department will engage the provinces, territories and other stakeholders in consultations on foreign and trade policy issues, including through e-Discussions. It will produce annual publications such as the State of Trade.
The department will organize logistics for international travel by the Governor General, Prime Minister and Cabinet ministers. It will provide guidance to the diplomatic community on Canada's policies on privileges and immunities.
The department's Policy and Programs Board acts as a clearing house to ensure major policy initiatives are integrated, coherent and aligned with government and departmental priorities and direction. This board supports the work carried out under program activities #1 and #2.
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2.2.1 Program Activity #1: International Policy Advice and Integration
1. Description of Program Activity and Performance Expectations
Mandate, accountabilities and reach
- Program activity #1 provides strategic direction, intelligence and advice to the Government of Canada on international policy issues. It includes the integration and coordination of Canada's foreign and international economic policies.
- The work is carried out by the department in consultation with other government departments and relevant stakeholders and taking into account advice provided from missions abroad. Various interdepartmental mechanisms are used to develop, integrate and coordinate whole-of-government approaches on Canada's foreign and international economic policies to advance Canadian interests and values.
- Primary responsibility for this program activity is held by the ADMs of the Afghanistan Task Force, Americas Strategy, Strategic Policy and Planning, Trade Policy and Negotiations, International Security, Global Issues, North America, Bilateral Relations and Investment, Innovation and Sectors.
- The Deputy Minister of Foreign Affairs chairs the Deputy Ministers' Committee on Global Affairs, Security and Human Rights, an interdepartmental meeting of deputies that serves to develop whole-of-government approaches to international policy issues. The Deputy Minister of Foreign Affairs also chairs the DMs' Subcommittee on Representation Abroad, whose role is to promote coordination of international policies, programs and the use of common services among DFAIT's federal partners co-located at Canada's missions.6
- The main target groups are members of the Cabinet, other federal government departments, policy and program groups within DFAIT, Heads of Missions and key mission personnel.
Program sub-activities
- Planning, Integration and Coordination on International Policy Issues.
- Foreign Affairs and International Trade Policy and Program Development.
- Political and Economic Information and Analysis on International Issues.
Outputs
- Integrated plans, policies and advice.
- Programs.
- Analysis, intelligence and information.
Outcome
- Canada's efforts to shape the international agenda to Canada's benefit and advantage are supported by high-quality analysis, intelligence and advice, as well as whole-of-government integration and coordination.
Performance measurement indicators
- Processes and consultation mechanisms developed to manage whole-of-government direction-setting agenda within and outside of DFAIT.
- Level of integration and coordination of Canada's foreign and international economic policies.
- Extent to which Canadian positions on international issues, backed by clearly articulated strategies, are supported by partner departments and other stakeholders.
- Number of instances where the department leads on developing policy positions with other levels of government.
- Extent to which country strategies inform policy and decision making.
- Extent to which the department's foreign and trade policy advice is adopted and followed by partner departments and agencies.
- Extent of institutional capacity to respond to international security challenges.
- Extent to which outcome documents of international bodies represent coordinated Canadian positions.
- Identification and endorsement of policy priorities.
- Extent to which policy priorities are integrated into departmental business planning.
- Number of policies and programs implemented.
- Number of policy dialogues, exchanges and agreements on North American security cooperation.
- Level of support within G8, NATO, the UN and regional organizations for Canadian positions.
- Extent to which departmental officials use departmental legal briefs to advocate Canadian interests.
- Quality and timeliness of political and economic intelligence and analysis.
- International disputes that are settled in favour of Canada.
- Resolution of regulatory issues and trade barriers.
- Effective domestic implementation of negotiated agreements.
- Extent to which Canadian partnerships are enhanced through collaborative initiatives for specific issues and sectors.
- Implementation of negotiated market access and retaining of agreed-upon levels of domestic market openness.
Context
The principal factors affecting this program activity are:
- The many and diverse international organizations and the wide range of issues and agendas, which makes it difficult for countries to exercise influence on key international issues.
- The need to ensure coordination, cohesion and strategic direction on a whole-of-government basis, given the number of federal departments with international programs and interests.
- The growing number of non-governmental players actively involved in issues of foreign and trade policy.
- The challenge of getting one's message out effectively in a highly fragmented 24/7 media environment that is marked by the impact of newer media like the Internet.
- The increase in global news programming (e.g. the BBC World channel and CNN's Your World Today) that focuses on major powers and developments affecting them.
- The need to provide leadership in government-wide planning for major events to be hosted by Canada, including the Francophonie Summit in 2008 and the G8 Summit in 2010.
- The need to provide integration and leadership in pursuit of Canada's global agenda, given the growing number of federal and provincial partners that have representatives operating abroad and whose domestic issues are influenced by international trends and events.
2. 2008-2009 Expected Results, Strategies and Links to Departmental Priorities
PLANNING, INTEGRATION AND COORDINATION ON INTERNATIONAL POLICY ISSUES |
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This program sub-activity advances Canada's interests and values by ensuring that advice, intelligence and planning with respect to international policy issues are provided to the Government of Canada. It also integrates and coordinates delivery of the government's international agenda through whole-of-government consultation with other federal government departments and agencies. The expected results for 2008-2009 are as follows:
Expected result | Coherent whole-of-government Canadian policy to support development of a stable, self-reliant and democratic Afghanistan. |
Strategy |
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DFAIT priority | Key: 1. |
Expected result | Canada's re-engagement in the Americas is coherent, coordinated on a whole-of-government basis, and optimizes existing resources. |
Strategy |
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DFAIT priority | Key: 2. |
Expected result | North American defence and security are strengthened. |
Strategy |
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DFAIT priority | Ongoing: 1. |
Expected result | Canadian interests are integrated and coordinated on bilateral issues with the United States. |
Strategy |
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DFAIT priority | Ongoing: 1. |
Expected result | Policy planning consultations support Government of Canada and DFAIT priorities in the G8. |
Strategy |
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DFAIT priority | Key: 1, 2, 3. |
Expected result | Canada's policies on freedom and security, democracy, the rule of law, human rights and environmental stewardship are coordinated effectively. |
Strategy |
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DFAIT priority | Ongoing: 3. |
Expected result | Policies on global issues are developed for delivery in multilateral forums and institutions. |
Strategy |
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DFAIT priority | Ongoing: 4. |
Expected result | Canada's policies for priority bilateral and regional relationships are coordinated. |
Strategy |
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DFAIT priority | Ongoing: 1, 3; Key: 1, 2, 3. |
Expected result | The government's priorities and international agenda are integrated in Canada's network of bilateral diplomatic missions. |
Strategy |
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DFAIT priority | Ongoing: 1, 2, 3, 4, 5, 6; Key: 1, 2, 3. |
Expected result | DFAIT policy and decisions are informed by the interests and values of the provinces and territories. |
Strategy |
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DFAIT priority | Ongoing: 2, 4; Key: 1, 2, 3. |
Expected result | A coordinated and effective international space policy. |
Strategy |
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DFAIT priority | Ongoing: 1. |
Expected result | Strategic direction is provided on international education and youth mobility, advocacy and culture. |
Strategy |
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DFAIT priority | Key: 1, 2, 3. |
FOREIGN AFFAIRS AND INTERNATIONAL TRADE POLICY AND PROGRAM DEVELOPMENT |
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This program sub-activity involves development of foreign and international trade policy and program options that advance Canadian interests. The expected results for 2008-2009 are as follows:
Expected result | Policies and programs are developed for Canada's re-engagement in the Americas. |
Strategy |
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DFAIT priority | Key: 2. |
Expected result | Canadian economic interests are supported by appropriate international trade policies and programs. |
Strategy |
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DFAIT priority | Ongoing: 1, 2, 4; Key: 2, 3. |
Expected result | Legal progress on Canadian initiatives related to security, international crime and terrorism threats is achieved. |
Strategy |
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DFAIT priority | Ongoing: 1. |
Expected result | A more cohesive and coherent approach to investment, innovation and international financing support services to Canadian businesses. |
Strategy |
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DFAIT priority | Ongoing: 1, 2, 6; Key: 2, 3, 4. |
Expected result | Timely legal information, assistance and policies are provided on international agreements (treaties) and international legal issues. |
Strategy |
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DFAIT priority | Ongoing: 3. |
POLITICAL AND ECONOMIC INFORMATION ANALYSIS ON INTERNATIONAL ISSUES |
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This program sub-activity provides political and economic intelligence and analysis, identifies existing or emerging international issues and opportunities, and advises clients on their potential impact on Canadian interests and values. The expected results for 2008-2009 are as follows:
Expected result | Canada's key international priorities are aligned. |
Strategy |
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DFAIT priority | Key: 1, 2, 3. |
Expected result | Increased reporting on countries of strategic security interest to Canada. |
Strategy |
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DFAIT priority | Ongoing: 1. |
Expected result | Strategies to enhance international commercial opportunities for Canadian companies are developed with stakeholders. |
Strategy |
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DFAIT priority | Ongoing: 2. |
Expected result | Canada's international economic policies and programs are backed by high-quality economic research. |
Strategy |
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DFAIT priority | Ongoing: 1, 2; Key: 2, 3. |
3. Risks and Risk Management Practices
Significant risks from the department's Corporate Risk Profile that pertain to program activity #1: International Policy Advice and Integration:
Risk Event | Current Risk Mitigation |
Unanticipated External Policy Shifts | Intelligence from missions, Global Commerce Strategy |
Information for Decision Making and Reporting | InfoBank records management system, information management (IM) capacity assessment |
Alignment with Partners | Whole-of-government country strategies, Head of Mission (HOM) mandate letters, Deputy Ministers' Subcommittee on Representation Abroad |
Internal dependencies | Corporate Secretariat, internal communications strategies |
Litigation, Treaty or Trade Disputes | Practices and methods of the legal bureau providing legal advice, Management Framework for International Trade Litigation |
4. Program Resources
Financial/human resources information::
Total Financial Resources
Financial Resources ($ millions) | |||
---|---|---|---|
Year
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2008-2009 | 2009-2010 | 2010-2011 |
Total Planned Spending | 140.0 | 125.2 | 124.8 |
Total Human Resources
Human Resources (FTEs) | |||
---|---|---|---|
Year
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2008-2009 | 2009-2010 | 2010-2011 |
FTEs | 1,001 | 985 | 985 |
Significant plans or performance issues with respect to human resources management capacity
To become a strategic centre of expertise and lead in the formulation and coordination of Canada’s international policies, the department is focusing its recruitment and learning capacities mainly on policy and issues analysis and policy integration. Further development is planned in strategic management and consultation, team management, oral and written communication, as well as analytical and networking skills and employee adaptability. Specialized competencies are required in security policy development, economic literacy, litigations and economic law as well as in areas such as nuclear issues, chemical weapons destruction and national biosafety.
6The Deputy Ministers' Committee on Global Affairs, Security and Human Rights and the DM Subcommittee on Representation Abroad also support the work carried out under Program Activity #2: Diplomacy and Advocacy.
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2.2.2 Program Activity #2: Diplomacy and Advocacy
1. Description of Program Activity and Performance Expectations
Mandate, accountabilities and reach
- This program activity engages and influences international players and delivers international programs and diplomacy. It allows Canada to implement its international policies with respect to foreign audiences inside and outside of Canada and thus fulfill the mandated roles and responsibilities that are associated with the diplomatic work of a foreign and international trade ministry.
- The ADMs of the Afghanistan Task Force, Americas Strategy, Strategic Policy and Planning, Bilateral Relations, North America, Trade Policy and Negotiations, International Security, Global Issues, and Investment, Innovation and Sectors, and the Chief of Protocol have overall responsibility for policy and program delivery through engagement with foreign governments and missions, as have Canada's Heads of Missions abroad.
- The ADMs of Bilateral Relations, North America and Global Operations develop the country strategies to guide Canada’s missions abroad in their diplomatic and commercial engagement.
- Programs for conducting diplomacy in Canada for engaging representatives of foreign missions, stakeholders and opinion leaders are the responsibility of the ADMs of the Afghanistan Task Force, Americas Strategy, Strategic Policy and Planning, Bilateral Relations, Trade Policy and Negotiations, International Security, Global Issues, and Investment, Innovation and Sectors.
- The Chief of Protocol has responsibility for the diplomatic community in Canada. The Executive Council provides overall direction for the delivery of policy, programs and operations inside and outside of Canada. The Deputy Minister of Foreign Affairs chairs the Deputy Ministers' Committee on Global Affairs, Security and Human Rights and the DMs' Subcommittee on Representation Abroad.7
- The work is done by liaising with foreign governments and decision makers at all levels in other countries and by conducting advocacy on behalf of Canada's interests and values. It includes engaging opinion leaders in Canada, as well as provincial representatives in specific areas of interest to provinces, to advance Canada's international policy. Additionally, it uses strategic leadership activities, including public diplomacy, as vehicles to promote Canadian views on issues of concern to Canadians and uses discretionary grants and contribution programs to further Canada's interests abroad.
- The main target groups are foreign governments, both in Canada and abroad, foreign publics, other levels of government within Canada, opinion leaders in Canada, and key constituencies (e.g. security and defence-related communities) and legislators within other countries.
Program sub-activities
- Diplomacy Inside of Canada.
- Diplomacy Outside of Canada.
- International Operations and Programs.
Outcome
- Canada engages and influences the international community on foreign policy and international economic issues, in accordance with Canada's interests and values.
Performance measurement indicators
- Level of support for Canadian positions among international players both bilaterally and multilaterally.
- Number, range and breadth of strategic promotion and public diplomacy activities to promote Canadian views on important global issues.
- Number of outreach exchanges with the foreign diplomatic community in Canada on issues of interest to Canada.
- Demonstrated compliance with standards of treatment, according to established criteria.
- Level of ongoing engagement with other orders of government on international policy issues.
- Formal and informal consultation mechanism established.
- Engagement of the public and other stakeholders in e-discussions on DFAIT websites.
- Level of progress in advancing negotiations on agreements and cooperative arrangements (e.g. bilateral, regional and multilateral trade and investment).
- Improvements in the scope of rights and obligations achieved through negotiations.
- Level of progress in maintaining and improving Canada's market access interests within a rules-based system.
- Level of progress in effectively managing trade and investment disputes, including consultations and formal dispute settlement procedures, as well as managing targeted advocacy efforts.
- Level of alignment of policies, programs and operations.
- Level of international recognition for Canadian participation in international organizations.
- Level of knowledge of Canada's interests and values among foreign publics, students and academics.
- Number of other government departments participating with DFAIT in coordination processes and mechanisms and contributing to government responses to international crises at the program and project level.
Context
The principal factors affecting this program activity are:
- The continued pre-eminence of the United States in world affairs and Canada's interest in maintaining an open, constructive and effective relationship with the U.S. on a range of diplomatic, military and economic issues.
- The growing importance of regional commercial centres, particularly China and India, that have significant economic and geopolitical implications for Canada and the international community.
- The intensifying pace of globalization, which is heightening the need for knowledge production, investment and innovation, and global value chains in order to meet global competition for trade and investment.
- Evolving security threats, such as terrorism, drug trafficking, cyber-crime, and the impact of failed and fragile states.
- The increasing profile of climate change and environmental issues on the international agenda.
- The complexity of maintaining and extending diplomatic influence in a world of multiple, shifting centres of power.
2. 2008-2009 Expected Results, Strategies and Links to Departmental Priorities
DIPLOMACY INSIDE OF CANADA |
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This program sub-activity enables Canada to meet its international obligations in relation to the Vienna Convention on Diplomatic Relations and the Vienna Convention on Consular Relations. It allows Canada to engage foreign diplomats in Canada on key messages in relation to its interests and builds on the already established network with the diplomatic community and other levels of government within Canada. It identifies, facilitates and engages potential key partners, experts and decision makers who can have an impact on Canada's foreign and international economic policies. Diplomacy Inside of Canada comprises the following sub-sub-program activities: Protocol Services; Federal-Provincial-Territorial (FPT) Relations; and the Engagement of the Public and Stakeholders. The expected results for 2008-2009 are as follows:
Expected result | The diplomatic community in Canada and Canadian diplomatic interests abroad are protected. |
Strategy |
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DFAIT priority | Ongoing: 3. |
Expected result | High-quality protocol services are provided to the Governor General, the Prime Minister and ministers with international portfolios and to foreign dignitaries visiting Canada. |
Strategy |
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DFAIT priority | Ongoing: 6. |
Expected result | Increased understanding and visibility of Canada's economic environment among foreign heads of missions and their governments. |
Strategy |
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DFAIT priority | Ongoing: 2. |
Expected result | Provinces and territories are engaged on matters of foreign affairs and international trade. |
Strategy |
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DFAIT priority | Ongoing: 2, 4; Key: 1, 2, 3. |
Expected result | Awareness of Canada's international policies and priorities is increased among key domestic and international stakeholders. |
Strategy |
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DFAIT priority | Key: 1, 2, 3. |
Expected result | Canadians and other stakeholders are more informed and engaged in the implementation of Canada's international economic policies. |
Strategy |
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DFAIT priority | Ongoing: 1, 2; Key: 2, 3. |
DIPLOMACY OUTSIDE OF CANADA |
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This program sub-activity comprises Canada's diplomatic engagement and advocacy in shaping the international agenda in accordance with Canada's interests and values. It embraces the diplomatic work of Canada's missions abroad as well as the work of those involved in international negotiations. Diplomacy Outside of Canada comprises the following sub-sub-program activities: Bilateral Relations; Multilateral Diplomacy and Summitry; and Trade Negotiations and Dispute Settlement. The expected results for 2008-2009 are as follows:
Expected result | Improved stability and reconstruction in Afghanistan through promotion of democracy, human rights, the rule of law, conflict prevention and public safety. |
Strategy |
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DFAIT priority | Key: 1. |
Expected result | Canadians' safety and security are strengthened in Afghanistan and border regions. |
Strategy |
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DFAIT priority | Ongoing: 1, 3; Key: 1. |
Expected result | Canada's Afghanistan policies and programs are delivered bilaterally and multilaterally. |
Strategy |
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DFAIT priority | Key: 1. |
Expected result | Canada's interests and relations with the United States are strengthened. |
Strategy |
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DFAIT priority | Ongoing: 1. |
Expected result | Security, prosperity and good governance in Mexico are enhanced. |
Strategy |
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DFAIT priority | Ongoing: 1. |
Expected result | Canadian security and competitiveness are enhancedthrough a strengthened North American partnership. |
Strategy |
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DFAIT priority | Ongoing: 1. |
Expected result | High-level strategic partnerships In Latin American and Caribbean countries are developed and strengthened. |
Strategy |
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DFAIT priority | Key: 2. |
Expected result | The government's re-engagement in the Americas promotes and enhances economic prosperity, security and Canadian values of freedom, democracy, human rights and rule of law. |
Strategy |
Enhanced economic prosperity
Security
Freedom, democracy, human rights and rule of law
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DFAIT priority | Ongoing: 1; Key: 2. |
Expected result | The agendas of key regional institutions in the Americas reflect Canada's values and interests, including sustainable development. |
Strategy |
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DFAIT priority | Ongoing: 4. |
Expected result | Freedom and security, human rights, good governance, democracy and the rule of law are improved in other countries and regions of priority interest to Canada. |
Strategy |
Middle East
Asia
Africa
Europe
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DFAIT priority | Ongoing: 1, 3, 4; Key: 2, 3. |
Expected result | Improved ability to combat terrorism and international crime. |
Strategy |
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DFAIT priority | Ongoing: 3. |
Expected result | Canada's interests and values are advanced in multilateral forums. |
Strategy |
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DFAIT priority | Ongoing: 3, 4. |
Expected result | Phased implementation of the Global Commerce Strategy is managed effectively. |
Strategy |
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DFAIT priority | Ongoing: 1, 2; Key: 2, 3. |
Expected result | The North American trade relationship is strengthened. |
Strategy |
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DFAIT priority | Ongoing: 1, 2; Key: 2. |
Expected result | Multilateral trade policy objectives are pursued effectively. |
Strategy |
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DFAIT priority | Ongoing: 2, 4; Key: 2, 3. |
Expected result | Market access and promotion and protection of Canadian trade and investment are improved. |
Strategy |
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DFAIT priority | Ongoing: 2; Key: 3. |
Expected result | Canadian negotiating positions are advanced through legal advice and advocacy. |
Strategy |
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DFAIT priority | Ongoing: 2. |
INTERNATIONAL OPERATIONS AND PROGRAMS |
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This program sub-activity manages and delivers specific international programs that further Canada's foreign and international trade policy objectives and interests abroad. This program sub-activity also supports the work carried out under the rubric of Diplomacy Outside of Canada. International Operations and Programs comprise the following sub-sub-program activities: International Operations and Memberships; Strategic, Cultural and Educational Promotion; Stabilization and Reconstruction Task Force; Global Partnership Program; Counter-Terrorism Capacity Building Program; and International Anti-Crime and Drug Programs.
Expected result | The ability to combat terrorism and international crime is improved. |
Strategy |
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DFAIT priority | Ongoing: 3. |
Expected result | Canada's interests and influence are advanced through targeted public diplomacy and advocacy programs. |
Strategy |
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DFAIT priority | Key: 2, 3. |
Expected result | Canada's peace and security-related programming is implemented. |
Strategy |
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DFAIT priority | Ongoing: 3; Key: 1, 2. |
Expected result | Reduced threats to Canada arising from weapons and materials of mass destruction and unemployed weapons scientists. |
Strategy |
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DFAIT priority | Ongoing: 1. |
3. Risks and Risk Management Practices
Significant risks from the department's Corporate Risk Profile that pertain to program activity #2: Diplomacy and Advocacy:
Risk Event | Current Risk Mitigation |
Process and Control Compliance | Carefully addressing, monitoring and reporting on the risks indicated in the risk-based management and accountability framework/risk-based audit framework (RMAF/RBAF) for each program |
External Communication | Communications Bureau risk policies |
Litigation, Treaty or Trade Disputes | Practices and methods of the Legal Bureau providing legal advice, Management Framework for International Trade Litigation |
4. Significant findings from internal or external audits/evaluations
- Follow-up to the May 2006 audit of the Global Partnership Program found that the department has made significant progress in implementing the audit recommendations. There were positive findings in the assessments of recipients of program funding, and the management control framework was found to be operating effectively and efficiently.
- The external formative evaluation of the Global Partnership Program in 2006 concluded that the program remains relevant to Canada's commitments to increased security. The 2007 summative evaluation confirmed the continuing relevance of the program and assessed the results as successful and consistent with the intended outcomes of a reduced threat from the proliferation of weapons of mass destruction in Russia and the former Soviet Union states.
5. Program Resources
Financial/human resources information:
Total Financial Resources
Financial Resources ($ millions) | |||
---|---|---|---|
Year
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2008-2009 | 2009-2010 | 2010-2011 |
Total Planned Spending | 1,068.1 | 1,043.2 | 981.3 |
Total Human Resources
Human Resources (FTEs) | |||
---|---|---|---|
Year
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2008-2009 | 2009-2010 | 2010-2011 |
FTEs | 1,849 | 1,849 | 1,758 |
Significant plans or performance issues with respect to human resources management capacity:
- To promote Canada's domestic interests internationally and to engage international players, the department is planning to develop workforce capacity in negotiation, bilingualism and foreign language skills, as well as in oral and written communications skills, networking, process management and leadership skills.
7The work of these committees is discussed in greater detail under Program Activity #1: International Policy Advice and Integration.
8Consular issues pertaining to Mexico are discussed further in Section 2.3.2, Consular Affairs.
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2.3 Strategic Outcome #2: International Services for Canadians
The Department's Program Activities Related to International Services for Canadians
Strategic outcome #2 deals with managing and delivering international services and advice to Canadians and Canadian businesses. The department has three program activities, focused on the areas of international commerce, consular services and passport services.
Summary of 2008-2009 Plans and Priorities Related to International Services for Canadians
In the area of international commerce, the department is committed to improving its services and advice to Canadians and Canadian business over the next year through expansion of existing services, better service coordination, smarter use of technology and improved processes.
Implementation of the Global Commerce Strategy will permit the expansion of the department's regional offices in Canada and new offices in priority markets elsewhere in the world. The department will improve key electronic service platforms and integrate more effectively its worldwide commerce network.
On consular matters, the department will use its newly formed Consular Affairs Branch to improve services and strengthen operational and emergency response capacity.
Passport Canada will simplify the passport application process, improve processing, and expand the network and services provided to Canadians for their travel documentation.
The department's External Services Board provides strategic oversight of all services delivered to external clients-commercial, consular and passport. The board supports the work carried out under program activities #3, #4 and #5.

2.3.1 Program Activity #3: International Commerce
1. Description of Program Activity and Performance Expectations
Mandate, accountabilities and reach
- This program activity manages and delivers commerce services and advice to Canadian business. It helps Canadian business to succeed in international markets by providing advice and managing and delivering value-added services to Canadian businesses that are pursuing international business opportunities.
- This work is conducted through support to qualified business clients.
- Four Assistant Deputy Ministers are accountable for the International Commerce program activity: the ADM North America, the ADM Global Operations, the ADM Investment, Innovation and Sectors, and the ADM Trade Policy and Negotiations.
- The main target groups are Canadian business clients who are currently operating abroad or who have demonstrated a capacity to do so.
Program sub-activities
- International Business Services Network: Provide advice, assistance and support worldwide to Canadian business efforts in trade, investment, and science and technology flows.
- Investment, Innovation and Sectors: Advise, fund and coordinate activities with domestic stakeholders on investment promotion, innovation, financing and contracting capabilities, and on Canadian sectoral capability to attract foreign direct investment and support Canadian business in foreign markets.
- Export/Import Permits: Authorize, under the discretion of the Minister of Foreign Affairs, the import and export of goods restricted by quotas and/or tariffs, monitor the trade in certain goods, and ensure public security by restricting trade in dangerous goods and materials.
Outcome
- Canadian business clients successfully exploit business opportunities abroad in trade, investment, science and technology commercialization, global value chains and other modern business models; and the overseas commercial interests and priorities of partner departments and provinces are supported.
Performance measurement indicators
- Increase in the number of new or active Canadian business clients in new or established markets.
- Increase in the number of successful Canadian business clients that credit the Trade Commissioner Service with their success.
- Client satisfaction with the timeliness and quality of services, products and events. Services and service standards are published on the Trade Commissioner Service website at www.infoexport.gc.ca/ie-en/Help.jsp.
- Number and quality of investment prospects identified and disseminated to the provinces and territories.
- Increase in the number and value of foreign direct investments to Canada to which DFAIT contributed.
- Improved perceptions of Canadian capabilities and advantages among foreign investors and influencers.
- Number, nature and scope of science and technology (S&T) partnering opportunities identified and realized between Canada and S&T priority partner countries.
- Level of Canadian business compliance with Export and Import Permits Act regulations.
Context
The principal factors affecting the program activity are:
- Importance of international trade: Canada's prosperity is a product of many distinct Canadian advantages, including openness to international trade and investment. One in five Canadian jobs is directly linked to international trade. International trade provides global markets for Canadian goods and services as well as providing competitive industrial inputs, new technologies, and the financial and human capital needed to fuel continuing growth and prosperity.
- Government's commitment to bolstering international trade: The Speech from the Throne in October 2007 renewed the government's commitment to bolstering international trade and investment. The government's economic blueprint, Advantage Canada, endorsed the department's Global Commerce Strategy, which aims at boosting Canadian participation in global investment and innovation networks by building on Canada's North American advantage; deepening Canadian access to global markets and networks through renewed international negotiations; and better connecting Canadian companies to global opportunities for goods, services, technology and capital.
- Increasing global competition: Canada's prosperity is heavily dependent on openness to international trade and investment. Countries such as China, India, Brazil and Russia have emerged as important centres of commercial opportunity, as well as being formidable competitors. International business operations are globally dispersed and rely increasingly on participation in multi-country, multi-partner, continuously evolving commercial networks. The recent dramatic increase in the value of the Canadian dollar places pressure on Canadian exporters to become more competitive. Canadian industry lags behind other advanced economies in the development and commercialization of technological innovations and in machinery and equipment purchases. It needs to seize more opportunities to participate in global value chains. Canada's commercial presence in emerging markets in Asia remains small compared with that of its main competitors (e.g. the United States, Australia and the major EU member states). As a result of the slow progress in the WTO Doha Development Round of negotiations, countries such as the United States and Australia and regional trading blocs such as the European Union are actively pursuing bilateral strategies to boost their global competitiveness for market share, investment, technology, ideas and people.
- North American competitiveness: Canada, as the largest commercial partner of the United States, remains committed to NAFTA and to the Security and Prosperity Partnership, which are the cornerstones for strengthening North American competitiveness. With the full implementation of the Asia-Pacific Gateway and Corridor initiative, Canada and the entire North American region will benefit from the gains of expanded international trade with the emerging economies of the Asia-Pacific region.
- Global value chains and client service requirements: Canadian companies benefit from the department's advice and support of their participation in global value chain opportunities, which have become central to the way international business is conducted. The department's Internet-based client interaction and electronic platforms are an indispensable asset in delivering valued services to Canadian businesses abroad as they establish operations, connect with global innovation networks, find joint venture partners, license technologies and attract talent and capital.
2. 2008-2009 Expected Results, Strategies and Links to Departmental Priorities
INTERNATIONAL BUSINESS SERVICE NETWORK |
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This program sub-activity comprises a network of nearly 1,000 trade commissioners located in 144 cities worldwide, in 12 regional offices across Canada and at Ottawa headquarters to provide advice, assistance and support to Canadian business efforts worldwide in trade, investment, and science and technology flows. The services for Canadian clients include information on market prospects, key contacts, market intelligence, visit assistance and troubleshooting. Specific sub-sub-program activities include the Integrated Domestic and Worldwide Commerce Network, Global Market Initiatives and e-Services. The major expected results for 2008-2009 are as follows:
Expected result | Canadians are better connected to global commercial opportunities. |
Strategy |
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DFAIT priority | Key: 2, 3, 4. |
Expected result | Canada's domestic and worldwide commerce network is integrated. |
Strategy |
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DFAIT priority | Ongoing: 5. |
Expected result | Canada's operations, business services and performance management commerce network are supported. |
Strategy |
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DFAIT priority | Ongoing: 5. |
Expected result | Timely and accurate trade policy advice is provided to Canadian Businesses and other stakeholders. |
Strategy |
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DFAIT priority | Ongoing: 2, 5; Key: 2, 3. |
INVESTMENT, INNOVATION AND SECTORS |
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This program sub-activity provides expertise and advice on investment promotion, innovation and Canadian sectoral capabilities to attract foreign direct investment and support Canadian business in foreign markets. It also develops and maintains relationships with other orders of government, Canadian business and the scientific community to promote Canada's international commercial, investment and scientific interests and informs priority setting by senior management. It includes coordination with Export Development Canada and the Canadian Commercial Corporation to ensure that Canadian companies have the necessary financial and contracting capabilities to compete on a level playing field with international competitors. Specific sub-sub-program activities include International Investment Programs; International Science and Technology Programs; Sector Services; and Portfolio Coherence and the Canada Account. The expected results for 2008-2009 are as follows:
Expected result | Canada's employment, productivity and international competitiveness are improved through expanded foreign direct investment (FDI). |
Strategy |
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Ongoing: 2; Key: 2, 3, 4. |
Expected result | Canadian business competes successfully for global opportunities. |
Strategy |
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DFAIT priority | Ongoing: 1, 2. |
Expected result | Canada is successfully promoted as a globally competitive business location and partner for investment and innovation. |
Strategy |
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DFAIT priority | DFAIT priority Ongoing: 1, 2; Key: 2, 3. |
Expected result | Canadian-based firms have access to international S&T. |
Strategy |
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DFAIT priority | Ongoing: 5. |
EXPORT/IMPORT PERMITS |
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This program sub-activity ensures that trade in restricted sectors is conducted in accordance with the Export and Import Permits Act to ensure the security of Canadians. The expected results for 2008-2009 are as follows:
Expected result | Canada's export controls achieve a successful balance between international security and economic prosperity. |
Strategy |
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DFAIT priority | Ongoing: 1, 4, 5; Key: 2. |
3. Risks and Risk Management Practices
Significant risks from the department's Corporate Risk Profile that pertain to program activity #3: International Commerce:
Risk Event | Current Risk Mitigation |
Economic Conditions | Implement Global Commerce Strategy: maximize opportunities in emerging markets so as to diversify market risk |
Litigation, Treaty and Trade Disputes | Practices and methods of the legal bureau providing legal advice, Management Framework for International Trade Litigation |
4. Significant Findings from Internal or External Audits/Evaluations
Studies conducted by the Organisation for Economic Cooperation and Development and Asia-Pacific Economic Cooperation forum suggest that government's role is crucial to help small and medium-sized enterprises (SMEs) overcome trade barriers. This program activity is especially relevant as the Canadian economy is heavily dependent on SMEs.
5. Program Resources
Financial/human resources information:
Total Financial Resources
Financial Resources ($ millions) | |||
---|---|---|---|
Year
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2008-2009 | 2009-2010 | 2010-2011 |
Total Planned Spending | 332.1 | 296.4 | 247.2 |
Total Human Resources
Human Resources (FTEs) | |||
---|---|---|---|
Year
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2008-2009 | 2009-2010 | 2010-2011 |
FTEs | 1,832 | 1,842 | 1,838 |
Significant plans or performance issues with respect to human resources management capacity:
- To facilitate this program activity, the department will increase workforce skills in marketing, client sensitivity, negotiation and client focus. Promoting change management, interpersonal and leadership skills will also benefit this program activity. Specialized competencies are required in economic literacy, commercial litigation, international economic law, and science and technology to address particular competency gaps.
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2.3.2 Program Activity #4: Consular Affairs
1. Description of Program Activity and Performance Expectations
Mandate, accountabilities and reach
- This program activity manages and delivers consular services and advice to Canadians.
- The ADM of Consular Affairs has overall responsibility for consular policy and programs as well as for consular operations at headquarters. The ADMs of Bilateral Relations Branch and North America Branch are accountable for consular services provided at missions. Consular Affairs issues are discussed and decisions made at the department's Executive Council.
- This work is done through consular agents and officers at missions abroad and through the department's website www.voyage.gc.ca.
- The main target groups are Canadians outside of Canada or Canadians planning to travel or live abroad.
- Consular services are delivered through a network of over 260 points of service in approximately 150 countries. Over 100 of these points of service are headed by honorary consuls.
Program sub-activities
- Consular Services in Canada (Headquarters-Provided Services): Services provided by headquarters include promotion of safe travel, distress case management, emergency services and consular point of service coordination.
- Consular Services Outside of Canada (Mission-Provided Services): Services provided by missions abroad include consular assistance for Canadians in distress abroad and routine services for Canadians abroad.
Outputs
- Points of service worldwide.
- Updated travel reports and website.
- Production and distribution of updated consular publications and fact sheets.
- Availability of emergency services 24/7 through the department's Operations Centre.
- Improved ability to prepare for and respond to consular emergencies.
Outcomes
- Canadians are aware of how to travel safely. Those who need routine or emergency assistance abroad receive satisfactory assistance.
- Service standards related to consular and routine services are located at www.voyage.gc.ca/main/about/service_standards-en.asp.
Performance measurement indicators
- The percentage of Canadian travellers surveyed who (unprompted) list consular communications tools as their preferred source for safety and security information on unknown destinations.
- The percentage of Canadian travellers surveyed who would contact a mission if they found themselves in trouble in a foreign country.
- The percentage of overall client satisfaction.
- The percentage of clients reporting that services met their expectations.
- The number of visits to the Consular website.
- The percentage of mission contingency plans updated.
- The percentage of passport, citizenship and prisoner cases where service standards are met.
Context
The principal factors affecting this program activity are:
- Significant growth in demand for services: Demand for consular services has tripled in the past 10 years, with most of the increase having taken place since 2003. This increase in demand for services is likely to increase in line with the continuous expansion of Canadian direct investment abroad, which totalled $523 million in 2006. According to Statistics Canada, Canadians made over 40 million trips outside Canada in 2006, the last full year for which statistics are available. Some 2.7 million Canadians are living abroad for an extended period at any given time. In terms of service delivery, while the number of distress cases has ranged between 5,700 and 6,000 annually from 2002-2003 to 2006-2007, the total volume of consular assistance cases (excluding Registration of Canadians Abroad) has grown from 35,680 in 2002-2003 to 44,068 in 2006-2007. Finally, the number of Canadians registering with missions abroad has grown from 31,865 in 2002-2003 to 56,845 in 2006-2007, illustrating the growth in both awareness of consular services and the number of Canadians travelling and living abroad. While figures for 2007-2008 are not yet available, partial reporting indicates that growth is continuing at the same rate. There is no evidence to suggest a decrease in the growth in demand for consular services.
- Increasing number of natural disasters involving Canadians abroad: Over the past decade there have been 318 natural disasters abroad where a Canadian consular response has been required-an unprecedented number. Each of these, but particularly those affecting large numbers of Canadians, has stretched consular response capacity both at home and abroad. The department therefore needs to be better prepared, on an ongoing basis, to handle consular crises.
- Increasing demand for passport services at missions: In 2006-2007, 146,951 Canadian passports were issued at missions worldwide, representing an increase of 12% from 2005-2006. In the United States, implementation of the Western Hemisphere Travel Initiative has resulted in a sharp increase in demand for Canadian passports, significantly impacting missions in the United States.
- Increasing number of complex cases: The number of complex cases related to dual nationals and to family welfare and child abduction has increased due to the growing number of Canadians with dual nationalities and with continuing ties to their countries of origin.
- Reporting obligations: There is an increasing need for the department to respond to commissions of inquiry, to questions in Parliament and to civil litigation cases.
2. 2008-2009 Expected Results, Strategies and Links to Departmental Priorities
CONSULAR SERVICES IN CANADA (HEADQUARTERS-PROVIDED SERVICES) |
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This program sub-activity guides and supports the consular services and advice provided to Canadians outside of Canada and provides consular services from Canada. Specific sub-sub-program activities include: Safe Travel Promotion; Distress Case Management; Emergency Services; and Consular Point of Service Coordination. The expected results for 2008-2009 are as follows:
Expected result | Canadians are better informed and well prepared to travel safely and responsibly. |
Strategy |
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DFAIT priority | Ongoing: 5. |
Expected result | Canadians and Canadian interests are protected during times of crisis. |
Strategy |
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DFAIT priority | Ongoing: 5. |
Expected result | Canadians in Canada have improved access to consular services. |
Strategy |
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DFAIT priority | Ongoing: 5, 6. |
CONSULAR SERVICES OUTSIDE OF CANADA (MISSION-PROVIDED SERVICES) |
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This program sub-activity delivers consular services and advice to Canadians outside of Canada. It exists because Canadians travel, work, live and die outside of Canada. Specific sub-sub-program activities include: Consular Assistance for Canadians in Distress Abroad and Routine Services for Canadians Abroad. The expected results for 2008-2009 are as follows:
Expected result | Canadians abroad receive increased access to consular services abroad. |
Strategy |
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DFAIT priority | Ongoing: 5. |
3. Risks and Risk Management Practices
Significant risks from the department's Corporate Risk Profile that pertain to program activity #4: Consular Affairs:
Risk Event | Current Risk Mitigation |
Increasing Instability | Up-to-date website, travel reports, duty manuals, Registration of Canadians Abroad (ROCA) and statistics on numbers of Canadians travelling and services performed at each mission |
Hostile Actions | Robust consular contingency plans and warden networks |
Catastrophic Disasters | Standard operating procedures to manage the response to catastrophic natural disasters; ongoing training; use of a crisis module and crisis centre roster and 24/7 consular Operations Centre |
4. Significant Findings from Internal or External Audits/Evaluations
- An internal evaluation of Consular Affairs in 2004 concluded that program resources were insufficient. The 2004 evaluation found that the consular program is a leader in the field because in the majority of cases distressed Canadians abroad were served properly. Investment in technology helped to facilitate the work and efficiency of consular workers.
- In 2006-2007, the consular website won a Government On-Line and Service Improvement Initiative award. The website features updated travel reports, official warnings and current issues. In addition, three million consular publications were distributed.
5. Program Resources
Financial/human resources information:
Total Financial Resources
Financial Resources ($ millions) | |||
---|---|---|---|
Year
|
2008-2009 | 2009-2010 | 2010-2011 |
Total Planned Spending | 46.4 | 41.4 | 41.5 |
Total Human Resources
Human Resources (FTEs) | |||
---|---|---|---|
Year
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2008-2009 | 2009-2010 | 2010-2011 |
FTEs | 496 | 496 | 496 |
Significant plans or performance issues with respect to human resources management capacity:
- To provide Canadians with assistance, guidance, services and advice related to consular needs in the current international environment, the department is planning to increase its capacity, primarily in crisis management, client services and client sensitivity. Developments in planning and coordination of strategic events and consultation management are also relevant to this program activity.
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2.3.3 Program Activity #5: Passport Canada
1. Description of Program Activity and Performance Expectations
Mandate, accountabilities and reach
- This program activity manages and delivers passport services through the use of the Passport Canada Revolving Fund. Passport Canada receives no parliamentary appropriations and operates on a self-funding basis by means of its revolving fund, which is primarily based on the user fees charged to clients. The agency is managed by a Chief Executive Officer who reports to the Deputy Minister of Foreign Affairs.
- The agency issues secure travel documents to Canadians, which facilitates their travel and contributes to international and domestic security.
- The agency's work is done through the authentication of identity and entitlement of applicants using diverse service channels and the production of secure travel documents.
- The main target group is Canadian travellers.
Outputs
- Passport services.
- The production of travel documents (passports).
Outcome
- Canadians are able to travel without documentation problems; travel documents are produced according to international standards; and innovative, reliable, consistent and accessible passport services are available to Canadians.
Performance measurement indicators
- The number of features in the travel document in compliance with international standards.
- The passport unit cost versus revenue.
- The percentage of completed applications processed within announced service standards.
- The number of offices and receiving agent outlets.
- Results from the client satisfaction survey.
The main performance target for Passport Canada in 2008-2009 will be to deal with any surges associated with the Western Hemisphere Travel Initiative. Service standards and associated targets can be viewed at www.passportcanada.gc.ca.
Context
The principal trends, events, developments and factors affecting this program activity are:
- Western Hemisphere Travel Initiative (WHTI): The WHTI, a unilateral U.S. security measure, will require all travellers, including U.S. and Canadian citizens from within the Western Hemisphere, to present a valid passport or U.S. recognized secure document when travelling to, from or transiting the U.S. Final implementation of the WHTI has been delayed until June 2009. In the interim, beginning January 31, 2008, travellers are required to present an acceptable combination of documents that denote citizenship and identity.
- International travel environment: New and varied security threats have produced steadily evolving revisions to policies and practices affecting travellers. Rapid, ongoing developments in technology have intensified pressures to implement new-generation passport security measures, systems and controls.
- Forecasted volumes: Passport Canada relies on forecasting to estimate the volume of demand for passports throughout the fiscal year. Passport Canada is fee based, and the fees are derived from this forecast, leaving little room for flexibility if there is unexpected demand. Forecasting will be challenging this year, as there is uncertainty as to the impact of implementing the second phase of the WHTI.
- Passport Canada is awaiting the results of a new volume forecast for the forthcoming fiscal year. Demand for passport services is expected to remain very strong.
2. 2008-2009 Expected Results, Strategies and Links to Departmental Priorities
Expected result | The passport application process is simplified without jeopardizing security. |
Strategy |
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DFAIT priority | Ongoing: 5. |
Expected result | Passport services are made more convenient for Canadians. |
Strategy |
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DFAIT priority | Ongoing: 5. |
Expected result | Improved service to Canadians through infrastructure improvement. |
Strategy |
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DFAIT priority | Ongoing: 5. |
3. Risks and Risk Management Practices
Significant risks from Passport Canada's Corporate Risk Profile that pertain to program activity #5: Passport Canada:
Risk Event | Current Risk Mitigation |
Insufficient funding flexibility and capacities | Activity-based costing as a tool for forecasting and priority setting; enhanced governance and organizational structures |
Uncertain volume forecasts and underestimated costs | Increased frequency of forecasting from annually to three times per year; adjustments to internal work flows |
Increased difficulties in recruitment and retention of staff | Streamlined hiring, training, coaching and career development |
Significant challenges in entitlement decision making | Increased staffing for internal investigations and regional security; memorandums of understanding with Royal Canadian Mounted Police, Correctional Service of Canada, Citizenship and Immigration Canada, and Canada Border Services Agency for exchange of information; technological enhancements to allow access, password controls and upgrades to IRIS, the automated passport issuance system |
Instability and weakness in information technology software and hardware systems | Evergreening strategy and funding; review of all passport records by data quality analysis team; integrate information technology and hire more experienced technical staff |
4. Significant Findings from Internal or External Audits/Evaluations
- The Office of the Auditor General undertook a follow-up audit in the fall of 2006 to review progress on the management action plan after recommendations made by an audit study in 2005. It reported that Passport Canada was able to address 16 of the 20 recommendations within a very short period of time. However, four areas were identified as requiring improvement: the need for a thorough security risk assessment, the implementation of quality control processes, access to the automated passport issuance system, and the development of an integrated human resources strategy. The agency is currently making good progress in addressing these areas.
5. Program Resources
Financial/human resources information:
Total Financial Resources
Financial Resources ($ millions) | |||
---|---|---|---|
Year
|
2008-2009 | 2009-2010 | 2010-2011 |
Total Planned Spending | 276.6 | 246.2 | 246.2 |
Total Human Resources
Human Resources (FTEs) | |||
---|---|---|---|
Year
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2008-2009 | 2009-2010 | 2010-2011 |
FTEs | 2,633 | 2,059 | 2,059 |
Significant plans or performance issues with respect to human resources management capacity:
- To meet the expected volume, Passport Canada will need to increase its production capacity by hiring 1,069 new employees. Hiring of this magnitude requires additional resources for staffing and training. Passport Canada is attempting to shorten the time before a new employee becomes productive. The current internal training and development programs are being reviewed and new programs are being developed. As well, new profiles are being studied for positions that would provide support and advice to operational staff. This should result in enhanced quality assurance related to areas such as entitlement decisions and security.
![]() Canadian Embassy, Washington |
2.4 Strategic Outcome #3: Canada's International Platform
The Department's Program Activities Related to Canada's International Platform
Strategic outcome #3 relates to the department's management of Canada's international platform through services, infrastructure and support delivered at headquarters as well as at missions abroad. The Program Activities supporting this outcome are Canada's International Platform: Support at Headquarters and Canada's International Platform: Support at Missions Abroad.
Summary of 2008-2009 Plans and Priorities Related to Canada's International Platform
As part of its stewardship responsibility for the platform, the department will emphasize effectiveness and value for money by improving financial and administrative management policies, processes and practices that support the missions abroad; deploy financial, human and other resources to reflect changing priorities or conditions at missions abroad; and review business processes to modernize and improve efficiency.
The department will seek with federal departments and other partners co-located in the mission network a revised interdepartmental memorandum of understanding (MOU) on common services abroad, expected to take effect on April 1, 2009. To ensure that partners are fully satisfied with services provided, the department will use the results of a mission client survey to improve its facilitation, coordination and delivery of common services at headquarters and missions.
It will provide detailed information on Canada's international platform through its Annual Report on Common Services Abroad. The department will also create an International Platform Branch to better coordinate and manage the platform for the department and for federal departments and partners with representation abroad, in alignment with government priorities.
The department will ensure effective contingency planning, coordination and implementation of security measures at missions abroad. It will also produce an integrated human resources business plan, including a strategy for locally engaged staff, and update related training and resource material.
It will manage connectivity and information management and technology infrastructure at headquarters and missions abroad. It will ensure best value and resource allocation for all property projects for 2008-2009, in accordance with government expectations and priorities.
In support of Canada's NATO mission in Afghanistan, the department will work with partner departments to ensure that Government of Canada resources are deployed in mutually reinforcing ways.
The department's Core Services Board and the Mission Board provide overall direction and oversight of the missions abroad and all corporate services. These boards support program activities #6 and #7.
![]() DFAIT Headquarters, Ottawa |
2.4.1 Program Activity #6: Canada's International Platform: Support at Headquarters
1. Description of Program Activity and Performance Expectations
Mandate, accountabilities and reach
- This program activity manages and delivers services and infrastructure at headquarters to enable Canada's representation abroad.
- This work requires coordination of various branches, bureaus and divisions within the department as well as with federal departments and agencies and other partners located at missions abroad.
- The ADMs of the International Platform Branch, Corporate Services, Human Resources, North America, and Bilateral Relations have primary responsibility for this program activity. They review strategies and advise the Deputy Minister through an Interdepartmental ADM Council on Common Services Abroad.9
- The main target group is made up of branches, bureaus and divisions at headquarters, the missions abroad, as well as federal partners and others co-located at those missions.
- In 168 missions in 109 countries around the world, the department ensures that all representatives of Canada work in surroundings that meet the government's occupational health and safety standards. The department enables the international operations of the Government of Canada and its co-located partners also located at missions abroad by managing and delivering services and infrastructure, such as accommodation, human resources, security, finance, property and information technology, as well as audit and evaluation.
Program sub-activities
- Headquarters-Based Services Delivered at Missions Abroad.
- Headquarters-Based Infrastructure at Missions Abroad.
Outcome
- The department and its partners co-located at missions abroad are satisfied with provision of services, infrastructure and support from headquarters.
Performance measurement indicators
- Level of client satisfaction.
- Number of client complaints.
Context
The principal factors affecting this program activity are:
- Demands on the Government of Canada's international platform are growing due to increased operations abroad by the department and its federal partners. There is a growing demand for government services abroad by Canadians travelling internationally and Canadian businesses competing in global markets.
- A new TBS policy requires all service-providing departments to update and implement government-wide service standards and uniform methods of performance measurement.
- The department provides services in a wide range of locations worldwide, where local conditions can vary considerably. Therefore, service standards may also vary, depending on what local conditions allow.
- The department's locally engaged workforce at missions abroad is diverse. Working conditions in some locations can be very challenging.
2. 2008-2009 Expected Results, Strategies and Links to Departmental Priorities
HEADQUARTERS-BASED SERVICES DELIVERED AT MISSIONS ABROAD |
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This program sub-activity coordinates services and activities within DFAIT and with 28 partner departments and co-locators to support Canada's international policy objectives and program delivery abroad. Specific sub-sub-program activities include Policy and Coordination; Human Resources Services; International Financial Operations; and Diplomatic Mail/Courier Services. The expected results for 2008-2009 are as follows:
Expected result | Partner departments and co-locators are satisfied with the department's common services delivery. |
Strategy |
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DFAIT priority | Ongoing: 6. |
Expected result | Human resources (HR) services at headquarters and overseas support Canada's representation abroad. |
Strategy |
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DFAIT priority | Ongoing: 6. |
Expected result | Financial activities at missions abroad are monitored and controls are strengthened. |
Strategy |
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DFAIT priority | Ongoing: 6; Key: 4. |
HEADQUARTERS-BASED INFRASTRUCTURE AT MISSIONS ABROAD |
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This program sub-activity ensures that appropriate physical, information technology and security infrastructure is in place to support Canada's international policy objectives and program delivery abroad. Specific activities include Information Management and Technology; Physical Resources Management at Special Operating Agencies; and Security (e.g. physical, personal, information, technical). The expected results for 2008-2009 are as follows:
Expected result | Operations and services of the department and its partners abroad are supported by appropriate infrastructure. |
Strategy |
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DFAIT priority | Ongoing: 6. |
Expected result | The accommodation infrastructure at missions is managed to meet government and departmental priorities. |
Strategy |
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DFAIT priority | Ongoing: 6. |
Expected result | Missions are secure, personnel are safe, and assets and information are protected at missions abroad. |
Strategy |
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DFAIT priority | Ongoing: 6. |
3. Risks and Risk Management Practices
Significant risks from the department's Corporate Risk Profile that pertain to program activity #6: Canada's International Platform: Support at Headquarters:
Risk Event | Current Risk Mitigation |
Process and Control Compliance | Acts, codes, policies and guidelines are communicated and in place, such as the Financial Administration Act, Guide to Budget Management, etc; financial analysts are assigned to each mission |
Information for Decision Making and Reporting | Integrated management system SAP accounting software; business intelligence software; political desk officers in Bilateral Relations and North America branches; and coordination of resources and support to missions from area management offices |
Alignment with Partners | Deputy Ministers' Subcommittee on Representation Abroad; the Common Services Abroad, Planning and Coordination Division provides strategic direction and planning of common services delivery to partner departments and co-locators at missions abroad; generic MOU for partner co-locations |
Business Recovery | A new Business Continuity Program; a departmental Security Officer; ongoing security support to missions |
4. Program Resources
Financial/human resources information:
Total Financial Resources
Financial Resources ($ millions) | |||
---|---|---|---|
Year
|
2008-2009 | 2009-2010 | 2010-2011 |
Total Planned Spending | 274.9 | 270.5 | 271.2 |
Total Human Resources
Human Resources (FTEs) | |||
---|---|---|---|
Year
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2008-2009 | 2009-2010 | 2010-2011 |
FTEs | 914 | 914 | 914 |
Significant plans or performance issues with respect to human resources management capacity:
- To coordinate, manage and deliver headquarters services and infrastructure to enable Canada's international priorities abroad, the department is planning to establish a better business process, analysis and administration capacity and further promote a client service focus as well as analytical, networking and adaptability skills in its workforce. Additional resource management, administration and business process management, team management and technical skills development will also benefit this program activity.
![]() Canadian Embassy, Berlin |
9"Common Services is used here as an all-encompassing term, referring to the infrastructure, staff and services required to maintain Canada's representation abroad. All partners at missions abroad pay for the common services provided by this department on a cost-recovery basis. Likewise, components of this department pay for these same services out of their own budgets.
2.4.2 Program Activity #7: Canada's International Platform: Support at Missions Abroad
1. Description of Program Activity and Performance Expectations
Mandate, accountabilities and reach
- This program activity manages and delivers services and infrastructure at missions to enable Canada's representation abroad.
- This work requires coordination of various branches, bureaus and divisions within the department as well as with federal and other partners located at missions abroad.
- The ADMs of the International Platform Branch, Corporate Services, Human Resources, North America and Bilateral Relations have primary responsibility for this program activity. They review strategies and advise the Deputy Minister through the Interdepartmental ADM Council on Common Services Abroad.
- The main target group is made up of branches, bureaus and divisions at headquarters, the missions abroad, as well as federal partners and others also located at those missions.
- Canada's international platform is made up of 168 missions in 109 countries: embassies and high commissions, consulates general, consulates, representative offices, offices and permanent delegations to various multilateral organizations. The department also offers a limited range of services at 145 other points of service headed by persons designated as honorary consuls.
- In total, the international platform is staffed with over 7,000 employees (about 25% of them are Canadian diplomats and the rest are locally engaged staff). Other federal departments and agencies have over 2,300 employees at missions abroad, accounting for over 30% of all mission staff.
- Key programs of this and other federal departments delivered through the missions include consular and commercial services, the Political/Economic Reporting and Public Affairs (PERPA) program, immigration services, international aid and development assistance, border security, national defence, and the Agri-Food Specialists Abroad Program.
Program sub-activities
- Mission-Based Services Delivered at Missions Abroad.
- Mission-Based Infrastructure at Missions Abroad.
Outcome
- The department and its partners at missions abroad are satisfied with the provision of common services, infrastructure and support at those missions.
Performance measurement indicators
- Level of client satisfaction.
- Number of complaints.
Context
The principal factors affecting this program activity are:
- The department's missions in key areas, notably Afghanistan, Pakistan and the Middle East, could be adversely affected by local conflicts, terrorist attacks, political instability and/or humanitarian crises.
- Missions in the Government of Canada's international platform could be disrupted by developments of the kind noted above, as well as by natural disasters and pandemic disease outbreaks. Such developments could require the reallocation of mission resources from the pursuit of strategic objectives to coordination of crisis and emergency response.
2. 2008-2009 Expected Results, Strategies and Links to Departmental Priorities
MISSION-BASED SERVICES DELIVERED AT MISSIONS ABROAD |
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This program sub-activity coordinates services and ensures that common services are in place at missions to support Canada's international policy objectives and program delivery abroad. Specific sub-sub-program activities include Management and Administrative Services; and Support for Partner Programs Abroad. The expected results for 2008-2009 are as follows:
Expected result | Management and administrative services at missions are improved and cost-effective. |
Strategy |
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DFAIT priority | Ongoing: 6. |
Expected result | Departmental and partner programs and activities are successfully supported at missions abroad. |
Strategy |
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DFAIT priority | Ongoing: 6. |
MISSION-BASED INFRASTRUCTURE AT MISSIONS ABROAD |
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This program sub-activity provides physical infrastructure, maintenance, property management, mission information management and technology, and mission security. Specific sub-sub-activities include Information Management and Technology Support and Communication Services; Property Management; and Security Services. The expected results for 2008-2009 are as follows:
Expected result | Operations and services at missions abroad are supported by information management and technology infrastructure. |
Strategy |
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DFAIT priority | Ongoing: 6. |
Expected result | Government resources support Canada's objectives in Afghanistan. |
Strategy |
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DFAIT priority | Ongoing: 6; Key: 1. |
3. Risks and Risk Management Practices
Significant risks from the department's Corporate Risk Profile that pertain to program activity #7: Canada's International Platform: Support at Missions Abroad:
Risk Event | Current Risk Mitigation |
Process and Control Compliance | Guide on Budget Management, monthly financial reports (called FINSTAT), mission contract review boards |
International Instability | Close monitoring of the countries of accreditation by mission political staff |
Hostile Actions | Robust security training and procedures to mitigate hostile actions |
4. Significant Findings from Internal or External Audits/Evaluations
- Ongoing oversight is assured through a governance framework of committees at a senior level.
- Mission inspections were conducted in Accra, Algiers, Ankara, Bangkok, Berne, Canberra, Islamabad, Jakarta, London, Madrid, Manila, Niamey, Sydney, Tel Aviv and Wellington.
5. Program Resources
Financial/human resources information:
Total Financial Resources
Financial Resources ($ millions) | |||
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Year
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2008-2009 | 2009-2010 | 2010-2011 |
Total Planned Spending | 541.1 | 541.2 | 539.9 |
Total Human Resources
Human Resources (FTEs) | |||
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Year
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2008-2009 | 2009-2010 | 2010-2011 |
FTEs | 4,251 | 4,251 | 4,251 |
Significant plans or performance issues with respect to human resources management capacity:
- To coordinate, manage and deliver services and infrastructure at missions to enable Canada's international priorities abroad, the department is planning to establish an efficient administration and resource management capacity and promote further client service focus, as well as analytical, networking, adaptability, process management and team management skills. The current service delivery models of a number of administrative functions, such as human resources and finances, will also be reviewed to ensure more effective regionally based resource management and technical skills coordination.
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