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.

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.

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

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	Work with partner departments to develop and coordinate whole-of-government policies and programs to assist Afghanistan in meeting the goals and benchmarks of the Afghanistan Compact. Exercise Canadian leadership in Kandahar, through the Provincial Reconstruction Team, using a whole-of-government approach. Develop policy and programs in areas of democratic governance, rule of law, security sector reform and human rights. Deliver a whole-of-government communications strategy. Communicate effectively the rationale and objectives of the Canadian mission in Afghanistan, and the progress achieved, to Canadians, Afghans and the international community. Monitor and assess the impact on Canada of religious and political extremism in the region and elsewhere, and develop new diplomatic and security initiatives in response.
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	Coordinate, on a whole-of-government basis, the implementation of Canada's re-engagement in the Americas. Ensure Canada's aid programming reflects the Americas as a government policy priority, in close coordination with the Canadian International Development Agency (CIDA). Ensure whole-of-government policy initiatives in the Americas, consolidate existing partnerships, bring greater focus and policy alignment, and maximize existing government resources. Conduct policy dialogue on Canada's re-engagement in the Americas with Canadian businesses, academics, the provinces and partners with interests or resources in the region.
DFAIT priority	Key: 2.

Expected result	North American defence and security are strengthened.
Strategy	Coordinate collaboration with the United States on shared foreign and defence policy interests and priorities (e.g. the Americas, Afghanistan, Haiti). Strengthen the Canada-United States and Canada-Mexico partnerships in defence and security. Strengthen the Canada-United States defence and security relationship by effectively managing the Permanent Joint Board on Defence and the Bilateral Consultative Group, as well as the Tri-Command Study and the 50th anniversary of NORAD. Engage key partners on international anti-crime, anti-drug and counterterrorism issues, and improve bilateral cooperation with the United States and Mexico to this end.
DFAIT priority	Ongoing: 1.

Expected result	Canadian interests are integrated and coordinated on bilateral issues with the United States.
Strategy	Elaborate a whole-of-government strategy for the Canada-United States border to facilitate movement of legitimate goods, people and services while improving security. Provide intelligence, advice and strategic leadership on North American defence and security issues. Provide a whole-of-government approach to strengthen Canada-United States institutions and agreements, such as the International Joint Commission and the Great Lakes Water Quality Agreement. Strengthen the coordination of federal departments and agencies involved in Canada-United States relations, building on the Enhanced Representation Initiative.
DFAIT priority	Ongoing: 1.

Expected result	Policy planning consultations support Government of Canada and DFAIT priorities in the G8.
Strategy	Increase Canada's influence with other governments through policy discussions with other foreign and trade ministries (including the G8), based on Canada's geographic and geopolitical interests; enhance understanding of and support for Canada's mission in Afghanistan; and advance Canada's global interests, particularly with respect to regional and international security issues.
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	Provide strategic direction to ensure that negotiations toward a post-2012 climate change regime advance Canada's interests and engage large emitters such as the United States, Brazil, China and India. Develop strategies for defending human rights, including women's rights, internationally and enhancing the practical impact of the Human Rights Council. Coordinate Canada's humanitarian affairs agenda, particularly the legal and physical protection of civilians in armed conflict. Ensure that Canada's aid effectiveness agenda reflects a whole-of-government approach. Promote balanced discussions among energy-producing and -consuming countries on issues relating to the environmental impact of energy production and consumption in international forums (e.g. the International Energy Forum, International Energy Agency, G8, APEC, and Asia-Pacific Partnership on Clean Development and Climate). Influence global debates on government priorities, such as democracy, human rights, the rule of law, conflict prevention and public safety.
DFAIT priority	Ongoing: 3.

Expected result	Policies on global issues are developed for delivery in multilateral forums and institutions.
Strategy	Prepare for a successful Francophonie Summit in 2008, which will demonstrate how the Organisation Internationale de la Francophonie (OIF) can advance democracy and human rights. Develop Canada's agenda on major international security issues in the context of seeking a seat on the UN Security Council for 2011-2012. Integrate the international dimensions of Canada's Arctic agenda through key bilateral partnerships and effective participation in the Arctic Council and other relevant international forums. Advance Canada's new approach to democracy support, aimed at enhancing the effectiveness of international efforts to encourage democratization. Lay the groundwork for a high-impact Canadian G8 presidency in 2010. Support reform efforts to bolster the effectiveness of the UN and multilateral system. Ensure Canadian foreign policy priorities and interests are reflected in the OECD's five-year review of the Paris Declaration on Aid. Further Canadian policies on the centrality of good governance in key international development initiatives such as the Monterrey Consensus and the Paris Declaration. Ensure that programs in the OECD and APEC reflect Canadian domestic and global economic priorities. Expand advocacy and programming to counter corruption. Pursue new arrangements and agreements to enhance aviation security. Pursue new agreements to facilitate management of national security-related immigration cases. Pursue nuclear cooperation agreements to facilitate nuclear commerce, while respecting international obligations.
DFAIT priority	Ongoing: 4.

Expected result	Canada's policies for priority bilateral and regional relationships are coordinated.
Strategy	Coordinate a whole-of-government policy approach to China, Brazil, India, Latin America and the Caribbean, the Middle East and the European Union. Develop an integrated, whole-of-government policy for Haiti, Pakistan and Burma. Develop whole-of-government policy options for Canada's engagement in Sudan.
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	Prepare, implement and evaluate comprehensive country strategies for each Canadian mission, aligned with government priorities and in consultation with partner departments.
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	Provide policy development, support and advice to senior management and missions with respect to the provinces' and territories' international interests and activities.
DFAIT priority	Ongoing: 2, 4; Key: 1, 2, 3.

Expected result	A coordinated and effective international space policy.
Strategy	Effectively administer the Remote Sensing Space Systems Act and the operating licences issued under it in the face of increased international transactions. Actively participate in multilateral bodies establishing international rules and guidelines related to bodies in outer space and the prevention of an arms race in outer space.
DFAIT priority	Ongoing: 1.

Expected result	Strategic direction is provided on international education and youth mobility, advocacy and culture.
Strategy	Provide strategic direction and advice in the areas of international education, youth mobility and culture. Provide strategic advice on enhancing advocacy of Canada's priorities abroad. Gather intelligence and advance Canadian policy positions in international education and culture through cooperation with the Council of Ministers of Education Canada, other federal departments, the provinces, civil society and other stakeholders.
DFAIT priority	Key: 1, 2, 3.

FOREIGN AFFAIRS AND INTERNATIONAL TRADE POLICY AND PROGRAM DEVELOPMENT

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	Develop policies and programs to deliver Canada's re-engagement in the Americas, while ensuring alignment with key government policy priorities, including the Global Commerce Strategy. Provide strategic direction to advance bilateral and trilateral dialogue and engagement with North American partners. Provide policy support for free trade and other economic agreements with key partners in the region. Coordinate programming to address drugs, crime and youth gangs in the region, as well as mitigation of natural disasters and reconstruction and stabilization of Haiti. Develop programs to share and promote Canadian models of good governance and accountability in the region. Develop sustainable, whole-of-government country strategies to engage priority countries in the region. Implement the government's agenda on corporate social responsibility in the extractive sector, with particular reference to countries and indigenous communities in the Americas where Canada is a major mining investor.
DFAIT priority	Key: 2.

Expected result	Canadian economic interests are supported by appropriate international trade policies and programs.
Strategy	Advance Canadian economic interests in international trade and investment through policy development, research and expert legal advice. Further strengthen the North American trade policy regime. Develop policy in support of strong bilateral and regional economic relationships with key partners in the Americas, with emerging economies such as China, India and South Korea, and with other international trade and investment markets. Advocate on the benefits of a closer economic partnership with the European Union and contribute to the Canada-European Union study on the costs and benefits of such a partnership. Work with other WTO member countries to conclude Doha Development Round. Manage Canada's participation in existing WTO agreements to ensure that market access rights and rules are effectively upheld. Provide policy advice and legal analysis to ensure that Canada's policies and practices are in accordance with Canada's trade obligations. Increase Canadian commercial competitiveness through the review of investment and competition law and trade policies, while adhering to international obligations. Conduct environmental assessments of trade and investment policy negotiations through interdepartmental coordination and consultation with provinces, territories, sectoral experts and the public.
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	Provide legal advice on anti-terrorism, international security and international crime issues within DFAIT and in coordination with federal partners. Provide legal advice on Canada-United States security, law enforcement and defence initiatives, on transboundary environmental issues (e.g. Red River Valley), and on Canada's response to the United States Western Hemisphere Travel Initiative. Provide legal support with respect to the OECD Convention on Combating Bribery of Foreign Public Officials in International Business Transactions, the Inter-American Convention against Corruption, and the UN Convention against Corruption. Provide policy and/or financial support to advance the Global Partnership Program-aimed at preventing terrorist groups from obtaining weapons and materials of mass destruction (WMD) to carry out their campaigns-the Proliferation Security Initiative (aimed at stopping shipments of WMD, their delivery systems and related materials) and the work of the international courts and tribunals. Provide legal advice on the implementation by Canada of sanctions imposed by the United Nations Security Council against foreign states and non-state actors. Advocate and communicate the Government of Canada's views on the protection of information for reasons of national security confidentiality in inquiries and related civil litigations.
DFAIT priority	Ongoing: 1.

Expected result	A more cohesive and coherent approach to investment, innovation and international financing support services to Canadian businesses.
Strategy	Develop a trade services model to integrate the work of the department's regional offices, headquarters and the missions abroad. Pilot a new sector-based approach, via a Life Sciences Cluster Pilot Project, to support Canadian companies in the global competition for supply contracts, partnerships, innovation opportunities and foreign investment attraction. Build consensus with other federal government departments, the provinces, municipalities and private sector stakeholders on marketing and promoting the Asia-Pacific Gateway and Corridor Initiative. Manage the Export Development Canada legislative review. Ensure that International Trade portfolio agencies, federal government departments and the private sector are engaged in the development of new financing programs.
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	Provide advice to the Government of Canada on its legal rights and obligations and on the rights and obligations of other states on issues in the field of international criminal law (such as extradition, mutual legal assistance. transfer of offenders and counterterrorism); international human rights and economic law (such as peace and security, defence and disarmament, human and children's rights, Aboriginal matters, heath, air and space claims, extraterritorial application of laws and competition law); ocean and environmental law (such as Arctic sovereignty, Law of the Sea, fisheries, offshore resources, maritime boundaries, Antarctic issues, climate change, management of waste and chemicals, transboundary pollution and water resources, trade and environment, biodiversity, desertification and biosafety); and on international trade and investment law (such as international trade rules governing trade in goods and services, trade remedies, intellectual property, product standards, food safety and government procurement). Develop policy on the tabling in Parliament of treaties that the government is seeking to ratify. Advise departments and agencies on the distinction between treaties and other international instruments that are not binding in public international law and on the treaty-making process. Maintain the official government archive of originals of bilateral treaties and certified copies of multilateral treaties.
DFAIT priority	Ongoing: 3.

POLITICAL AND ECONOMIC INFORMATION ANALYSIS ON INTERNATIONAL ISSUES

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	Provide strategic advice and research on key and emerging international issues via the Deputy Ministers' Committee on Global Affairs, Security and Human Rights. Build common approaches to global issues across federal government departments.
DFAIT priority	Key: 1, 2, 3.

Expected result	Increased reporting on countries of strategic security interest to Canada.
Strategy	Use the Global Security Reporting Program (GSRP) to increase the availability and timeliness of information on post-9/11 security and stability issues in line with government priorities, including Afghanistan, the Americas, and emerging/growing markets. Improve headquarters program management and increase training opportunities for GSRP officers in the field.
DFAIT priority	Ongoing: 1.

Expected result	Strategies to enhance international commercial opportunities for Canadian companies are developed with stakeholders.
Strategy	Implement a Canadian strategy to promote corporate social responsibility in the extractive sector in developing countries. Develop a legally binding instrument re sustainable forest management to help secure international markets for Canadian forestry exports. Undertake policy work in multilateral organizations that reflects Canadian priorities and supports Canadian public policy development, in particular on fiscal, regulatory, labour market, innovation, investment and trade policy issues. Provide the government with high-quality and policy-relevant international economic analysis, including on energy issues. Assess global sustainability and competitiveness issues and their long-term impact on the Canadian economy. Contribute to development of an energy advocacy strategy to brand Canada as a leader in best practices for the development of oil sands reserves, energy research and development, advanced energy technologies, energy-efficient technologies, renewable energy and alternative energies.
DFAIT priority	Ongoing: 2.

Expected result	Canada's international economic policies and programs are backed by high-quality economic research.
Strategy	Analyze impacts of prospective trade agreements, using computable general equilibrium models as well as other economic techniques. Research global value chains to support implementation of the Global Commerce Strategy. Research the Canada-United States relationship and analyze the impact of trade commissioner services globally to support commercial program development. Research and produce Canada's International Market Access Report, an annual information tool on global market access issues. Research, produce and distribute Pocket Facts, a quick reference for trade statistics used within and outside the government, and maintain a website on international trade data. Research and produce the annual State of Trade publication, a report card on Canadian international trade and investment performance.
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	2008-2009	2009-2010	2010-2011
Total Planned Spending	140.0	125.2	124.8

Total Human Resources

Human Resources (FTEs)
Year	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.

Afghanistan

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

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	Provide liaison between federal, provincial and municipal police forces with regard to criminal acts that could occur within the diplomatic community. Liaise with the diplomatic community in Ottawa and across the country on security issues. Inform the diplomatic community of Canada's policies on privileges and immunities. Respond to requests for accreditation for foreign heads of missions and manage the accreditation process of all diplomatic and consular officers coming to Canada.
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	Organize and implement logistical aspects of visits abroad by the Governor General, the Prime Minister and international ministers, including high-level visits in connection with the 400th anniversary of Quebec City. Provide protocol advice for visits by foreign dignitaries to Canada and for official events, such as the Canada-European Union (EU) and Caribbean Community (CARICOM) summits in Canada.
DFAIT priority	Ongoing: 6.

Expected result	Increased understanding and visibility of Canada's economic environment among foreign heads of missions and their governments.
Strategy	Conduct two or three economic missions for foreign heads of missions in targeted Canadian cities and economic sectors, in partnership with provincial and municipal authorities. Conduct the annual tour of the North, providing access to the northern economy and culture for some 20 foreign heads of missions and facilitating better understanding of a major issue of Canadian foreign policy (Arctic sovereignty).
DFAIT priority	Ongoing: 2.

Expected result	Provinces and territories are engaged on matters of foreign affairs and international trade.
Strategy	Engage provinces and territories on matters of foreign affairs and international trade through FPT consultative mechanisms. Engage private sector and provincial and territorial stakeholders in key economic initiatives.
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	Implement a comprehensive communications plan, including creation of electronic information materials and speaking tours by Heads of Missions and departmental officials. Pursue advocacy among government, non-government, regional and international partners in order to explain key Canadian foreign and international trade policies and priorities. Implement the ADM Regional Champion Initiative to ensure senior-level outreach and engagement with Canadian public audiences and key stakeholders on key government and corporate priorities.
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	Conduct consultations to ensure regular and timely dialogue on international trade and investment issues between the department and stakeholders. Participate in the Export Development Canada (EDC) legislative review, which includes nationwide consultations with business and civil society on the economic and foreign policy implications of EDC's trade and investment programs. Advance Canada's economic interests through engagement in the aid and trade committees of the Organisation for Economic Cooperation and Development (OECD). Encourage public participation in eDiscussions at universities and through video interviews.
DFAIT priority	Ongoing: 1, 2; Key: 2, 3.

DIPLOMACY OUTSIDE OF CANADA

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	Ensure better coordination by the UN Secretariat and by UN bodies in the international effort to stabilize and reconstruct Afghanistan. Ensure that Canada's international human rights and humanitarian policy priorities and obligations are reflected in Canada's whole-of-government engagement in Afghanistan. Ensure continued high-level engagement by the G8 on Afghanistan. Ensure that the government's priorities on Afghanistan are reflected in future allocations of the International Assistance Envelope. Advance global debates on issues relevant to Afghanistan, such as democracy, human rights, the rule of law, conflict prevention and public safety. Provide legal advice in relation to the international Law of Armed Conflict, especially with respect to Afghan detainees and the status of forces in Afghanistan. Provide legal support to strengthen the Afghan government's capacity to establish the rule of law, increase access to justice, and protect and promote human rights.
DFAIT priority	Key: 1.

Expected result	Canadians' safety and security are strengthened in Afghanistan and border regions.
Strategy	Promote stability, security and reconstruction in Afghanistan and border regions, working with the United States, NATO/EU member states and regional bilateral partners. Encourage increased burden sharing among NATO and International Security Assistance Force member states, and increase support for the mission among the public, media and decision makers in key states. Improve border management capacity with Afghan and Pakistani officials. Support security, stability, democracy, human rights and the rule of law in Pakistan.
DFAIT priority	Ongoing: 1, 3; Key: 1.

Expected result	Canada's Afghanistan policies and programs are delivered bilaterally and multilaterally.
Strategy	Enhance engagement with key international partners and in multilateral and multinational forums, such as the UN, NATO, Regional Command (South), the G8 and the Joint Coordination Monitoring Board, to deliver on Canada's Afghanistan priorities. Ensure a strong focus on Afghanistan in the G8 and lay the groundwork for a high-profile Afghanistan focus during Canada's G8 presidency in 2010. Enhance coordination of allied efforts in Regional Command (South), particularly in areas such as security sector reform, border management and governance.
DFAIT priority	Key: 1.

Expected result	Canada's interests and relations with the United States are strengthened.
Strategy	Establish effective relationships with the post-2008 U.S. administration, congressional leaders, new legislators and key governors in the United States. Build alliances with U.S. stakeholders who support Canadian positions and rely on an efficient border. Resolve bilateral irritants or disputes at the federal and state levels (e.g. Western Hemisphere Travel Initiative, Animal and Plant Health Inspection Service). Seek U.S. government support for better management of bilateral export control issues, notably on the International Traffic in Arms Regulations (ITARs). Promote closer cooperation in North America to advance Canadian interests on energy and the environment, notably through implementation of the Montebello Security and Prosperity Partnership (SPP) commitments. Engage private sector and provincial stakeholders in key economic initiatives.
DFAIT priority	Ongoing: 1.

Expected result	Security, prosperity and good governance in Mexico are enhanced.
Strategy	Enhance Canada-Mexico cooperation on regional and global policy issues, notably human rights, indigenous issues, disarmament, UN reform and environmental policy Enhance bilateral cooperation in labour mobility, the environment, forestry, human capital, education, research and S&T links through the 2007 Canada-Mexico Action Plan. Advance cooperation in security, political-military relations and consular matters.⁸ Renew Canada-Mexico governance cooperation, focusing on Public Service integrity. Pursue the bilateral security agenda through political-military talks, whole-of-government policy consultations, and the Canada-Mexico Security Working Group. Revitalize the Canada-Mexico Partnership Working Group on Trade, Investment and Science & Technology.
DFAIT priority	Ongoing: 1.

Expected result	Canadian security and competitiveness are enhancedthrough a strengthened North American partnership.
Strategy	Promote North American collaboration on key issues (e.g. avian and pandemic influenza, regulatory cooperation, intellectual property protection, cooperation in energy, science and technology, product import safety, emergency management and smart/secure borders). Implement the Montebello Security and Prosperity Partnership (SPP) commitments. Protect and enhance North American competitiveness, including through gateways and trade corridors and cost-effective cargo supply chains. Strengthen North American cooperation in support of security and democracy in Haiti.
DFAIT priority	Ongoing: 1.

Expected result	High-level strategic partnerships In Latin American and Caribbean countries are developed and strengthened.
Strategy	Facilitate an increase in high-level visits to and from Latin American and Caribbean countries and participation in key events in the region. Develop deeper partnerships with selected countries in the region. Maintain a sustained leadership role in the stabilization, reconstruction and long-term development of Haiti. Enhance Canadian representation and capacity building in key countries in Latin America and the Caribbean.
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

Negotiate and implement free trade agreements as well as associated Environmental and Labour Cooperation agreements with Peru, Colombia, CARICOM and the Central America Four (El Salvador, Guatemala, Honduras and Nicaragua).
Expand networks and deepen partnerships in the areas of scientific and technological research.
Conclude bilateral Youth Mobility Agreements and promote market-driven technical and vocational training.
Mobilize and reinforce Canadian business assets in Canada and the region.
Advance corporate social responsibility and promote best practices in the extractive sector.

Security

Improve regional cooperation and mutual legal assistance in crime and drug prevention.
Promote justice and institution building initiatives to support the peace process in Colombia.
Enhance peace and security in Haiti by improving coordination and collaboration with key hemispheric partners.
Strengthen regional and national capacities to address health (HIV) issues and enhance natural disaster response capacity through the Pan-American Health Organization (PAHO).

Freedom, democracy, human rights and rule of law

Establish mechanisms to share governance models and leverage best practices to address key economic, democratic and social issues in the region.
Help strengthen accountability and transparency of public institutions in the region.
Engage like-minded partners in the Americas on advancing democracy promotion and human rights.
Build leadership capacity in the Caribbean through technical assistance and knowledge sharing.

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	Enhance Canada's presence and voice in multilateral regional forums such as the Organization of American States (OAS). Leverage existing partnerships and actively pursue new leadership opportunities in multilateral forums, such as the Inter-American Development Bank, the OAS and the Caribbean Development Bank. Support Peru as host of APEC 2008 to ensure an effective summit that delivers on key areas of interest to Canadians. Promote sustainable energy security in the hemisphere through bilateral and multilateral forums. Promote negotiation of a legally binding agreement on sustainable forest management amongst regional partners.
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

Contribute to the revived peace process by coordinating with the United States and the EU, providing stewardship of the Palestinian refugee issue, urging and assisting the Palestinians to pursue social, economic and security reforms, and providing electoral support.
Support democratic development, governance and human rights in the broader Middle East and North Africa, as well as stability and governance in Iraq, Iran and Lebanon.
Work with international and regional partners, including the United States and the EU, on non-proliferation, disarmament, and counterterrorism activities.

Asia

Make the Canada-China bilateral dialogue and advocacy on human rights a more effective, results-based mechanism.
Position Canada as an interlocutor with China on global and multilateral issues, including in Africa and in Latin America and the Caribbean.
Work with India to promote shared democratic values.
Support governance, human rights and the rule of law in Burma.
Exercise Canadian leadership in the Association of Southeast Asian Nations (ASEAN) on counterterrorism, health, security, pluralism, gender equity and sustainable development.

Africa

Contribute to international responses in Sudan, Democratic Republic of Congo and Great Lakes region, northern Uganda, Zimbabwe and Somalia, including through support for African peacekeeping.
Promote implementation by African leaders and governments of the principles of the New Partnership for Africa's Development (NEPAD).

Europe

Promote democracy, good governance and human rights in Russia, Ukraine, Belarus and the western Balkans.
Pursue efforts with the EU to foster democratic governance internationally and exchange best practices in relation to pluralism and integration.
Pursue anti-crime and counterterrorism cooperation and information sharing with EU member states' law enforcement, intelligence and public safety agencies.

DFAIT priority

Ongoing: 1, 3, 4; Key: 2, 3.

Expected result	Improved ability to combat terrorism and international crime.
Strategy	Improve the international record for signature and ratification of key international counterterrorism and international crime instruments. Lead efforts to implement UN conventions and protocols on transnational organized crime and corruption. Deliver the Counter-Terrorism Capacity Building Program to provide counterterrorism capacity-building assistance to key partner developing states. Deliver the international aspects of the new National Anti-Drug Strategy through increased advocacy and ongoing public safety programming internationally.
DFAIT priority	Ongoing: 3.

Expected result	Canada's interests and values are advanced in multilateral forums.
Strategy	Advance democracy and human rights at the 2008 Francophonie Summit. Seek international support for Canada's position that large, newly emerging economies such as China and India take on verifiable targets for reducing greenhouse gas emissions under a post-2012 climate change agreement. Pursue multilateral negotiations on non-proliferation, peaceful uses of nuclear technology and disarmament. Address the evolving international security agenda through Canadian leadership in multilateral defence and security forums. Advance issues and initiatives in the G8 to promote Canadian peace and security priorities. Support the capability of NATO, the OSCE, and the UN and its agencies to deliver on key security, defence, crisis management, arms control and disarmament issues. Engage major emerging markets on priority issues on multilateral institutions and processes (e.g. G8, OECD, international financial institutions, regional development banks). Work with the new Secretary-General of the Commonwealth to advance Canadian priorities.
DFAIT priority	Ongoing: 3, 4.

Expected result	Phased implementation of the Global Commerce Strategy is managed effectively.
Strategy	Implement the Global Commerce Strategy by boosting Canadian participation in global investment and innovation networks; deepening Canadian access to global markets and networks; and better connecting Canadian companies to global opportunities. Ensure efficient movement of goods, services, capital and travellers across the Canada-United States border by enhancing the North American commercial relationship. Leverage Canada's negotiating position by highlighting Canadian and North American advantages, such as a knowledge-based economy, competitive fiscal policy framework and program incentives, infrastructure facilities (e.g. the Asia-Pacific Gateway and Corridor as the best transportation network) and the North American investment and innovation networks.
DFAIT priority	Ongoing: 1, 2; Key: 2, 3.

Expected result	The North American trade relationship is strengthened.
Strategy	Manage the Softwood Lumber Agreement to maintain a stable relationship with the United States and a predictable environment for exporters. Seek to remove existing trade impediments within the NAFTA and foster the freer flow of goods, capital and services in North America. Work with NAFTA countries to collaborate on trade initiatives with other countries. Further liberalize the NAFTA rules of origin. Ensure effective management of the NAFTA Chapter 19 dispute resolution system and Chapter 11 investment cases. Pursue labour mobility related issues with Mexico. Implement the Regulatory Cooperation Framework endorsed by Canada, the United States and Mexico at the 2007 Montebello Summit.
DFAIT priority	Ongoing: 1, 2; Key: 2.

Expected result	Multilateral trade policy objectives are pursued effectively.
Strategy	Seek successful conclusion of the WTO Doha Round of multilateral trade negotiations. Advance international trade and investment policy objectives at various multilateral and regional forums (e.g. WTO, OECD, APEC, G8). Use the WTO accession negotiations to advance Canadian trade interests and the rule of law in acceding countries such as Russia, Kazakhstan and Algeria. Use the WTO to monitor implementation of obligations under various agreements, review members' trade policies and practices, and participate in the dispute settlement system.
DFAIT priority	Ongoing: 2, 4; Key: 2, 3.

Expected result	Market access and promotion and protection of Canadian trade and investment are improved.
Strategy	Seek progress in foreign investment promotion and protection agreement (FIPA) negotiations with China, Vietnam, Indonesia, Mongolia and Kuwait. Engage Russia in negotiations to upgrade the existing FIPA. Negotiate investment protection with countries in Southeast Asia, Africa, South America, Central Asia and the Caribbean. Conclude and implement free trade agreements with Peru, Colombia, South Korea and, possibly, Singapore and the Central America Four (El Salvador, Guatemala, Honduras and Nicaragua). Negotiate new air transport agreements and expand existing bilateral air agreements, focusing on markets in the Asia Pacific, Latin America and Europe. Deepen regulatory cooperation with the European Union, within NAFTA, and with Japan.
DFAIT priority	Ongoing: 2; Key: 3.

Expected result	Canadian negotiating positions are advanced through legal advice and advocacy.
Strategy	Provide legal advice and advocacy on trade and investment agreements and negotiations (e.g. WTO rulings, WTO Doha Development Agenda negotiations, free trade and FIPA negotiations, NAFTA tribunals and rulings).
DFAIT priority	Ongoing: 2.

INTERNATIONAL OPERATIONS AND PROGRAMS

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	Promote signature and ratification of key international counterterrorism and international crime instruments. Lead efforts to implement UN conventions and protocols on transnational organized crime and corruption. Deliver the Counter-Terrorism Capacity Building Program in providing assistance to key partner developing states. Deliver the international aspects of the new National Anti-Drug Strategy through increased advocacy and public safety programming.
DFAIT priority	Ongoing: 3.

Expected result	Canada's interests and influence are advanced through targeted public diplomacy and advocacy programs.
Strategy	Promote partnerships, cooperation, knowledge transfer and understanding via a new Canadian Studies program ("Understanding Canada") and a new approach to scholarships (e.g. student exchange programs and postdoctoral research fellowships). In the lead-up to the 2010 Olympics in Beijing, use public diplomacy and advocacy programming at the BC-Canada Pavilion to showcase Canadian culture, values, expertise and innovation. Ensure coordination among provincial and federal stakeholders (such as the Canada Council and Canadian Heritage) as well as Canada's missions abroad and international networks in education and cultural activities.
DFAIT priority	Key: 2, 3.

Expected result	Canada's peace and security-related programming is implemented.
Strategy	Effectively use the Stabilization and Reconstruction Task Force (START) to support Canada's priorities in Afghanistan, such as rule of law (policing, corrections and justice); good governance; human rights; Pakistan-Afghanistan cooperation, with an emphasis on border management; mine action; and controlling small arms and light weapons. Manage delivery of resources to enhance Afghan capacity to identify and interdict terrorist activities and to support Afghan national counter-narcotics strategies and regional efforts. Contribute to security system reform in Haiti to re-establish the rule of law. Provide infrastructure and deployment of police officers and correctional officers to the United Nations Stabilization Mission in Haiti (MINUSTAH). Build Haitian capacity to manage borders and migration by providing legislative technical assistance, infrastructure, training and equipment. Support the Haitian National Commission for Disarmament, Dismantlement and Reintegration to reduce violence at the community level. Support conflict prevention, peacebuilding, and security initiatives and priorities in Colombia. Enhance the Counter-Terrorism Capacity Building Program in targeted Caribbean and Latin American states. Improve operational capacity to respond rapidly to natural and human-made crises. Use the Global Peace and Security Fund to support conflict prevention, crisis response, post-conflict peacebuilding, civilian protection and stabilization activities where Canadian interests are implicated (e.g. Afghanistan, Haiti, Sudan).
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	Implement Canada's G8 commitments through the Global Partnership Program to reduce threats through chemical weapons destruction; nuclear-powered submarine dismantlement; nuclear and radiological security; redirection of former weapons scientists; and biological non-proliferation.
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	2008-2009	2009-2010	2010-2011
Total Planned Spending	1,068.1	1,043.2	981.3

Total Human Resources

Human Resources (FTEs)
Year	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.

Lebanon evacuation, 2006

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

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	Expand Canada's global commerce network in China, India and the Americas (particularly Brazil and the Andean region) to meet growing business demands and opportunities. Establish new trade offices in China, India, Brazil and Mongolia. Ensure that Canadians can participate in global market opportunities by implementing country and regional market plans associated with the Global Commerce Strategy. Address Canadian objectives relating to international corporate social responsibility (CSR), including improving capacity to intervene effectively on CSR issues; creation of a public-private CSR centre; and engagement on CSR issues with Canadian industry and Canadian and international organizations. Develop, jointly with Export Development Canada and the Canadian Commercial Corporation, support for Canadian industry on overseas, government-to-government infrastructure projects. Identify opportunities in North America for Canadian first-time exporters, including small and medium-sized enterprises.
DFAIT priority	Key: 2, 3, 4.

Expected result	Canada's domestic and worldwide commerce network is integrated.
Strategy	Complete the integration of domestic regional offices into Canada's worldwide commerce network. Add four regional offices in areas with high demand for international commerce services. Provide support that integrates the trade, investment and innovation interests of business. Support Canadian industry's participation in global value chains.
DFAIT priority	Ongoing: 5.

Expected result	Canada's operations, business services and performance management commerce network are supported.
Strategy	Improve key electronic platforms and other systems essential to deliver services to Canadian business clients. Upgrade and enhance the Virtual Trade Commissioner (VTC) and the TRIO client relationship management system to better serve the Canadian business community worldwide. Incorporate an online client survey capability to provide client feedback on the department's services. Ensure more efficient business support services by reviewing and updating information and management systems (e.g. the intranet site Horizons). Ensure governance and accountability consistent with Government of Canada expectations in the renewal of the $6 million Client Service Fund.
DFAIT priority	Ongoing: 5.

Expected result	Timely and accurate trade policy advice is provided to Canadian Businesses and other stakeholders.
Strategy	Improve market access for Canadian businesses and other stakeholders and promote international trade and investment within North America and around the world. Assist Canadian traders in responding to challenges under international law in Canada and other countries.
DFAIT priority	Ongoing: 2, 5; Key: 2, 3.

INVESTMENT, INNOVATION AND SECTORS

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	Improve Canada's investment climate through FDI policy advocacy. Implement proactive investment promotion and systematic targeting of key companies in priority sectors where Canada has a competitive advantage. Collaborate with partners to provide aftercare services to key investors. Support capacity building among partners through training, knowledge management and the Community Investment Support Program.
	Ongoing: 2; Key: 2, 3, 4.

Expected result	Canadian business competes successfully for global opportunities.
Strategy	Link specific business opportunities identified by missions abroad with Canadian companies capable and interested in pursuing the leads. Develop and coordinate with Export Development Canada and the Canadian Commercial Corporation new international financing facilities to address the needs of small and medium-sized Canadian businesses, including support for outward investment and infrastructure opportunities.
DFAIT priority	Ongoing: 1, 2.

Expected result	Canada is successfully promoted as a globally competitive business location and partner for investment and innovation.
Strategy	Market and promote Canada's Asia-Pacific Gateway and Corridor internationally. Raise Canada's visibility as a dynamic and competitive investment location by producing and distributing sector-specific marketing tools and products; engaging "investment champions" to promote Canada's sector advantages to foreign investors; and leveraging signature events, including the 2010 Olympics.
DFAIT priority	DFAIT priority Ongoing: 1, 2; Key: 2, 3.

Expected result	Canadian-based firms have access to international S&T.
Strategy	Implement a Global Innovation Strategy to provide tools, services and support to Canadian-based firms to enhance access to international innovation-driven collaboration.
DFAIT priority	Ongoing: 5.

EXPORT/IMPORT PERMITS

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	Improve the export and import permit software to enhance client service. Process export permit applications to ensure timely, competitive and fair market access for Canadian exporters while fully respecting Canadian foreign policy priorities, international commitments and obligations (e.g. United Nations trade sanctions). Use multilateral export control regimes to advance Canadian interests concerning export controls on military goods, strategic dual-use goods, biological, chemical and nuclear goods, as well as missile technology and weapons of mass destruction. Increase bilateral and trilateral cooperation and raise the profile of the "North American platform" as a common competitive advantage in global commerce.
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	2008-2009	2009-2010	2010-2011
Total Planned Spending	332.1	296.4	247.2

Total Human Resources

Human Resources (FTEs)
Year	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.

Lebanon evacuation, 2006

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)

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	Update the Travel Information Program every six months to ensure that travel information on the website stays current and accessible. Increase print runs of key consular publications, including Bon Voyage, But..., to meet increasing demand. Expand distribution of departmental publications (e.g. through Passport Canada, members of Parliament, Service Canada outlets). Increase reach of advertising and outreach through all media. Improve and upgrade the departmental website. Increase stakeholder consultation through the creation of a Consular Advisory Board.
DFAIT priority	Ongoing: 5.

Expected result	Canadians and Canadian interests are protected during times of crisis.
Strategy	Create a rapid deployment team and additional emergency capacity to respond to large-scale crises (natural and man-made) affecting Canadians abroad. Establish an Emergency Management Office within DFAIT during crises to ensure that headquarters and missions are equipped and prepared to respond to emergencies and support the government's emergency response management. Create a civilian capacity within the federal government to reinforce consular and emergency response in the Operations Centre and abroad. Create a state-of-the-art Operations Centre to improve the department's infrastructure for the management of crises.
DFAIT priority	Ongoing: 5.

Expected result	Canadians in Canada have improved access to consular services.
Strategy	Increase the number of staff providing consular services at headquarters. Develop a clear "path of escalation" for passport-related issues originating abroad. Use the Canada-Mexico rapid response consular mechanism to ensure timely action on difficult and high-profile consular cases in Mexico.
DFAIT priority	Ongoing: 5, 6.

CONSULAR SERVICES OUTSIDE OF CANADA (MISSION-PROVIDED SERVICES)

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	Increase the number of staff providing consular services at Canadian missions abroad. Increase the number of honorary consuls in key travel destinations, specifically where there is currently no consular point of service. Explore the creation of regional consular and emergency response "hubs" at missions abroad.
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	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.

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	Implement security and intelligence software to strengthen verification of identity before issuance of a Canadian passport and investigation of special cases. Implement facial recognition technology to identify persons by their unique facial features to reduce fraud in the passport entitlement process. Launch a pilot version of the e-passport, which includes an electronic chip containing information from the passport data page. Further strengthen the security continuum, from identity verification to passport printing, through new security officer staff.
DFAIT priority	Ongoing: 5.

Expected result	Passport services are made more convenient for Canadians.
Strategy	Develop a new model to modernize and support passport service delivery for Canadians, based on fuller use of technology such as the Internet. Participate in critical national and international policy issues, such as the government's policy response to the WHTI and alternative travel documents. Expand the renewals program and change the guarantor policy to include applications from the United States and missions abroad. Expand the network of receiving agents and the scope of services they provide to facilitate better access for the Canadian public. Implement improved line management technology for walk-in offices. Implement two-dimensional barcode technology for applications submitted via the Internet.
DFAIT priority	Ongoing: 5.

Expected result	Improved service to Canadians through infrastructure improvement.
Strategy	Implement activity-based management to give the precise cost of Passport Canada products and services and to help managers allocate resources more effectively in the face of increased demand. Acquire greater printing capacity to increase the speed of the delivery process. Replace the central database for the issuance system and stabilize the IT infrastructure to support a new issuance system.
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	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

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	Negotiate with partners an updated Interdepartmental MOU on Common Services by April 1, 2009. Implement and refine an automated costing framework for common services abroad. Implement a mission client satisfaction survey to enhance performance measurement. Produce the Annual Report on Canada's Network Abroad. Use survey results to improve common services delivery at headquarters and missions
DFAIT priority	Ongoing: 6.

Expected result	Human resources (HR) services at headquarters and overseas support Canada's representation abroad.
Strategy	Produce an integrated HR business plan. Develop HR plans for locally engaged staff (LES). Revise the delivery model for LES services. Update LES handbooks at missions to reflect changing conditions and labour market trends. Develop resourcing and development strategies for key occupational groups.
DFAIT priority	Ongoing: 6.

Expected result	Financial activities at missions abroad are monitored and controls are strengthened.
Strategy	Modernize DFAIT's financial management and internal control structure, business processes and financial management delivery model. Provide support to regional financial advisers. Establish stronger direction for financial activities at missions. Develop and implement a risk-based model to manage international operations.
DFAIT priority	Ongoing: 6; Key: 4.

HEADQUARTERS-BASED INFRASTRUCTURE AT MISSIONS ABROAD

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	Engage program owners and partners in information management and technology investment decisions relating to the platform abroad. Apply effective, integrated and standard information and technology solutions to improve business processes at missions abroad. Strengthen information management and knowledge services to support policy advice and input from the department's missions abroad. Maintain reliable, cost-effective and agile connectivity, information management and technology infrastructure to support the platform abroad.
DFAIT priority	Ongoing: 6.

Expected result	The accommodation infrastructure at missions is managed to meet government and departmental priorities.
Strategy	Manage effectively and efficiently the refurbishment, leasing or construction of office and residential accommodation at missions abroad. Ensure major projects under way in 2008-2009-such as the acquisition of a site for the permanent embassy facility in Moscow, renewed facilities in London and Paris, new chanceries in Mexico and Dhaka, and new leased facilities in New York-reflect government and departmental priorities. Improve physical security and the seismic integrity of departmental facilities abroad. Manage accommodation infrastructure efficiently, while ensuring alignment with government and departmental priorities.
DFAIT priority	Ongoing: 6.

Expected result	Missions are secure, personnel are safe, and assets and information are protected at missions abroad.
Strategy	Perform regular on-site security inspections (physical and personal safety, information technology and technical) to adequately protect Canada's missions abroad. Review intelligence with like-minded countries. Develop and implement standards for physical protection, with special emphasis on blast mitigation. Develop and implement policies and practices to secure and protect personnel, information and assets at missions abroad. Provide missions with upgraded security services and training.
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	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

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	Ensure prudent utilization of public funds and proper stewardship of resources and assets at missions abroad. Improve management and administrative policies, processes and practices related to mission operations, financial management and control, administration of human resources including locally engaged employees, and property resources, while maintaining and safeguarding information technology and communications infrastructure, and ensuring the security of mission premises and safety of personnel. Modernize procurement, asset management, and administrative procedures and systems to realize efficiencies.
DFAIT priority	Ongoing: 6.

Expected result	Departmental and partner programs and activities are successfully supported at missions abroad.
Strategy	Ensure maintenance of a mission network of infrastructure and services to enable and support Canada's representation abroad. Deliver cost-effective, value-for-money services to all mission programs in accordance with government service standards, while taking into account local conditions and host country laws and regulations.
DFAIT priority	Ongoing: 6.

MISSION-BASED INFRASTRUCTURE AT MISSIONS ABROAD

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	Engage program owners and partners in information management and technology investment decisions, in accordance with departmental and government priorities. Seek opportunities to apply effective, integrated information and technology solutions to maximize the value, cost-effectiveness and sustainability of operations and services at missions abroad. Deploy secure global communications and other mechanisms at missions abroad to enable rapid recovery from disasters and emergencies and ensure Government of Canada security. Maintain reliable, cost-effective and agile connectivity and information management and technology infrastructure at missions abroad.
DFAIT priority	Ongoing: 6.

Expected result	Government resources support Canada's objectives in Afghanistan.
Strategy	Support coordination of Canada's mission in Afghanistan through the Embassy in Kabul. Establish a civilian representative of Canada in the Kandahar office with sufficient staff to ensure coordination between Kabul- and Kandahar-based activities. Increase service levels to Canadian companies through the Embassy in Kabul.
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)
Year	2008-2009	2009-2010	2010-2011
Total Planned Spending	541.1	541.2	539.9

Total Human Resources

Human Resources (FTEs)
Year	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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Section II Analysis of Program Activities by Strategic Outcome

2.1 Introduction

2.2 Strategic Outcome #1: Canada's International Agenda

2.2.1 Program Activity #1: International Policy Advice and Integration

2.2.2 Program Activity #2: Diplomacy and Advocacy

2.3 Strategic Outcome #2: International Services for Canadians

2.3.1 Program Activity #3: International Commerce

2.3.2 Program Activity #4: Consular Affairs

2.3.3 Program Activity #5: Passport Canada

2.4 Strategic Outcome #3: Canada's International Platform

2.4.1 Program Activity #6: Canada's International Platform: Support at Headquarters

2.4.2 Program Activity #7: Canada's International Platform: Support at Missions Abroad