Treasury Board of Canada Secretariat
Symbol of the Government of Canada

ARCHIVED - Canadian International Development Agency

Warning This page has been archived.

Archived Content

Information identified as archived on the Web is for reference, research or recordkeeping purposes. It has not been altered or updated after the date of archiving. Web pages that are archived on the Web are not subject to the Government of Canada Web Standards. As per the Communications Policy of the Government of Canada, you can request alternate formats on the "Contact Us" page.


This section provides information on how each of the five program activities in CIDA's Program Activity Architecture listed below supports the Agency's strategic outcomes and expected results.

CIDA's Program Activity Architecture

CIDA's Program Activity Architecture

Strategic Outcome 1: Together with other donors, Canada pursues the achievement of development goals that collectively aim at reducing poverty. CIDA's development goals are aligned with Canada foreign policy priorities.

Strategic Outcome 2: Canadians are involved in international development through government, non-government, private sector and volunteerism. Canadians make a valuable contribution to international development, through their financial and in-kind support, resourcefulness, innovative ideas, and commitment.

These outcomes are mutually reinforcing, reflecting the interdependency of achievement of development goals and Canadian citizens support. They are supported by five program activities that are defined in terms of CIDA partnerships with countries of concentration, fragile states and countries in crisis, selected countries and regions, institutions, and Canadian citizens.

2.1 Countries of concentration

Program Activity Description
This program activity involves engaging in long-term development assistance programming in countries of concentration to enhance their capacity to achieve development goals. Such programming involves direct contacts between CIDA and recipient countries and is developed through consultation and cooperation with partners internationally, in Canada and in these countries. Initiatives include various country programs, projects and development activities as well as policy dialogue.
Expected Result Selected Performance Indicators
Enhanced capacity of countries of concentration to achieve development goals
  • Progress towards the MDGs
  • Level of democratic governance
  • Existence of an effective government poverty reduction strategy, reflected in budgeting decisions and long-term resource framework
  • Alignment of CIDA country strategies and institutional support to the country’s national development plan
Human Resource Requirements, 2008-09 Financial Requirements, 2008-09
570 Full Time Equivalents $967,821,000

Well performing institutions and the capacity to take over and own development efforts is essential to the sustainability and effectiveness of aid. At the heart of CIDA’s efforts with its long-term partners is ensuring that capacity exists within formal institutions and civil society to achieve development results. CIDA supports countries of concentration to manage and reach their development goals in a coordinated and harmonized fashion, based on the principles of the Paris Declaration on Aid Effectiveness. Thus, Agency priorities are determined by the national development plans or poverty reduction strategies of the recipient countries, while fostering improved governance in support of the country’s development.

Plans and Priorities

Expected Result: Enhanced capacity of countries of concentration to achieve development goals

Development is the result of the combined efforts of donors, recipient governments and citizens. Results are achieved and witnessed on the ground. The following highlight a sample of programs in the pursuit of concrete and sustainable development results in countries of concentration.


Development challenges
Africa faces the greatest challenges in reaching the MDGs; despite consistent annual growth rates of 5 per cent or more in recent years, poverty is still a serious problem across the continent. The satisfaction of the most basic needs (e.g., food security, health, education) and the basic infrastructure for economic development remain enormous and long-term challenges. Gender inequality, weak public sector institutions, corruption, limited citizen participation, ongoing armed conflict and climate change continue to pose barriers to progress. Nevertheless, most of CIDA's countries of concentration are on the road to becoming stable and effective democracies that are able to respond to the development priorities of their populations, and several will meet a number of the MDG targets in poverty reduction and education.


Sectors of Focus
  • Governance
  • Food Security and Agriculture (PSD, Environment, Health)
  • Water and Sanitation (Environment, Health)
Cross-cutting themes
  • Equality between women and men
  • Environmental Sustainability

Ghana is a stable democracy with a strong economic growth and poverty reduction record. The percentage of people living below the national poverty line dropped from 51.7 in 1991-92 to 28.5 in 2005-06. Its current challenge is to accelerate economic growth and share the benefits more equitably. Other challenges include increasing access to food security and sanitation services, the latter of which is currently at 18 per cent across the country. Canada is a signatory, along with most of the major donors in Ghana, of a Joint Assistance Strategy that coordinates aid and harmonizes it with Government of Ghana practices.

Plans and Priorities

  • Increase the effectiveness of national and local governments and delivery of essential services by supporting the implementation of Ghanaian policies for decentralization, public sector reform and public financial management. In 2008-09 CIDA is focusing on helping integrate gender equality considerations into the national budget and increasing participation of women's organizations in the December 2008 national election.
  • Increase food security by supporting farmers and rural communities to improve their income and livelihoods through projects such as the Community Driven Initiatives in Food Security ($12 million/5 years); as well as supporting the Government's target of annual agriculture growth and development of 6 per cent through funding the Food and Agriculture Budget Support projects ($20 million/year for 5 years).
  • Bring access to sustainable water supply and sanitation services to more people, particularly in Ghana's north, through projects such as the Northern Region Water Project and the Northern Region Small Towns Project ($30 million/7 years).


Sectors of Focus
  • Education
  • Agriculture and rural development (PSD, Health, Education, Environment)
  • Health and HIV/AIDS
  • Governance
Cross-cutting themes
  • Equality between women and men
  • Environmental Sustainability

Mozambique has been a major African success story in post-conflict resolution and rehabilitation. It is endowed with vast and relatively untapped natural resources and it has achieved an annual economic growth rate of 8.2 per cent. However, Mozambique is still one of the poorest countries on earth and it faces serious constraints to development, including HIV/AIDS, pronounced inequality between women and men, vulnerability to drought and flooding, income and regional disparities, and the lack of capacity in all levels and sectors of government.

Plans and Priorities

  • Support the education system including funding quality gender- and HIV/AIDS-sensitive textbooks and teacher manuals for about 4.8 million primary students and 75,000 teachers ($15 million in 2008-09) and strengthening the capacity of the Ministry of Education including the management of the supply of textbooks throughout the country.
  • Increase annual growth in agriculture by 5 per cent per year by helping more than 200,000 farmers improve farming methods and providing specific support to the areas with the most needs.
  • Support the Government of Mozambique's response to the HIV/AIDS epidemic by strengthening the health system, including governance, financing, human resources for health, and health service delivery at the community level.


Sectors of Focus
  • Basic social services (Education, Health)
  • Increasing household income (PSD, Health)
  • Governance
Cross-cutting themes
  • Equality between women and men
  • Environmental Sustainability

Mali is a democratic country with a strong civil society and a culture that favours tolerance and respect for human rights. The country plays a lead role in Africa in human rights, regional integration, and peace and security initiatives. However, Mali has significant development challenges: 72.1per cent of its population lives on less than US$2 a day, 76 per cent of adults are illiterate, and life expectancy is 48 years.

Plans and Priorities

  • Reduce the mortality rate of children under five years old from 229 per thousand live births in 2001 to 211 in 2009 by contributing $20 million and technical support towards Mali's Ten-year Health and Social Development Implementation Program.
  • Increase the textbooks-to-students ratio in primary school from 1.4 to one student in 2004 to 2 textbooks to one student in 2009, through the procurement and distribution of 1.8 million textbooks for the value of $20 million in 2008-09.
  • Strengthen the strategic planning and communication capacities of Mali's Office of the Auditor General and develop new auditing guides and procedural documents.
  • Improve food security and revenues of women and men through support to the production, processing and marketing of key cash crops


Development challenges
In Asia, there is an increasing trend towards democratic governance and reform. Bangladesh and Vietnam are systematically attacking corruption and strong progress has been made in decentralization in Vietnam. Economic growth is strong in Vietnam, which is expected to reach middle-income status by 2010. Indonesia has recovered from the late 1990s financial crisis to maintain its middle-income status. However, significant pockets of poverty continue to exist even in growing economies and the last several years have seen major natural disasters in Indonesia, Pakistan and Bangladesh. Pakistan and Afghanistan continue to be politically unstable with serious implications for broader regional security in Asia and the Middle East.


Sectors of Focus
  • Social Development (Health & Education)
  • Governance
  • Private Sector Development
Cross-cutting themes
  • Equality between women and men
  • Environmental Sustainability

Bangladesh is the most populous of the world's least developed countries and also one of the poorest. Yet, for over a decade, Bangladesh has made important economic gains with Gross Domestic Product growth averaging just below 6 per cent per year. It has a vibrant civil society, a rapidly growing private sector, and an outspoken and free press. Among Bangladesh's challenges are: poor quality health and education services and unequal access to those services especially by the poor and women; continuing incidence of under-nutrition in children, especially girls; and weak institutional capacity for the rule of law and protection of human rights.

Plans and Priorities

  • Strengthen government capacity for transparent, accountable, rights- and gender-responsive public services; increase civil society capacity to influence public decision-making, monitor government performance, and promote human rights, democratic development and rule of law; and support electoral and legal-judicial reform through, for example, the Fair Election and Institutional Reforms Project ($1 million in 2008-09).
  • Strengthen public health care systems and capacity of government, non-government organizations and private sector institutions to deliver integrated primary health care services including support for the national distribution of drugs and vaccines ($3.6 million in 2008-09).
  • Enhance the administrative framework and institutions for expanded delivery of basic education services, particularly to poor and vulnerable groups, through support to a 6-year multi-donor primary education program that will educate 16 million children in 65,000 schools, train 66,000 teachers, print 75 million text books and dig 4,700 tube-wells ($4 million in 2008-09).


Development challenges
In the Americas, despite strong economic growth in the hemisphere, CIDA's countries of concentration continue to experience high poverty levels, a significant gap between rich and poor, growing criminality and gang violence in urban centres, unstable political environments, and lack of a professional civil service. The Caribbean is susceptible to natural disasters and vulnerable to globalizing markets and the loss of traditional industries. The strategic objective for greater regional cooperation will help reduce this vulnerability. Meanwhile, polarization is hindering cooperation at the hemispheric level, but dialogue continues.


Sectors of Focus
  • Institutional Strengthening, Gender Equity / Oil & Gas (Governance)
  • Efficiency / Access Primary Health Care (Health)
  • Institutional Strengthening of Water & Sanitation (Health)
Cross-cutting themes
  • Equality between women and men
  • Environmental Sustainability

Bolivia is South America's poorest country where 42 per cent of the population lives on less than $2 per day. Less than 14 per cent of the poor have basic sanitation, and infant mortality rates are three times the Latin American average. Deep social, ethnic inequity is a major obstacle to poverty reduction efforts. In the past two years, Bolivia has profited from increasing worldwide energy prices and has channeled most of the increased tax revenue into much-needed investments to improve health, education and local economic development. At the same time, Bolivia's political instability, as well as its weak institutional capacity continues to slow down progress on poverty reduction.

Plans and Priorities

  • Increase access to basic services such as health care, education and electoral processes by ensuring that Bolivians in the most marginalized areas are in the civil registry and have formal identification.
  • Improve the capacity of Bolivian institutions, such as the Auditor General, the Ombudsman and the electoral machinery, that are key to any transparent, effective democracy. The Bolivia Hydrocarbon Regulatory Assistance Program is helping Bolivia to increase royalties and taxes for use in poverty programs.
  • Expand CIDA's work on equality between women and men and women's rights to include grassroots local organizations.
  • Support the Government's Zero Malnutrition Program to reduce by half the prevalence of malnutrition in 103,384 children under five and 20,523 pregnant women, and to ensure access to improved water and sanitation services for 465,945 people, equivalent to 70 per cent of the targeted population.
  • Provide emergency support to regions affected by torrential floods.


Development challenges
These are diverse regions with varying levels of economic performance, poverty and social needs. The benefits of economic growth are often unevenly distributed and pockets of significant poverty persist. In Ukraine, for example, economic growth continues to be largely uneven across economic sectors and regions.


Sectors of Focus
  • Governance
  • Private Sector Development (PSD)
Cross-cutting themes
  • Equality between women and men
  • Environmental Sustainability

Since independence in 1991, Ukraine has taken important steps toward institutionalizing democracy, engaging civil society, developing a multi-party system and transforming from a centrally planned to a market economy. Periods of political uncertainty in Ukraine have affected the pace of change. Governance reforms remain an important part of Ukraine's democratic transformation. These include strengthening the rule of law and improving the ability of certain key institutions to perform their functions in a more transparent, inclusive and efficient manner. Efforts are underway to improve the enabling environment for business in Ukraine and increase the competitiveness of small and medium sized enterprises, including in rural parts of the country.

Plans and Priorities

  • Support civil service reform through the Civil Service Reform Project ($1.7 million in 2008-09); improve court administration procedures and judicial independence through the Canada-Ukraine Judicial Cooperation Project ($1.4 million in 2008-09); and build on previous projects to enhance public policy development and implementation.
  • Contribute towards well-functioning, viable market systems for agriculture including the development of agri-insurance products to serve as an example for agribusiness supply chains through the Agri-Insurance Development Project ($1.8 million in 2008-09).

2.2 Fragile States and Countries Experiencing Humanitarian Crisis

Program Activity Description
This program activity involves programming development and/or humanitarian assistance in fragile states and/or countries experiencing humanitarian crisis to reduce vulnerability of crisis-affected people and restore capacity of public institutions and society, through different means: government-wide responses, using a variety of mechanisms to respond to the many specific needs and risks or timely and effective action. In both cases, partnerships with institutional organizations offer flexibility and expertise to provide adequate responses.
Expected Result Selected Performance Indicators
Reduced vulnerability of crisis-affected people
  • Prevalence of acute malnutrition
  • Level of personal and community protection
Restored capacity of public institutions and civil society
  • Development of national poverty reduction strategies, including sector priorities
  • Level of availability of key public services
Human Resource Requirements, 2008-09 Financial Requirements, 2008-09
368 Full Time Equivalents $611,209,000

Canada endorses the OECD's Principles for Good International Engagement in Fragile States, which state that "political, security, economic and social spheres are interdependent: ... a 'whole-of-government' approach is needed, involving those responsible for security, political, and economic affairs... development aid, and humanitarian assistance." Canada's engagement in fragile states involves all aspects of Canada's foreign policy in a closely coordinated effort to ensure that all elements reinforce and support one another during and after the crisis. CIDA collaborates with other government departments, such as DFAIT, the Department of National Defence, Corrections Canada and, the RCMP, as well as a range of other donors and multilateral organizations.

In countries experiencing humanitarian crises where the need to save lives and alleviate suffering exceeds their ability to respond, CIDA responds first to the immediate needs of affected populations, and then helps them back on the road to long-term development.

Plans and Priorities

Expected Result 1: Reduced vulnerability of crisis-affected people

The following examples represent some of the key initiatives that will contribute to achieving this expected result in 2008-09:

Humanitarian Assistance and Reconstruction
CIDA's financial support to organizations that make up the international humanitarian system enables them to respond to crises and humanitarian emergencies such as earthquakes, storms, floods and other disasters of natural or human origin. In 2008-09, in addition to supporting disaster preparedness and responding to unforeseen emergencies, CIDA will continue its work in three areas affected by major disasters:

  • In post-tsunami Asia, work will continue on restored livelihoods and safe housing in Indonesia, Sri Lanka, and India. CIDA is also supporting the restoration of local governance in Indonesia and in Sri Lanka, plus peace-building activities to further reinforce reconstruction in Sri Lanka that also contribute to peace-building at the community level. All remaining tsunami funds will be disbursed by March 31, 2009.
  • Post-earthquake reconstruction will continue in Pakistan, mainly to reinstate access to education. Along the Afghan-Pakistani border, basic needs for health care, education and livelihoods will help contribute to greater stability.
  • Reconstruction following flooding in Bangladesh will also continue.

UN Central Emergency Response Fund
CIDA's ongoing support for the UN Central Emergency Response Fund (CERF) will help to fund humanitarian organizations for timely, on-the-ground responses to areas affected by crises. The CERF pools donor resources and makes them available earlier in a crisis than would otherwise be possible. Canada has committed $192 million to the CERF over 5 years (2007 to 2011), making Canada the fifth-largest contributor to the CERF, and among the few major donors that have made a multi-year commitment.

Disaster Risk Reduction
CIDA and other organizations are actively pursuing measures intended to reduce the impact of disasters. This work is expected to include collaboration with UN organizations to support planning for disaster risk reduction and stockpiling of relief supplies. In 2008-09, CIDA expects to enhance Canada's capacity to respond rapidly and visibly to emergencies by maintaining the stockpile of relief supplies, and by continuing to be ready to deploy Canadian experts rapidly to key humanitarian agencies.

Expected Result 2: Restored capacity of public institutions and civil society

CIDA will also respond to the development challenges in several countries dealing with severe governance, security and socioeconomic challenges.


Sectors of Focus
  • Democratic development and effective governance
  • Economic growth and livelihoods
  • Equality between women and men
Cross-cutting themes
  • Equality between women and men
  • Environmental Sustainability

With its ten-year pledge of $1.2 billion to Afghanistan, Canada is a lead donor among the 60 countries and organizations supporting the Afghanistan Compact, a five-year international agreement to coordinate reconstruction and development based on Afghan priorities and needs. Canada's approach - diplomacy, aid and defence - recognizes the interdependent nature of security and development in regions of insecurity, such as Kandahar.

Plans and Priorities

  • Contribute to a strengthened, coherent, government-wide effort to accelerate improvements to security, governance and socio-economic development.
  • Make full use of quick-impact development projects and high-performing Afghan programs to reinforce security-development linkages in high-risk zones.
  • Support the Government of Afghanistan as it develops its new national development strategy during 2008 by supporting the Afghanistan National Development Strategy Secretariat (via the United Nations Development Programme (UNDP)) and through active participation in various consultative and working groups.
  • Help restore the capacity of the government institutions and build the basis for development over the long term through the World Bank's Afghanistan Reconstruction Trust Fund, which provides a mechanism for coordinated, transparent, accountable funding of reconstruction activities and sustained budget expenditure planning and support.
  • Through partners such as the World Food Programme, the World Health Organization, and United Nations Children's Fund (UNICEF), provide emergency assistance to internally displaced persons and conflict-affected communities, especially in Kandahar.
  • Support the Government of Afghanistan's vision of providing equal access to quality education for all by playing an increased leadership role under the Afghan Ministry of Education, by providing policy and strategic advice and by promoting coordination among donors.
  • Provide farmers with viable income alternatives to poppy cultivation through a coordinated counter-narcotics focus that strengthens the rural economy in target areas
  • Support to micro-credit and capacity building for communities, especially women, as the lead donor contributing to the Micro-finance Investment Support Facility for Afghanistan.
  • Empowering communities to identify their own development needs through community development councils with CIDA's support to the National Solidarity Program.
  • As an important part of broad demilitarization, CIDA will continue its role as a lead supporter of mine action in Afghanistan by contributing $80 million over the next four years to help the country address the issues of mines.


Sectors of Focus
  • Governance and Strengthening of the State
  • Access to services: education, health, infrastructure
  • Essential needs and appeasement social/social stabilization
Cross-cutting themes
  • Equality between women and men
  • Environmental Sustainability

Haiti has achieved a level of stability under a democratically- elected government, enabling it to consolidate gains and accelerate progress in the years to come. Among the continuing challenges are the limited capacity of the state to deliver basic services, a high crime rate combined with limited rule of law, and ongoing poverty and exclusion.

Plans and Priorities

  • Strengthen key institutions such as the Prime Minister's Office and the Ministry of Planning and External Cooperation, along with the legislature, police, judiciary, media, prisons and electoral council through technical assistance, training, and provision of equipment.
  • Increase access to education via support to quality basic education as well as technical and vocational training.
  • Increase access to health services via programs supporting health sector capacity building, HIV/AIDS awareness and immunization.
  • Provide greater access to essential services for marginalized and crisis-affected populations in poor areas through initiatives such as the $6-million Construction and Community Services in Poor Neighbourhoods Project and the World Food Program's Cantine Scolaire feeding 165,000 children.
  • Protect and promote women and children rights, such as reducing violence against women and children, by strengthening the capacity of government and civil society.
  • Assist civil society to increase capacity to meet basic needs and dialogue with government through a multitude of interventions.

2.3 Selected Countries and Regions

Program Activity Description
The purpose of CIDA's development assistance programming in selected countries and regions, eligible for Canadian international assistance, is to enhance the capacity of these countries and regions to achieve stability and/or development goals and contribute to Canada's international interests, through expertise, dialogue and resources. These initiatives can also require linkages and/ or partnerships between Canadian partners and their local partners.
Expected Results Selected Performance Indicators
Enhanced capacity of selected countries and regions to achieve stability and/or development goals.
  • Progress towards the MDGs
  • Level of democratic governance
  • Existence of an effective government poverty reduction strategy, reflected in budgeting decisions and long-term resource framework
  • Alignment of CIDA country strategies and institutional support to the country's national development plan
Contribution to international interests of the Government of Canada.
  • Targeted programming in areas of mutual interest
  • Degree to which other government departments are engaged in country
Human Resource Requirements, 2008-09 Financial Requirements, 2008-09
427 Full Time Equivalents $580,822,000

The selected countries present a diversity of needs - some are in severe political, economic, environmental or social crisis, while others are stable and have the potential to drive regional economic growth. Assistance to selected countries and regions complements the shared historical, political, business, immigration and personal linkages Canada has with a wide range of developing countries. It also supports specific Government of Canada policies, including strengthening Canada's relations with the African Union in Africa and the Association of Southeast Asian Nations and the Asia-Pacific Economic Cooperation in Asia, and re-engaging in Latin America and the Caribbean.

In selected regions CIDA aims to address issues that are regional in nature, such as environmental concerns, disease control, armed violence, peace and security, or trade agreements, to strengthen political, economic and social ties among countries, and to help them develop common positions and increase their participation and visibility in international fora.

Plans and Priorities

Expected Result 1: Enhanced capacity of selected countries and regions to achieve stability and/or development goals.
Expected Result 2: Contribution to international interests of the Government of Canada.

The following highlights country or regional programs under the Selected Countries and Regions program activity that will contribute to achieving the expected results in 2008-09:


Sectors of Focus
  • Governance
  • Economic Renewal
  • Human Capital Formation
Cross-cutting themes
  • Equality between women and men
  • Environmental Sustainability

The Caribbean countries share similar sustainable development challenges-small populations, human resource deficits, lack of access to central trading routes, susceptibility to natural disasters, lack of diversification, major dependence on commodities and tourism, and vulnerability to global developments.

Plans and Priorities

  • Enhance the capacity of key regional institutions through the Caribbean Community and Common Market (CARICOM) Capacity Development Project ($5 million, 2001-08) the Organization of Eastern Caribbean States Institutional Strengthening Project ($4 million, 2004-11) to provide leadership in the regional integration process and a Caribbean Disaster Risk Management Program to reduce the impact of natural disasters on the population.
  • Support training and institutional strengthening, in areas like public finance management through the Caribbean Regional Technical Assistance Centre ($20 million).
  • Build on the work of the Caribbean Trade Policy Responsive Fund by implementing a new CARICOM Trade and Competitiveness Project ($15.7 million, 2007-12) designed to strengthen the capacity of key regional institutions to negotiate and implement trade related agreements.
  • Contribute to the Regional Capital Formation by implementing an initiative to train a new generation of leaders across the Caribbean (approval for the Institutional Leadership Development Project, $20 million expected in early 2008-09) and continuing the highly successful Caribbean Gender Equality Program.


Sectors of Focus
  • Governance
Cross-cutting themes
  • Equality between women and men
  • Environmental Sustainability

Since the elections in 1994 that ended apartheid, South Africa has become a country with a vibrant democracy, strong economy and model constitution. Yet inequalities continue to exist in many aspects of human development, from income distribution and employment to access to basic services such as health, education, and water. Poverty and inequalities, exacerbated by the HIV/AIDS pandemic, undermine South Africa's past achievements and democratic stability.

Plans and Priorities

  • Support South Africa's National Strategic Plan on HIV/AIDS by strengthening the capacities of non-governmental organizations in the provision of HIV/AIDS support services, and by working more closely with the Government of South Africa to address both the issue of human resources planning and capacity building for addressing HIV/AIDS.
  • Assist South Africa in building accountable public institutions through training and skills development to improve service delivery.
  • Support South African efforts aimed at promoting regional cooperation.


Sectors of Focus
  • Institutional Governance
  • Regional Integration and Cooperation
Cross-cutting themes
  • Equality between women and men
  • Environmental Sustainability

African countries face critical challenges that do not always respect national borders, especially in relation to peace and security, refugee flows, the control of endemic diseases, promotion of trade, and the management of natural resources.

As a key complement to country programs, the mandate of the Pan-Africa Program is to strengthen Africa's regional and sub-regional organizations, institutions and networks, and to foster regional cooperation and integration, all of which are essential to Africa's sustainable development. The Pan-Africa Program collaborates with other sub-regional programs in Africa Branch, and with other Government Departments, such as DFAIT, in related areas of programming.

Plans and Priorities

  • Support institutional capacity, including the ability to more efficiently, effectively and accountably use human, financial, material and natural resources, thereby increasing benefits to African populations.
  • Facilitate the identification of mutually beneficial solutions to trans-boundary issues, such as the management of natural resources and food security, thereby reducing the potential for conflict.

2.4 Multilateral, International and Canadian Institutions

Program Activity Description
Through its engagement with multilateral, Canadian and international institutions, CIDA seeks to influence institutional policies and practices to strengthen the ability of institutions and to maximize program effectiveness in order to enhance the capacity and effectiveness of partner institutions in achieving development goals. CIDA's engagement includes the provision of expertise and core funding, as well as its participation on decision-making and advisory committees and boards.
Expected Result Selected Performance Indicators
Enhanced capacity and effectiveness of multilateral institutions and Canadian / international organizations in achieving development goals.
  • Number of multilateral institutions and Canadian/international partners demonstrating a results-based management approach
  • Existence of equality between women and men and environment strategies for partner institutions
Human Resource Requirements, 2008-09 Financial Requirements, 2008-09
397 Full Time Equivalents $991,286,000

Canada's engagement and support of international, multilateral, and Canadian institutions is to effectively deliver services, programs and projects with organizations that have proven experience and deliver results efficiently and accountably, such as members of the UN system and international financial institutions. This provides an effective way of dealing with challenges that are global or regional in scope. The Agency also works with global partnerships and programs such as the Consultative Group on International Agricultural Research, the Global Fund to Fight AIDS, Tuberculosis and Malaria and international networks such as the Multilateral Organizations Performance Assessment Network.

The Agency's voluntary sector partners in Canada and abroad include non-governmental organizations and institutions such as colleges and universities, professional associations, volunteer cooperation agencies, cooperatives, unions and faith-based organizations. CIDA also calls upon the world-class expertise of Canadian private sector firms and groups in a wide range of fields.

For both international and Canadian partners, CIDA not only provides funding for their development programs; it also helps them strengthen their own institutions through technical assistance, training, mentoring and policy dialogue in such areas as results-based management and integration of gender considerations into policies, plans and programs.

Plans and Priorities

Expected Result: Enhanced capacity and effectiveness of multilateral institutions and Canadian/international organizations in achieving development goals.

The following sections highlight some of the key initiatives under the Multilateral, International and Canadian Institutions program activity that will contribute to achieving the expected result in 2008-09.

Multilateral and international institutions

CIDA provides core funding to multilateral and international organizations whose mandates, objectives and capacities to deliver development initiatives and humanitarian assistance are consistent with Government of Canada objectives and priorities. As a member of multilateral organizations, Canada is also a member of their governing bodies. To contribute to the achievement of the MDGs, CIDA uses Canada's influence to promote effectiveness and improve the policies and practices of multilateral organizations to maximize the results of their programs and operations. In addition to contributing to initiatives to enhance the effectiveness of multilateral institutions, CIDA places considerable emphasis on health, while also contributing to democratic governance, private sector development, education, environment, and equality between women and men.

Core funding to the UNDP ($113 million, 2007-09)
In support of the MDGs, the UNDP provides policy and technical assistance to developing country governments to promote democratic governance and pro-poor policy reform, and it has a specific mandate to work in fragile states and countries in conflict. Furthermore, the UNDP's efforts to improve the effectiveness and efficiency of its programs help it to play a key role in reform of the UN system, primarily through its coordination of UN agencies at a country level.

Strengthening Multilateral Effectiveness
CIDA has developed a framework to assess multilateral organizations' effectiveness and relevance. It is being used to inform CIDA's decision-making about multilateral partners. In 2008-09, CIDA expects to adjust this framework based on further testing and validation, and to update its assessments of multilateral partners. This complements CIDA's continuing efforts to improve the effectiveness of multilateral partners through evaluations and the exercise of due diligence, as well as an annual survey that seeks the views of Canadian field representatives on the practices of multilateral organizations in the areas of alignment, harmonization, and managing for development results.

In 2008-09, CIDA will remain involved with the Multilateral Organizations Performance Assessment Network (MOPAN). CIDA will participate in the 2008 MOPAN Survey, which will cover the work of three key multilateral organizations - the World Bank, the European Commission, and the UN Population Fund - in a selection of twelve developing countries. Canada will also continue to exercise leadership in the MOPAN initiative to develop a common approach to assessing multilateral organizations.

CIDA, in collaboration with other donors, will keep up its efforts to improve the coherence of the UN system and the international humanitarian assistance system. CIDA will monitor and support the UN's reform efforts by supporting pilot programs to help the various UN agencies active in individual countries to work within coherent administrative structures. CIDA will also sustain its firm commitment to the quality of its humanitarian aid by continuing to implement the principles and practices of the Good Humanitarian Donorship3.

Saving a Million Lives ($105 million, 2007-11)
In November 2007, the Prime Minister announced that Canada, in partnership with UNICEF, the Bill and Melinda Gates Foundation, the World Health Organization, the World Bank, and other donor countries, is leading the Initiative to Save a Million Lives to improve healthcare for impoverished mothers and children in Africa and Asia. The Initiative will strengthen health systems by training over 40,000 frontline health workers, delivering affordable healthcare services directly to local communities, and providing much-needed treatment for diseases such as malaria, measles and malnutrition. These efforts alone are expected to save 200,000 lives in Africa.

Developing the private sector ($300 million, 2008-10)
In the context of doubling Canada's aid to Africa, CIDA has committed to increasing its core funding to the African Development Bank (approximately $300 million, 2008-10). Along with funding from other donors, this will enable the Bank to provide concessional loans and grants to 39 least-developed countries in Africa in key areas such as infrastructure and regional economic integration. Although the Bank is active in many sectors, it places special emphasis on private sector development.

Combating infectious diseases in the Americas ($18 million, 2007-10)
In 2007 CIDA started a multi-year cooperation program with the Pan American Health Organization (PAHO) to improve the health of poor men, women and children in Latin America and the Caribbean. The program supports PAHO's initiatives in the areas of HIV/AIDS, other sexually transmitted infections as well as pandemic influenza. A key element of the program is the strengthening of health sector human resources of PAHO and of its member states in the hemisphere.

Statistics for Development Results Program
Reliable and timely national statistics are critical to measuring progress against the MDGs and inform policy development and decision-making. To address the existing gap in poor countries, CIDA and Statistics Canada have partnered to deliver the Statistics for Development Results Program. In 2008-09, the program will continue to support the multi-donor OECD-sponsored Paris 21 initiative to assist National Statistics Audit Organizations in partner countries in the development of their National Statistics Development Strategies with a $1.5 million three-year commitment. CIDA will also provide $1.7 million in 2008-09 to the complementary multi-donor World Bank Trust Fund for Statistics Capacity building.

Canadian institutions

CIDA makes contributions towards international development initiatives that are designed, proposed and implemented by Canadian organizations in cooperation with their developing-country partners to deliver results in specific development areas consistent with Canadian priorities.

The relationship between CIDA and its partners is based on shared objectives, shared costs, and clear accountabilities. To contribute to their effectiveness and accountability, CIDA will support training for partners on results-based management, reporting, promoting equality between women and men, and environmental sustainability.

In 2008-09, CIDA will work to enhance its relationship with partners that share common interests in order to facilitate synergies among them in the field, avoiding duplication and helping them build on each other's strengths to undertake larger, more collaborative initiatives to achieve greater developmental impact. This builds on CIDA's recent experience of collaborative management and communication with 10 volunteer-cooperation agencies, which was recognized in its mid-term evaluation as having resulted in greater cohesion and management effectiveness.

As well, CIDA's review of the role of the private sector in development, which coincides with the independent evaluation of the Industrial Cooperation Program, is expected to have a significant influence on future programming with the private sector. CIDA will explore a renewed approach to engaging the private sector in international development, with a particular focus on corporate social responsibility.

Improving Governance and Service Delivery
The objective of this programming is to support good governance through improving the institutional capacity of local governments and assisting in policy development. CIDA's programming lays the long-term foundations for more strategic, effective, efficient and inclusive local governments in developing countries. It is supported in 2008-09 by the three-year $10.5 million Municipal Partnership Program implemented by the Federation of Canadian Municipalities' International Centre for Municipal Development. This program draws on Canadian senior public servants' expertise by allowing Canadian municipalities and municipal associations to work on a peer-to-peer basis alongside their overseas counterparts. Municipal partners identify a two- to three-year project to work on together, dealing with municipal management, governance, or service delivery.

2.5 Engaging Canadian Citizens

Program Activity Description
This program activity provides opportunities for Canadians to increase their awareness, deepen their understanding and engage in international development. Canadian engagement is a vital element of effective development. It enables CIDA and its partners to draw from a broad range of expertise and financial resources across the country to implement aid initiatives. It also provides an ongoing basis for commitment on the part of the Government of Canada to international development cooperation.
Expected Result Selected Performance Indicators
Increased awareness, deepened understanding, and greater engagement of Canadians with respect to international development.
  • Number of Canadians involved in international development efforts
Human Resource Requirements, 2008-09 Financial Requirements, 2008-09
72 Full Time Equivalents $71,633,000

The Agency undertakes a range of initiatives to inform and engage Canadians. CIDA also seeks to engage Canadians in Canada's work abroad by identifying, recruiting and deploying Canadian experts to the field and by engaging them in expert-level dialogues on a variety of issues. This is in addition to the participation of Canadians in volunteer cooperation programs. Upon their return to Canada, volunteers also play a role in raising awareness of international development issues.

Plans and Priorities

Expected Result: Increased awareness, deepened understanding, and greater engagement of Canadians with respect to international development.

Greater engagement of Canadians

In line with Budget 2007's program to enhance the focus, efficiency and accountability of Canadian international assistance, efforts are being directed to:

  • Gathering and reporting development results;
  • Publishing an annual development results report;
  • Building capacity to plan public events;
  • Using CIDA's Internet site as key source of information for Canadians on development; and
  • Developing an annual report and communication strategy to engage Canadians beyond civil society.

Among the key activities involving focused communications support in 2008-09 are the programs in Afghanistan and Haiti, CIDA's re-engagement in the Americas, and three major events: the Twelfth Francophone Summit, to be held in Quebec in 2008; International Cooperation Day, a major gathering of CIDA's Canada-based development partners; and the annual International Development Week.

A long-term plan will be put in place to make the CIDA website an authoritative online source of development knowledge for Canadians. In the immediate term, the web team will work to expand the project browser to provide information on more than 1,500 Agency's projects.

CIDA will produce an annual report. It will also continue to distribute media products on international development issues and Canada's contribution to resolve them. On-going formal educational materials on global citizenship and Canada's role in relation to development cooperation for use by educators in classrooms will be available. An external relations program of six regional offices across Canada will continue to provide a presence and a point of access for Canadians.

CIDA will continue to provide funding to developing-country partners to attend conferences on matters that strengthen their capacities and that support Canada's goals and objectives. The objective of the Conferences program is to strengthen the capacity of conference participants to transfer and apply knowledge in their own countries to foster economic and social development.

Support amounting to $5 million will continue to be provided to organizations through the Public Engagement Fund-with a target of reaching 10,000 Canadians annually-and through support for the regional or provincial councils for international cooperation. In addition, CIDA engages Canadians in many other ways. For instance, CIDA is currently supporting approximately 2,500 Canadian volunteers, including youths, working in developing countries.

Engagement strategies in place

  • The Afghanistan Challenge is being developed as a new web-based initiative, that will directly engage Canadians in Afghanistan's development effort by encouraging them to contribute to development campaigns, connect with CIDA development partners and learn more about reconstruction in Afghanistan. To foster greater interest, CIDA will match dollar-for-dollar the contributions made by Canadians to selected campaigns.
  • CIDA's Global Classroom Initiative (GCI) encourages young Canadians to become informed and involved global citizens. This initiative helps engage Canadian school children and their educators in active exploration of international development and cooperation issues. To date, GCI has funded 145 projects across the country. We expect to reach in 2008-09 over 2,000 Canadian teachers and over 101,000 Canadian students.
  • In 2008-09, CIDA will continue to use the Deployment for Democratic Development mechanism to support greater involvement of Canadians in the Government of Canada's programming in democratic governance abroad. Through institutional networks and online registration (, this $19-million four-year project recruits Canadian experience and expertise in democratic governance from the public and private sector and deploys them to the field on expert assignments.
  • CIDA will continue to contribute Canadian expertise and experience in the field of election observation through expert observers deployed through the Office for Democratic Governance's Freedom and Democracy Unit.
  • In 2008-09, CIDA will continue to implement a $600,000 2 1/2-year project through the Centre for International Governance Innovation. Governance Village, a web-based portal has been created, to engage Canadians in discussions on topics related to democratic governance, and to foster collaboration through sharing and applying lessons learned from their experience implementing projects and programs in Canada's partner countries.
  • In 2008-09, CIDA will continue to provide financial support for multilateral election observation missions organized by the Commonwealth, the Organization of American States and the European Union, among others. This includes the deployment of Canadian election observers, who contribute to the mission, the overall mission report and to recommendations for improvements for future elections.

2.6 Internal Services

Internal services support the delivery and improve the performance of the Canadian aid program. They include policy, communications, human resource management, financial management, performance and knowledge management (internal audit, evaluations, results-based and risk management), information management/information technology, supply chain management, facilities/asset management, strategic planning and resource allocation, and other support activities. This program activity therefore supports both strategic outcomes.


Financial management
CIDA is continuing to implement its plan to enhance financial management, to improve stewardship, to strengthen accountability and to support aid effectiveness through several key initiatives. In 2008-09 we will implement the Chief Financial Officer's organization, complete an integrated financial risk management strategy and related policies; introduce an enhanced financial planning process, complete the consolidation of all financial reporting under the Chief Financial Officer and streamline financial management reporting. In addition, the Agency will begin preparations for implementing the Government's Renewed Financial Policy Suite and will develop a plan to enhance internal controls, processes and reporting based on work conducted in 2007-08 in order to issue audited financial statements. The Agency will continue to be actively engaged in the work on the Government's plan in response to the Blue Ribbon Panel Report on Grants and Contributions and to implement the Agency's own related action plan.

In 2007, CIDA conducted an in-depth review of the funding, relevance and performance of all its programs and spending to ensure results and value for money from programs that are a priority for Canadians. The results of this Strategic Review were submitted to Treasury Board last fall, for subsequent review by Cabinet. They will be reflected in future reporting to Parliament.

Performance Management
CIDA's performance management strategy has a number of key elements: clear expectations for results-based management (supported by guidelines, training, advice and quality control in support of operations); measurement of performance at all levels of the Management, Results and Resources Structure (MRRS), with efforts channeled towards areas of greater risk; clear expectations for the creation and use of performance information; strong independent performance review; and transparent reporting at all levels.

The Agency will continue to undertake a number of activities in 2008-09 to support results-based management and strengthen its risk management practices, in line with MRRS requirements, notably (a) the implementation of the new corporate Results and Risk Management Accountability Framework, (b) the implementation of program-level Performance Measurement Frameworks, (c) improved monitoring of results and risk management at the individual investment level and (d) the adoption and implementation of a new Corporate Risk Profile and Integrated Risk Management Framework.

Transformation and Public Service Renewal

In 2008-09, CIDA's Human Resources Management (HRM) function will continue to align its renewal initiatives with the Public Service Renewal agenda and support the Agency in achieving the strategic objectives of its Transformation for Results initiative. Key Plans or initiatives include:

  • Migrating from organizational-specific planning to a whole-of-Agency approach of integrated operational planning;
  • Implementing HRM Planning; Monitoring; Evaluation and Reporting Frameworks;
  • Realigning the entry-level development officer program (Development Officer Learning Program), the New Development Officer and the Management Trainee Program; and
  • Leveraging technology to ensure access to quality data in a timely fashion for planning and training in a global context.

Information Management

The Agency will also continue with enhancements to information management, including development and implementation of enterprise content management, and strengthening of information management services abroad (field support). Business processes in the Information Management and Information technology area will continue to be reengineered, with a focus on the client relationship model, system development lifecycle and service management, and governance structures for enterprise architecture will be introduced.

Audits and evaluations

To comply with the Policy on Internal Audit, CIDA will implement the new organizational structure of the Chief Audit Executive with direct reporting to the President and prepare to issue a holistic opinion on effectiveness and adequacy of departmental risk management, control, and governance processes. The multi-year Internal Audit Plan4 will be based on risk identification and assessment, taking into consideration Office of the Comptroller General (OCG) and other central agencies' directed horizontal audits, as well as audits conducted by the Office of the Auditor General and other Parliament agencies. In coordination with the OCG, the Agency will provide formal orientation and training of new Audit Committee external members.

Major evaluations scheduled for completion in 2008-09 include the Equality between Women and Men policy, the Bangladesh country program, the Canada Fund for Africa, the Canadian Landmines Fund program, and contribution of a country case study (Senegal) to the joint evaluation of the Paris Declaration. In addition, CIDA will continue the training sessions to strengthen the evaluative capacity of program staff.