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Minister for International Trade
Minister of Foreign Affairs
This 2009-10 Report on Plans and Priorities (RPP), which we are pleased to offer to Parliament and all Canadians, presents a concise overview of the important work ahead for the Department of Foreign Affairs and International Trade (DFAIT). This department's leadership in formulating, coordinating and delivering Canada's foreign policy and international commerce agenda has never been more crucial, given the current global economic crisis as well as political tensions at play in key regions internationally. This RPP reflects the Government of Canada's Economic Action Plan, which fulfills a commitment made at the G20 Special Leaders Summit in late 2008 to take concerted action in order to reduce the effects of the damaging global downturn.
This department's strong sense of direction and purpose is reflected in our key priorities for 2009-10: economic recovery and greater opportunity for Canada, with a focus on growing/emerging markets; the United States and the Hemisphere; Afghanistan, including in the context of neighbouring countries; and the department's modernization-or transformation-process, which includes strengthening Canada's international platform of missions abroad. That platform enables the international activities not just of this department, but also of the entire Government of Canada.
As this department celebrates its 100th anniversary in June 2009, we have every confidence that the 2009-10 fiscal year will be highly productive, based on the following factors:
We invite all Canadians to take a closer look at what the department plans to do in 2009-10 by reading this report and by visiting http://www.international.gc.ca/.
The department promotes Canada's interests, the security and prosperity of Canadians, and advances the Canadian values freedom, democracy, human rights and the rule of law.
As the federal government's centre of expertise on foreign affairs and international trade, this department provides ongoing benefits to Canadians by:
The founding legislation is the Department of Foreign Affairs and International Trade Act, RSC 1985, c. E-22, which lists the department's legislated responsibilities (www.dfait-maeci.gc.ca/department/mandate-en.asp).
The Government of Canada has a formal presence in most of the world's independent states, providing services at over 260 locations worldwide. Canada's network of missions abroad integrates and coordinates the government's international activities. The department also serves the foreign diplomatic community accredited to Canada. At present, there are over 8,000 foreign representatives and accredited members of their families in Canada.
In Canada, the department's regional offices provide international commercial services to Canadian small and medium-sized businesses. This includes export strategies, foreign market intelligence, and facts on trade fairs, missions and events. In addition, Passport Canada has four regional operations and 33 passport-issuing offices across Canada.
The department's Program Activity Architecture (PAA) clearly identifies the department's strategic direction by listing its three complementary strategic outcomes (i.e. the long-term, enduring benefits to Canadians that the department strives to achieve.) The first is about the practice of Canadian advocacy and diplomacy while reflecting the country's interests and values. The second outcome comprises provision of international commercial, consular and passport services to Canadians. The third refers to the department's management of missions abroad on behalf of the Government of Canada. Together, the outcomes reflect the department's leadership role in formulating, coordinating and carrying out the federal government's foreign and trade policies and programs.
The department's strategic outcomes provide the foundation for all its activities and represent the starting point for telling the department's story. Cascading downward in a logical manner from the department's three strategic outcomes in the PAA are the seven supporting program activities (in italics in the following paragraphs and shown in the table below as well).
In carrying out International Policy Advice and Integration, the department provides strategic direction, intelligence and advice on foreign policy and economic issues; researches and analyzes foreign and trade policy issues, drawing on input from across the department as well as from federal partners; develops policies and programs to address those issues; and ensures coherence, integration and coordination of foreign and trade policies and programs across government. Political/economic officers and trade commissioners of the Foreign Service and non-rotational officers at headquarters do this work.
In undertaking Diplomacy and Advocacy, DFAIT engages Canadian stakeholders and partners as well as foreign governments and international players; raises awareness and understanding of Canada's policies, interests and values as they pertain to the government's international agenda; and delivers international programs on Canada's behalf to address specific international issues. Officers from the political/economic and trade commissioner streams of the Foreign Service and non-rotational officers at headquarters perform these duties.
In relation to International Commerce, the department works to expand the participation of Canadian business in world markets and to increase the interaction of Canadian entrepreneurs with global business partners; and promotes Canada as a competitive location and partner for investment, innovation and value-added production. This work is done primarily by trade commissioners and by non-rotational officers at headquarters.
With respect to Consular Affairs, DFAIT provides Canadians with information and advice on safe travel to foreign counties; and helps Canadians abroad to handle trouble or emergencies. This is done by management/consular officers of the Foreign Service and by non-rotational officers at headquarters.
Passport Canada—a special operating agency—focuses on management and delivery of passport services. It is responsible for the issuance, revocation, refusal, recovery and use of Canadian passports. This work is done by non-rotational staff.
With respect to Canada's International Platform: Support at Headquarters, the department manages and delivers common services to all federal departments and partners with representation at Canada's missions abroad. This work is done primarily by management/consular officers and non-rotational officers at headquarters.
With regard to Canada's International Platform: Support at Missions Abroad, DFAIT ensures that common services are in place at missions and coordinates them on site to support the international operations of the entire Government of Canada as well as that of other partners with representation at the missions. This work is done primarily by management/consular officers and locally engaged employees at missions abroad.
|Strategic Outcome 1:
Canada's International Agenda
|Strategic Outcome 2:
International Services for Canadians
|Strategic Outcome 3:
Canada's International Platform
|The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values||Canadians are satisfied with commercial, consular and passport services||The Department of Foreign Affairs and International Trade maintains a mission network of infrastructure and services to enable the Government of Canada to achieve its international priorities|
|Program Activity 1:
International Policy Advice and Integration
|Program Activity 3:
|Program Activity 6:
Canada's International Platform:Support at Headquarters
|Program Activity 2:
Diplomacy and Advocacy
|Program Activity 4:
|Program Activity 7:
Canada's International Platform:Support at Missions Abroad
|Program Activity 5:
|Program Activity: Internal Services|
Total Financial and Human Resources
Note: FTEs refer to full-time equivalents-the human resources required to sustain an average level of employment over 12 months, based on a 37.5-hour work week.
The next table shows how the department's strategic outcomes and program activities are aligned with overall Government of Canada outcomes. The table also indicates the performance indicators to be used to assess success in advancing each strategic outcome, along with the expected results and forecast and planned spending for each program activity.
|Performance Indicators for Strategic Outcome 11||Targets|
||Establish baseline data
Establish baseline data
|Program Activity||Expected Results 2||Forecast Spending
|Alignment to Government of Canada Outcomes|
|International Policy Advice and Integration||The Government of Canada has the information, intelligence and advice it needs to make informed decisions on foreign and international economic policies, programs and priorities.||133.9||120.3||121.1||118.5||A Safe and Secure World Through International Cooperation|
|Diplomacy and Advocacy||Canada's diplomatic efforts and programs engage and influence international players to protect and build support for Canadian interests and values.||1,010.9||991.9||979.0||936.2||A Safe and Secure World Through International Cooperation|
|Performance Indicator for Strategic Outcome 2||Target|
|Program Activity||Expected Results 2||Forecast Spending
|Alignment to Government of Canada Outcomes|
|International Commerce 3||International commercial activity performed by Canadian business clients, such as exporting, direct investment abroad and technology commercialization, has increased.
Foreign direct investment in proactive sectors and from key markets to which DFAIT contributes has increased in number and value.
Overall high-quality international commerce services are delivered to Canadian exporters, importers, investors and innovators.
|225.6||88.3||20.0||49.4||A Prosperous Canada Through Global Commerce|
|Consular Affairs||Canadians are better informed and well prepared to travel safely and responsibly.Canadians receive satisfactory assistance abroad.||52.2||54.5||51.0||51.0||A Safe and Secure World Through International Cooperation|
|Passport Canada||Canadians receive innovative, reliable, consistent and accessible passport services.||325.3||344.2||372.2||384.7||A Safe and Secure World Through International Cooperation|
|Performance Indicator for Strategic Outcome 3||Target|
|Program Activity||Expected Results 2||Forecast Spending
|Alignment to Government of Canada Outcomes|
|Canada's International Platform: Support at Headquarters||Common services and support are efficient and cost-effective in supporting Canada's representation abroad.||290.6||349.8||314.6||324.9||A Safe and Secure World Through International Cooperation
A Prosperous Canada Through Global Commerce
|Canada's International Platform: Support at Missions Abroad||The department and its partners are satisfied with the provision of common services.The department is responsive in addressing Canada's evolving presence abroad.||524.9||449.6||441.3||438.4||A Safe and Secure World Through International Cooperation
A Prosperous Canada Through Global Commerce
|Program Activity||Expected Results 2||Forecast Spending
|Alignment to Government of Canada Outcomes|
|Internal Services 4||See Section II.||108.6||114.5||87.8||70.9||Supports all outcomes|
1 The department is in the process of finalizing its Performance Measurement Framework. In the near future, it will submit this framework to TBS for review and approval. As a result of this review, some of the performance indicators noted in this report could be subject to change. Although most organizations are able to rely heavily on numbers and statistics in order to assess performance, this approach must be complemented with qualitative indicators of performance, given DFAIT's diverse mandate and activities. For instance, while it is simple to measure tangible outputs like the number of passports issued or the number of consular cases successfully resolved, it is much more complicated to assess progress achieved by Canada in more abstract activities, such as the international promotion of democracy, human rights, good governance and the rule of law. The department continues to develop and refine its qualitative indicators in order to provide a complete picture of its performance.
2 Success in achieving these Program Activity-level expected results is measured through the performance indicators in the "Planning Tables" in Section II.
3 Note: International Commerce includes budgetary and non-budgetary statutory budgets of Export Development Canada for the purpose of facilitating and developing trade between Canada and other countries under the terms of the Export Development Act (2009-10 $1M budgetary, -$120.5 M non-budgetary; 2010-11 $0.5M budgetary, -$183.7 M non-budgetary; 2011-12 $0.5M budgetary, -$153.3 M non-budgetary). These figures are reflected under Export Development Canada in the Main Estimates.
4 Changes to TBS reporting requirements require that Internal Services be shown as a distinct program activity. Internal Services support all program activities and strategic outcomes.
The following table identifies the department's 2009-10 operational and management priorities. The number of priorities is small, in keeping with the department's commitment to simple yet strategic planning.
The department has adjusted its priorities from those specified in 2008-09 in order to better reflect new global realities. The number one priority now, not just for Canada but also for the international community as a whole, is the global economic crisis. At this time, it is particularly important to Canada's economic prosperity to ensure Canadians can take every advantage of commercial opportunities worldwide, through various measures such as negotiating further free trade agreements with key partners and implementation of the government's Global Commerce Strategy. In addition, the goal of advancing economic opportunity for Canadians has now been expanded to focus more keenly on growing and emerging markets. The number two priority reflects Canada's strategic location in North America and in this hemisphere. The third priority has been expanded as well. Its scope extends beyond Canada's involvement in the NATO-led mission in Afghanistan to include the strategic context of that country's neighbourhood. This reflects the now widely recognized need to consider the Afghan mission in terms of the broader region. Finally, the last priority for 2009-10 is the department's transformation process, which will enable it to perform more effectively and efficiently in pursuit of its other objectives.
|Priorities||Type||Links to Strategic Outcomes||Description|
|1) Greater economic opportunity for Canada, with a focus on growing/ emerging markets||Operational||Links to all strategic outcomes||Why is this a priority? Especially in this time of economic crisis, continued trade liberalization and increasing access to new and traditional markets are fundamental to protecting and advancing Canada's prosperity. Canada must secure favourable terms of access to key markets as well as to the investment and innovation
opportunities where Canadian commercial interests are greatest. Countries like China, India and Brazil offer tremendous market opportunities, but also are powerful new competitors. New missions are being opened in support of these economic opportunities. The United States and the European Union are stepping up their competitive game, and Canada must do the same or risk
being left behind. The government's Global Commerce Strategy sets out targeted and sector-based plans for priority markets worldwide (www.international.gc.ca/commerce/strategy-strategie/index.aspx), recognizing the importance of growing/emerging markets.
Plans for meeting the priority: Contributing to economic recovery and opportunity by: Implementing the Global Commerce Strategy and boosting Canadian commercial engagement in the world. Advancing bilateral negotiations on trade liberalization and market access with key states, with a new attention to Asia. Developing the Canada-EU economic partnership. Finalizing implementation of the Free Trade Agreements with European Free Trade Association, Peru, Colombia and Jordan. Focusing on air services as well as foreign investment promotion and protection agreement negotiations. Delivering programming for 2010 Winter Olympic Games. Advancing Canadian interests in the Doha Round of the World Trade Organization. Preparing for the 2010 G8 Summit.
|2) United States and the Hemisphere||Operational||Links to all strategic outcomes||Why is this a priority? The United States is Canada's most important economic and security partner (www.canadainternational.gc.ca/can-am/bilat_can/index.aspx?lang=eng&menu_id=146&menu=L). Management of the
shared border to promote economic recovery and to enhance competitiveness is a key element of the bilateral relationship. The change in the United States administration presents a critical opportunity to reinvigorate the close relationship and to advance cooperation on key issues. This includes strategic engagement with Mexico and other countries of the hemisphere where we
share common interests and concerns.
In terms of the Americas, this priority reflects Canada's strategic engagement with Mexico and other countries in its own neighbourhood.
Plans for meeting the priority: Implement a comprehensive strategy for Canada-United States relations on such issues as the global economy and trade relations, peace and security, the border, energy and climate change, Afghanistan and the Arctic. Strengthen relations with Mexico and the hemisphere through implementation of bilateral and multilateral programs and policies that promote greater prosperity (Free Trade Agreements (FTAs), air agreements, science and technology accords); enhance security (policing and judicial capacity building); and promote democratic practices (accountable and transparent governance, respect for human rights and rule of law).
|3) Afghanistan, including in the context of neighbouring countries||Operational||Links to all strategic outcomes||Why is this a priority? Canada is in Afghanistan (see http://www.afghanistan.gc.ca/) at the request of that country's democratically elected government and in accordance with UN resolutions authorizing a NATO-led multinational security force. Canada's objective in that country is to make
measurable progress in contributing to Afghanistan's security, governance and development, and thus to help prevent future acts of terrorism that might be directed against Canada or its allies. The context of neighbouring countries is included here because the Afghan mission is complicated by the difficult and volatile neighbourhood in which Afghanistan is situated.
Plans for meeting the priority: Implement an integrated approach to the Afghanistan policy priorities for which the department is responsible: Afghanistan-Pakistan border management, the Afghan National Police, justice and corrections in Kandahar province, and support for Afghan-led reconciliation; implement all diplomatic aspects of the Afghan mission; develop an integrated regional approach, including with Pakistan; and develop an integrated strategy for the transition of Canada's mission in Afghanistan until 2011.
|4) Transforming the department||Management||Links to all strategic outcomes||Why is this a priority? This priority is in keeping with the results of DFAIT's 2007 strategic review, the purpose of which was to reinvigorate the department's structure and operations. The transformation process will create a modern, integrated 21st century foreign and trade ministry, flexible to respond to the future while
focused on its core mandate, with the right people in the right places serving Canadians and making a difference in the world, and able to generate continuous innovation and new thinking.
Plans for meeting the priority: Aligning with government priorities; strengthening the international platform; improving services to Canadians; focusing on core business; strengthening accountability; renewing human resources. DFAIT will focus on missions and regional offices, strengthen policy capacity and simplify business practices.
Because the department operates globally, it is strongly affected by major—and often unpredictable—events in the international community. At the same time, its work is also influenced by significant developments within Canada. To carry out its mandate in such a volatile environment requires the utmost agility in terms of being able to reorient quickly to changing circumstances, needs and priorities.
External Factors Affecting the Department's Plans and Priorities
The department's first priority for 2009-10 reflects the issue that is preoccupying the entire international community-exceptional volatility and uncertainty in the global economy, which is adversely affecting jobs, credit markets, and business and consumer confidence. Given these unprecedented events, the Government of Canada—like the governments of many other countries—has pushed its response to the global economic downturn to the very forefront of its policy and program agendas. Clearly, this crisis has both domestic and international components; and its impact on overall policy-making cannot be overstated. In this environment, DFAIT simply cannot carry on with business as usual.
A trade-dependent nation, Canada is experiencing increasing competition from new economies in Asia and Latin America. It also faces opportunities for Canadian business in these markets and in traditional markets in Europe. Meanwhile, there are forecasts of a continued and notable drop in global trade in 2009, while many countries worldwide are considering or are implementing measures to protect local jobs and key sectors.
The department's second priority for 2009-10 recognizes that Canada's prosperity and security are deeply entwined with those of the United States, and that the two economies are profoundly integrated. It is imperative that Canada build a strong and constructive relationship with the Obama administration, which has signalled new directions in key policies such as those related to the NATO mission in Afghanistan and efforts to combat climate change, which could have real implications for Canadian foreign policy. Canada's engagement with the United States on Arctic issues, in line with the government's Arctic foreign policy, will also be an important part of that relationship.
The third departmental priority is Afghanistan, Canada's biggest military deployment since the Korean War. This department, which heads the Government of Canada's Afghanistan Task Force, continues to implement a whole-of-government, integrated approach to the Afghanistan policy priorities for which it is responsible.
Finally, the department continues to face growing demand from its federal partners for use of the government's international platform as well as increased demand from Canadians for passport, consular and commercial services. That is why it is important for the department to continue implementation of its transformation process, which is its fourth priority for 2009-10.
Internal Factors Affecting the Department's Plans and Priorities
These include the need for the department to improve staff attraction and retention at a time of increasing retirement rates and fierce competition, inside and outside government, for employees with the complex skill sets it requires. This issue and many others internal to the department will be addressed by activities in support of the department's fourth priority (its transformation process).
The Department's Transformation Agenda
Given the unpredictable international environment in which it operates, the department must ensure that all its operations are as efficient, cohesive, up to date and flexible as possible. That is the purpose of the transformation process. For instance, one of the department's core principles is to make the fullest possible use of its unique assets (i.e. its management of Canada's international platform, its knowledge of countries and markets, its experience in international forums and negotiations, and its expertise in international law) to lead, coordinate and advance Canada's global agenda.
Relevant Reports of Parliamentary Committees and the Auditor General
Reports dealing with issues pertinent to this department (www2.parl.gc.ca) included: Canada in Afghanistan, and Omar Khadr (House of Commons Standing Committee on Foreign Affairs and International Development, July 2008 and June 2008 respectively); the Free Trade Agreement between Canada and the states of the European Free Trade Association, and a study of the Canada-Korea Free Trade Negotiations (House of Commons Standing Committee on International Trade, April 2008 and March 2008 respectively). The government responded to the report on Canada-Korea trade negotiations in August 2008. The May 2008 report of the Auditor General of Canada (http://www.oag-bvg.gc.ca/) reviewed the department's consular fee.
Operating in an increasingly complex and volatile international environment makes the careful identification, assessment, management and communication of risks vital to the department's operations. That is why the department is constantly working to strengthen risk management. Its Corporate Risk Profile, which links to the PAA, and which will be updated in 2009-10, cites 15 strategic risks that could challenge achievement of departmental results. These are grouped in the four key areas described below (in italics). The key risk areas provide a macro view of the 15 strategic risks.
External Events: Beyond the department's control would be policy shifts by other national governments, events in the international community such as hostile actions and natural disasters, as well as ongoing uncertainty about the global economy. These risks could lead to trade disruptions, the injury or death of Canadians abroad, strained relations and hostilities between nations, and pressure on departmental resources.
Program and Service Delivery: Litigation, treaty or trade disputes, policy misalignment with partners (federal, provincial and international) and issues related to process and control compliance, business recovery and internal dependencies could result in financial loss on the part of the Government of Canada. These developments and issues could also adversely affect the reputation of the department and/or the government as a whole, and could cause misuse or mishandling of funds by partners or employees, a decline in the number and/or quality of departmental services to Canadians, and loss of key information (e.g. as a result of inadequate business recovery).
Governance and Management: The department's transformation process, resource alignment, collection and quality of information for decision making, and external communications may encounter challenges that could lead to less effective use of departmental resources, increased staff turnover, less timely decision making, and erosion of relationships with federal, provincial and international partners.
Human Capital: There is a risk that the department may not be able to recruit and retain sufficient people with the necessary competencies and knowledge to carry out its mandate. This risk could lead to loss of corporate memory and delays in service or program delivery. At the same time, while the environment of increased competition in recruitment, loss of corporate knowledge through retirements, and challenges associated with rotational postings may deter some prospective candidates, the department still receives thousands of applications every year from young Canadians interested in a rotational career. Moreover, a number of steps have been taken over the past two years to strengthen our workforce as a means of mitigating this risk. Considerable progress has been made to replenish rotational pools and to bolster systems for developing and training our workforce, including promotions, talent management, performance management and training. The trajectory for the future is continued growth in the department's capacity to meet existing and emerging challenges with a dedicated, mobile workforce equipped with the right skills.
Further efforts to strengthen the department's risk management include integration of risk assessment into all planning activities, work to establish an integrated risk management policy and corresponding framework aligned to those of Treasury Board of Canada Secretariat, establishment of a new corporate risk policy committee, and development of further linkages between risk and the department's governance and accountability structure.
5The department is in the process of reviewing its risk management processes and documentation. As a result of this review, elements of its Corporate Risk Profile may change.
For the 2009-10 fiscal year (FY), the department plans to spend $2,513 million to achieve the expected results it identified for its program activities and contributed to its strategic outcomes. The $2,513 million includes the department's 2009-10 approved Main Estimates total of $2,042 million as well as $174 million of new planned spending and nearly $297 million of projected revenues that Passport Canada will spend in support of its operations.
In 2007, the department conducted an in-depth review of the funding, relevance and performance of all its programs and spending to ensure results and value for taxpayers' money. The department submitted the results of this strategic review to Treasury Board of Canada Secretariat (TBS) for approval by Cabinet. The results of this process are reflected in the department's forecast spending amounts for FY 2008-09 and in its planned spending figures for FY 2009-10 to FY 2011-12.
The figure below shows the department's spending trend from 2005-06 to 2011-12.6
From FY 2005-06 to 2008-09, the department's total spending included all parliamentary appropriations and revenue sources (i.e. Main Estimates, Supplementary Estimates, funding from TBS for collective bargaining and other horizontal initiatives, and revenues from user fees). For FY 2009-10 to 2011-12, the department's total spending corresponds to existing reference levels, plus funding for items approved after finalization of its 2009-10 Main Estimates submission.
Given that the department operates worldwide, its annual expenditures are influenced by fluctuations in foreign currencies, varying rates of foreign inflation and changes in assessed contributions related to Canada's memberships in international organizations. Since FY 2005-06, the department's reference levels have been augmented as a result of incremental funding for significant new initiatives, such as the Global Peace and Security Program, implementation of the Canada-United States Softwood Lumber Agreement, the Counter-Terrorism Capacity Building program and the Global Commerce Strategy, as well as measures to strengthen departmental infrastructure abroad. Over the same period, the department has contributed significantly to a number of government-wide restraint exercises and, as a result, has had its reference levels reduced by nearly $160 million annually.
The department's planned spending varies from year to year as a result of many factors, including changes to program funding levels, adjustments for fluctuations in rates of foreign currencies and the assessed costs of Canada's memberships in international organizations. As a result, there are significant differences between the 2008-09 forecast spending and the 2009-10 planned spending for certain program activities.
For the International Commerce program activity, the planned spending in 2009-10 represents a significant decrease from the 2008-09 forecast spending, primarily due to the 2009-10 Main Estimates adjustment to Export Development Canada's non-budgetary Canada Account statutory item as a result of projected recoveries exceeding disbursements by $120 million.
There are also significant differences between the 2008-09 forecast spending and 2009-10 planned spending with regard to Canada's International Platform program activities of Support at Headquarters and Support at Missions Abroad. A significant change in each of these program activities resulted from the department's reallocation, through the 2009-10 Main Estimates process, of $40 million in capital funding from its Support at Missions Abroad program activity to its Support at Headquarters program activity. This funding is for property projects at missions abroad, which are managed by DFAIT's headquarters-based physical resources management special operating agency.
The Support at Headquarters program activity planned spending for 2009-10 represents a $59.2 million increase over the 2008-09 forecast spending. This increase can be largely attributed to the $40 million transfer between program activities as well as planned incremental funding for enhancements to the Canadian Embassy in Kabul. The Support at Missions Abroad program activity planned spending for 2009-10 represents a $75.3 million decrease from the 2008-09 forecast spending. This decrease can be attributed to the $40 million transfer to Support at Headquarters as well as reductions of $14 million due to foreign currency fluctuations and $21 million of planned efficiencies.
The two program activities supporting the strategic outcome of Canada's International Platform provide mission infrastructure that enables the Government of Canada to achieve its international priorities. Forecast spending in 2008-09 for the two related program activities, Support at Headquarters and Support at Missions Abroad, totalled $815.5 million. Planned spending for these two program activities in 2009-10 totals $799.4 million. While the total is relatively constant, resource reallocations to each supporting program activity reflect more dedicated spending on mission property projects managed by the headquarters-based special operating agency that handles physical resources management
6 The decline in planned spending from 2007-08 is attributed to the results of the department's strategic review.
|Vote # or Statutory Item||Truncated Vote or Statutory Wording||2008-09
|10||Grants and contributions||682.1||726.4|
|(S)||Contributions to employee benefit plans||78.4||74.5|
|(S)||Minister of Foreign Affairs—Salary and motor car allowance||0.1||0.1|
|(S)||Minister for International Trade and Minister for the Pacific Gateway and the Vancouver-Whistler Olympics-Salary and motor car allowance||0.1||0.1|
|(S)||Passport Office Revolving Fund Revolving Funds Act||0.0||24.1|
|(S)||Payments to Export Development Canada to discharge obligations incurred pursuant to Section 23 of the Export Development Canada Act (Canada Account) for the purpose of facilitating and developing trade between Canada and other countries||4.2||1.0|
|(S)||Payments under the Diplomatic Service (Special)||0.3||0.3|
|(S)||Payments to Export Development Canada to discharge obligations incurred pursuant to Section 23 of the Export Development Canada Act (Canada Account) for the purpose of facilitating and developing trade between Canada and other countries (non-budgetary)||88.2||(120.5)|
|Note: Totals may not add due to rounding.|