Global Affairs Canada: Departmental Results Report 2018-19 - Supplementary Information Tables

Table of Contents

• Departmental Sustainable Development Strategy
• Details on transfer payment programs of $5 million or more
  • Anti-Crime Capacity Building Program
  • Canada Fund for Local Initiatives
  • CanExport Program
  • Commonwealth Secretariat 
  • Comprehensive Nuclear-Test-Ban Treaty Organization
  • Counter-Terrorism Capacity Building Program 
  • Food and Agriculture Organization of the United Nations 
  • Grants and Contributions in Aid of Academic Relations
  • Grants in Lieu of Taxes on Diplomatic, Consular and International Organizations’ Property in Canada 
  • International Atomic Energy Agency 
  • International Criminal Court 
  • International Development Assistance 
  • International Financial Institutions
  • International Labour Organization
  • International Organisation of La Francophonie
  • North Atlantic Treaty Organization Civil Administration
  • Organisation for Economic Co-operation and Development 
  • Organization of American States
  • Organization for Security and Co-operation in Europe 
  • Pan-American Health Organization
  • Peace and Stabilization Operations Program
  • Projects and Development Activities Resulting from La Francophonie Summits
  • United Nations Educational, Scientific and Cultural Organization
  • United Nations Organization 
  • United Nations Peacekeeping Operations
  • World Health Organization 
  • World Trade Organization 
• Gender-based analysis plus
• Horizontal Initiatives
• Response to Parliamentary Committees and External Audits
• Up Front Multi-Year Funding – Centre for International Governance Innovation

Departmental Sustainable Development Strategy

1. Context for the Departmental Sustainable Development Strategy

The 2016–2019 Federal Sustainable Development Strategy (FSDS):

• sets out the Government of Canada’s sustainable development priorities
• establishes goals and targets
• identifies actions to achieve them, as required by the Federal Sustainable Development Act

In keeping with the objectives of the act to make environmental decision-making more transparent and accountable to Parliament, Global Affairs Canada supports reporting on the implementation of the FSDS and its Departmental Sustainable Development Strategy, or equivalent document, through the activities described in this supplementary information table.

2. Sustainable development in Global Affairs Canada

Global Affairs Canada’s Departmental Sustainable Development Strategy for 2017 to 2020 describes the department’s actions in support of achieving the FSDS goals on Effective Action on Climate Change and Low-Carbon Government. This supplementary information table presents available results for the departmental actions pertinent to these goals. Last year’s supplementary information table is posted on the department’s website. This year, Global Affairs Canada is also noting which UN SDG target each departmental action contributes to achieving.

3. Departmental performance by FSDS goal

The following tables provide performance information on departmental actions in support of the FSDS goals listed in section 2.

FSDS Goal: Effective Action on Climate Change

FSDS target(s): By 2030, reduce Canada’s total global greenhouse gas emissions by 30%, relative to 2005 emission levels.

FSDS contributing action(s): Take a leading role in international agreements and initiatives on climate change.

Corresponding departmental action(s): Work with Environment and Climate Change Canada to play a leadership role and provide policy and legal advice to support the negotiation and implementation of international environmental agreements and initiatives on climate change, including the United Nations Framework Convention on Climate Change and the Paris Agreement.

Support for UN Sustainable Development Goal target: SDG 13

Starting point: N/A

Target: N/A

Performance indicator: Degree to which high quality and timely legal advice regarding Canada’s international legal obligations is considered and integrated into Government of Canada positions on environmental law in international forums.

Results achieved:

Throughout the year, GAC provided continued high quality and timely legal advice, under international law, with a view to: inform the elaboration of sound Canadian positions for international climate change negotiations; ensure legal consistency in international decisions; and ensure that Canada’s priorities and interests are well captured and preserved. This included:

• Acting as legal advisor on the Canadian delegation to meetings of the UN framework Convention on Climate Change and the Paris Agreement, including for the elaboration of the Paris Agreement Work Programme.
• Acting as lead negotiator for the compliance mechanism under the Paris Agreement;
• Acting as legal advisor on the Canadian delegation to the Montreal Protocol on Substances that Deplete the Ozone Layer, regarding the Kigali Amendment to phase down hydrofluorocarbons, a powerful greenhouse gas;
• Providing continuing legal advice on climate change aspects of international trade agreement;
• Providing continuing legal advice on a wide range of other international initiatives addressing climate change, in a variety of other international organizations (e.g. UN, UN agencies, G7, Francophonie, regional organizations).

Corresponding departmental action(s): Advance a progressive trade agenda, including integrating robust environment provisions in trade agreements, and supporting clean technology exports.

Support for UN Sustainable Development Goal target: SDG 13

Starting point: N/A

Target: N/A

Performance indicator: Degree to which environmental provisions are integrated in free trade agreements and other aspects of Canada's trade agenda.

Results achieved:

• Canada seeks to negotiate ambitious and enforceable environment chapters in its free trade agreements (FTAs), with commitments to maintain high levels of environmental protection as well as new progressive elements, including comprehensive commitments on issues such as climate change.
• Canada successfully negotiated trade and environment chapters in the Comprehensive Economic and Trade Agreement (CETA), Comprehensive and Progressive Agreement for Trans-Pacific Partnership (CPTPP), United States-Mexico-Canada Agreement (USMCA) and on the modernized Canada-Israel Free Trade Agreement (CIFTA).
• Participated in World Trade Organization (WTO) and Organisation for Economic Co-operation and Development (OECD) working groups and special events such as the WTO Public Forum and other international learning events on trade and environment. Of note, Canada co-hosted a climate event with the EU as the first environment-related cooperation activity under the CETA.

Corresponding departmental action(s): Deliver on Canada's pledge to provide $2.65 billion in climate financing to support developing countries' transition to low-carbon, climate-resilient economies, in line with Canada's feminist international assistance policy priorities.

Support for UN Sustainable Development Goal target: SDG 13

Starting point: N/A

Target: N/A

Performance indicator: Degree to which agreements with partners are finalized to deliver and implement $2.65 billion of climate financing by the end of FY 20/21. (Starting point: $838,700,700 delivered as of June 1, 2017)

Results achieved: As of April 2019 our number was over $1.5 billion worth of projects announced.

Corresponding departmental action(s): Integrate environmental sustainability throughout Canadian development assistance, to ensure that Canadian international investments do not result in significant adverse environmental effects, in accordance with the Canadian Environmental Assessment Act and the Cabinet Directive on the Environmental Assessment of Policy, Plan and Program Proposals.

Support for UN Sustainable Development Goal target: SDG 13

Starting point: N/A

Target: N/A

Performance indicator: % of Global Affairs Canada’s development assistance initiatives that underwent an environmental analysis. (Starting point: 100%)

Results achieved: 100% of GAC’s development assistance initiatives underwent an environmental analysis.

FSDS Goal: Low-Carbon Government

FSDS target(s): Reduce greenhouse gas emissions from federal government buildings and fleets by 40% below 2005 levels by 2030, with an aspiration to achieve it by 2025.

FSDS contributing action(s): Improve the energy efficiency of our buildings/operations

Corresponding departmental action(s): N/A

Support for United Nations Sustainable Development Goal (UN SDG) target: N/A

Starting point: N/A

Target: N/A

Performance indicator: N/A

Results achieved: N/A

FSDS contributing action(s): Modernize our fleet

Corresponding departmental action(s): Purchase two new vehicles categorized as low emission (hybrid or full electric).

Support for United Nations Sustainable Development Goal (UN SDG) target: SDG 12.7

Starting point: 42% hybrid fleet in January 2017

Target: N/A

Performance indicator: Percentage of low emission vehicles in the department’s domestic fleet

Results achieved: 63%

FSDS contributing action(s): Support the transition to a low-carbon economy through green procurement

Corresponding departmental action(s): Ensure that the Global Affairs Canada procurement community receives green procurement training and continues to promote the use of green products.

Support for United Nations Sustainable Development Goal (UN SDG) target: SDG 12.7

Starting point: 80%

Target: Promote public procurement practices that are sustainable, in accordance with national policies and priorities.

Performance indicator: Percentage of procurement and materiel management specialists that have completed the Canada School of Public Service green procurement course (C215).

Results achieved: 80.7% (42 of 52 of the Procurement and materiel management specialists have completed the Canada School of Public Service Green Procurement course (C215)

Corresponding departmental action(s): Implement a global printer cyclical replacement strategy, which will incorporate green procurement.

Support for United Nations Sustainable Development Goal (UN SDG) target: SDG 12.7

Starting point: 2,273,038 pages in June 2016

Target: Promote public procurement practices that are sustainable, in accordance with national policies and priorities.

Performance indicator: Percentage reduction of total printed pages at Headquarters.

Results achieved:

• As of March 31, 2019, the number of printed pages per user at Head Quarters reduced by 12.5% since last fiscal year (2017-2018), and by 19.35% since 2016-2017.
• Number of printed pages per user by fiscal year:
  • 2016-2017: 3468 pages per user (24,904,791 pages/7182 users)
  • 2017-2018: 3197 pages per user (24,668,433 pages/7715 users)
  • 2018-2019 : 2797 pages per user (23,636,665 pages/8452 users)

Corresponding departmental action(s): Ensure that environmental considerations are incorporated into corporate policies, processes and practices in accordance with departmental refresh cycles.

Support for United Nations Sustainable Development Goal (UN SDG) target: SDG 12.7

Starting point: 80%

Target: Promote public procurement practices that are sustainable, in accordance with national policies and priorities.

Performance indicator: Percentage of corporate policies, processes and practices that were created or updated during the fiscal year and incorporated environmental considerations.

Results achieved:

• Result achieved as of March 31, 2019 – 100%
• 100% in 2016. No changes in the corporate policies, processes and practices since 2016.

Corresponding departmental action(s): Implement a comprehensive device strategy policy, which will ensure sustainability of IT asset management, reduce evergreening costs and duplication of devices.

Support for United Nations Sustainable Development Goal (UN SDG) target: SDG 12.7

Starting point: 1.21

Target: Promote public procurement practices that are sustainable, in accordance with national policies and priorities.

Performance indicator: Number of devices per employee.

Results achieved:

• As of March 31, 2019, the number of devices per employee has lowered to 1.41 compared to 1.51 in 2016-2017.
• When the indicator was first created in 2016-2017, the Cyclical Replacement Program had not yet launched and the 1.25 figure was roughly estimated. SID is now in Year 2 of the 5-year program and has more accurate and reliable data to report on.

FSDS contributing action(s): Demonstrate innovative technologies

Corresponding departmental action(s): N/A

Support for United Nations Sustainable Development Goal (UN SDG) target: N/A

Starting point: N/A

Target: N/A

Performance indicator: N/A

Results achieved: N/A

FSDS contributing action(s): Promote sustainable travel practices

Corresponding departmental action(s): Encourage and facilitate the use of sustainable travel practices.

Support for United Nations Sustainable Development Goal (UN SDG) target: N/A

Starting point: N/A

Target: N/A

Performance indicator: Number of information sessions or communications on travel that includes guidance on sustainable travel practices.

Results achieved: N/A

Corresponding departmental action(s): Continue to operate the IntraBus shuttle service transporting staff between its three main buildings at headquarters.

Support for United Nations Sustainable Development Goal (UN SDG) target: N/A

Starting point: 200

Target: N/A

Performance indicator: Average number of shuttle service passengers per day.

Results achieved: N/A

Starting point: $1,372,000 in 2013-14

Target: N/A

Performance indicator: Percentage reduction in the cost of taxi services, as compared to pre-implementation of the shuttle service. *Estimate of funds expended on taxi rides prior to amalgamation and implementation of shuttle service; cost provides a measure of total number of hours and distance.

Results achieved: 

• In the past 4.667 years; (GAC paid approx. $3,852,183.00 in taxi chits vs $1,586,313.30 for the shuttle buses (shuttle buses costs $339,900/year = (-$2,265,869.70)
• When the indicator was first created in 2016-2017, the Cyclical Replacement Program had not yet launched and the 1.25 figure was roughly estimated. SID is now in Year 2 of the 5-year program and has more accurate and reliable data to report on.

Corresponding departmental action(s): Work with Shared Services Canada to increase network bandwidth at missions abroad.

Support for United Nations Sustainable Development Goal (UN SDG) target: SDG 9C

Starting point: upgrades underway at 15 of the most congested sites

Target: N/A

Performance indicator: Number of missions where the bandwidth was upgraded (Starting point).

Results achieved: When the indicator was first created in 2016-2017, the Cyclical Replacement Program had not yet launched and the 1.25 figure was roughly estimated. SID is now in Year 2 of the 5-year program and has more accurate and reliable data to report on.

FSDS contributing action(s): Understand climate change impacts and build resilience

Corresponding departmental action(s): N/A

Support for United Nations Sustainable Development Goal (UN SDG) target: N/A

Starting point: N/A

Target: N/A

Performance indicator: N/A

Results achieved: N/A

FSDS contributing action(s): Improve transparency and accountability

Corresponding departmental action(s): N/A

Support for United Nations Sustainable Development Goal (UN SDG) target: N/A

Starting point: N/A

Target: N/A

Performance indicator: N/A

Results achieved: N/A

FSDS contributing action(s): Develop policy for low‑carbon government

Corresponding departmental action(s): N/A

Support for United Nations Sustainable Development Goal (UN SDG) target: N/A

Starting point: N/A

Target: N/A

Performance indicator: N/A

Results achieved: N/A

4. Report on integrating sustainable development

During the 2018-19 reporting cycle, Global Affairs Canada considered the environmental effects of proposals subject to the Cabinet Directive on the Environmental Assessment of Policy, Plan and Program Proposals as part of its decision-making processes. Through the Strategic Environmental Assessment process, all of these departmental proposals were found to have neutral to positive effects on progress towards achieving the goals and targets of both the 2016–2019 FSDS and the 2030 Agenda for Sustainable Development.

Additional information on the results of Strategic Environmental Assessments is available on the Departmental Sustainable Development Strategy and Environmental Assessment of Trade Negotiations web pages.

Details on transfer payment programs of $5 million or more

Anti-Crime Capacity Building Program

Name of transfer payment program: Anti-Crime Capacity Building Program (ACCBP)

Start date: December 9, 2009

End date: Ongoing

Type of transfer payment: Grants and contributions

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2011-12 (amended); 2015-16 (amendment)

Link to the department’s Program Inventory: Program 31: Anti-Crime and Counter-Terrorism Capacity Building

Description : The ACCBP was created in 2009, to provide assistance to enhance the capacity of key beneficiary states, government entities and international organizations to prevent and respond to threats posed by international criminal activity to Canada and the region. Though focus remains on the Americas, the ACCBP now has a global mandate. The ACCBP has 7 thematic priorities, which include Security System Reform, Illicit Drugs, Corruption, Trafficking in Persons, Money Laundering and Proceeds of Crime, Crime Prevention (including Cyber) and Migrant Smuggling. The Human Smuggling Envelope was created under the ACCBP to address the threat posed to Canadian interests by migrant smuggling, and is specifically allocated to building the capacity of local authorities to disrupt, interdict and deter migrant smuggling ventures destined for Canada.

Results achieved: Through a variety of individual projects and in cooperation with like-minded partners, ACCBP programming has made it possible to:

• Reduce threats related to transnational organized crime to Canadians, Canadian interests, and populations in beneficiary countries. As a result of ACCBP supported Border Management Projects, 20 fraudulent documents and imposters were found in 4 Thai airports, in addition to 17 fraudulent documents being found in Ghana.
• Improve prevention of and/or response to transnational crime by beneficiary state(s), in a manner that meets international norms and standards. Through the ACCBP-supported Container Control Program, over 48,254 kg of illicit drugs were seized across 16 countries.
• Improve application of anti-crime legal instruments, controls and/or frameworks that meet international norms, standards and best practices by beneficiary state(s). ACCBP supported Cyber Capacity Building Projects in the Americas, which helped to guide the Dominican Republic, Brazil, Guatemala and Argentina in developing and approving their National Cyber Strategies.
• As a result of the majority of projects being regionally focused, ACCBP programming improved the resilience and engagement of communities and civil society in the areas of anti-crime in 47 countries, in a manner that meets international norms and standards.*

* ACCBP programming is targeted to address insecurity and to advance the rule of law. It is also based on potential impact to Canada in terms of the potential threat, therefore much of ACCBP programming is regional in order to heighten impact and promote regional cooperation between countries.

Findings of audits completed in 2018–19: None

Findings of evaluations completed in 2018–19: The next evaluation will take place in 2020.

Engagement of applicants and recipients in 2018–19: The program delivers programming via Government of Canada departments and agencies plus selected multilateral institutions, foreign governments, and non-governmental organizations.

Canada Fund for Local Initiatives

Name of transfer payment program: Canada Fund for Local Initiatives (CFLI)

Start date: April 1, 2012

End date: Ongoing

Type of transfer payment: Contribution

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2011-2012

Link to the department’s Program Inventory:

Program 27. Humanitarian Assistance

Program 33. Canada Fund for Local Initiatives (CFLI)

Description: The Canada Fund for Local Initiatives (CFLI) is a contribution program delivered through Canadian embassies and high commissions that supports small-scale, high-impact projects in developing countries. The objectives of the program are to contribute to the achievement of Canada’s thematic priorities for international assistance; assist in the advocacy of Canadian values and interests; and strengthen Canada’s bilateral relations with foreign countries and their civil societies. The program also provides small-scale financing to local organizations to respond to natural disasters and humanitarian emergencies. The average contribution is $26,000. Projects are largely conceived and implemented by local organizations, making them highly responsive to local needs.

Results achieved: Increased access to, and influence with, key local decision makers by Canadian mission staff to raise awareness and promote Canada’s values and interests

• In 2018-19, the CFLI was effectively managed by 70 Canadian missions abroad to fund 547 projects in 125 countries and the Palestinian Territories. 
• The CFLI provides an important advocacy tool for Canadian missions to build relationships and goodwill with local governments and local civil society leaders, generating awareness and discussion on issues of importance to Canada. In 2018-19, CFLI training, tools and templates were improved to better support missions in their strategic planning. In their year-end reports, 97% of CFLI program managers indicated that the CFLI program meaningfully increased their mission’s level of influence in advancing Canada’s values and interests in their countries of accreditation, an increase of 5% compared to 2017-18. Missions reported that they were able to build on the positive results generated by CFLI projects to facilitate dialogue with local decision makers, including on sensitive issues such as the eradication of harmful practices and gender discrimination (85 projects in 2018-19) or the protection of minority rights (59 projects). 
• The selection of project proposals outside of capitals, including in remote regions, offered missions the opportunity to further expand their networks by engaging municipal and regional leaders. For example, Canada supported a project in the Kyrgyz Republic to strengthen women’s civic activism and raise electoral awareness in isolated, conservative areas of the country. Through workshops and, a broad, local social media campaign, the initiative succeeded in engaging hundreds of women as well as local government bodies, local councils and religious leaders to discuss the causes, impacts and solutions regarding women’s social isolation and weak civic engagement.
• Missions also leveraged their CFLI projects as part of broader, concerted advocacy campaigns (e.g. International Women’s Day, International Day against Homophobia and Transphobia, World Press Freedom Day, FemParl), using social and traditional media to highlight Canadian values and interests and promote the work of civil society organization (CSO) partners. For example, Dar es Salaam used CFLI funds in conjunction with other mission resources to launch a collaborative advocacy campaign to end female genital mutilation and child marriage. Involving mobile screenings of a Canadian-Tanzanian documentary alongside a series of dialogues with film protagonists and local government and police representatives, the initiative had exceptionally broad reach and impact. 
• While CFLI projects did not always lead to direct access and influence with local decision makers, often due to the nature of the particular initiative, the local impact was nonetheless significant. 65% of missions strongly agreed, and another 33% agreed, that their CFLI program created meaningful opportunities for interactions with local stakeholders, civil society organizations (CSOs) and civic leaders, to advance Canada’s values and interests. The CFLI remains one of the few tools available to Canadian missions to engage directly with citizens and CSOs in developing countries. For example, Canada supported a project that trained local women from nine different governorates in Syria on becoming peace activists and facilitators of peace circles, and also trained young Syrian women and men on becoming playback theatre actors. This project was widely mentioned by local and international news agencies. The participants have since become active peace advocates in their respective governorates, broadening the positive impact of the project on the ground. Increased action by local organizations to implement policies and practices that address development challenges in their local country context.
• Local CSOs implemented over 80% of CFLI projects in 2018-19, on par with previous years. Many CFLI recipients were nascent, grassroots groups that would not have otherwise qualified for international donor funding, yet were best-placed to understand and respond to the particular development challenges in their local country context. This included 230 local women’s organizations. A number of missions made determined efforts, as part of their annual CFLI strategy, to engage new local organizations in order to expand and strengthen the local civic space.  When questioned, 68% of missions strongly agreed, and another 32% agreed, that the CFLI program addressed local development challenges in their countries of accreditation (equivalent to 2017-18 results). 
• In 2018-19, in alignment with the Feminist International Assistance Policy, and in recognition of the fact that gender inequality remains a key barrier to overall development results, the CFLI program placed considerable emphasis on enhancing the gender equality outcomes of CFLI projects. This was primarily achieved by introducing a new requirement for funding applicants to incorporate a gender based analysis (GBA) and the perspective of women and girls into the design of their projects. To deliver on this requirement, missions provided numerous local organizations with guidance and capacity building to develop their GBA knowledge and skills. As a result, over 92% of CFLI projects included a GBA, and 91% involved consultation with women and girls, representing an important shift in the overall gender sensitivity of CFLI programming. 
• Due to the small scale and short-term nature of CFLI projects, most initiatives focused on achieving immediate development outcomes, such as increasing the knowledge, awareness and skills of local populations. However, a number of CFLI projects sought to influence national or regional policies and legislation. For example, the CFLI program in El Salvador focused exclusively on promoting sexual and reproductive health and rights to achieve maximum impact. Projects involving advocacy campaigns, radio programs and public debates; succeeded in influencing the national pre-electoral agenda to ensure women’s rights and gender equality were addressed by candidates. Other CFLI projects aimed at implementing new practices, or breaking down past harmful practices, to improve long-term sustainable development. For example, 50 projects in 2018-19 focused on addressing barriers to women’s participation in the workforce. Small, local projects provided new economic empowerment opportunities for women, frequently targeting those from the most marginalized segments of society, such as women with disabilities or indigenous women. Another 41 projects focused on developing local, community-based solutions to address the impacts of climate change on development outcomes, particularly in small island developing states. Increased responsiveness to humanitarian needs of local populations affected by natural disasters and emergencies.
• The CFLI intends to provide a quick, flexible tool to support local organizations in responding to natural disasters or other emergencies in developing countries. CFLI humanitarian projects are small-scale (under $50,000), locally implemented, and complementary to other Canadian support delivered through regular humanitarian channels. 
• Out of the $500,000 reserve set aside annually for CFLI humanitarian projects, $278,000 was disbursed in 2018-19 to respond to seven different crises around the globe, from supporting oral rehydration centres for cholera victims in Zimbabwe to providing gender-focussed psychosocial counselling to victims following a deadly volcanic eruption in Guatemala. While the number of CFLI humanitarian projects declined compared with 2017-18, this may be due in part to a relative reduction in, and/or the timing of, natural disaster events, as well as a reallocation of funds to other CFLI programming priorities. In 2019-20, the CFLI guidelines for humanitarian projects will be revised, in consultation with the International Humanitarian Assistance Bureau, to ensure that funds are more accessible to missions, in a timely manner.

Findings of audits completed in 2018–19: N/A

Findings of evaluations completed in 2018–19: N/A

Engagement of applicants and recipients in 2018–19: By program design, the CFLI is intended to respond to local needs and engage closely with recipients, many of whom are small organizations with modest resources. Applicants are solicited mainly through broad calls for proposals, which clearly identify a contact person who is responsible for responding to queries. Many Canadian high commissions and embassies hold information sessions for interested applicants. Once projects are selected for funding, recipients and mission personnel communicate frequently throughout the implementation and reporting process. Mission personnel often visit project sites to monitor projects. Additionally, recipients may be offered the opportunity to participate in group experience-sharing workshops or training, including on financial reporting and record keeping.

CanExport Program

Name of transfer payment program: CanExport Program

Start date: December 11, 2008

End date: Ongoing

Type of transfer payment: Grants and Contributions

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2008-2009 (updated 2013-2014 to add the Foreign Trade Zones Marketing Program [FTZ-MP], 2015-2016 to add the CanExport Program, 2017-2018 amendments to program terms and conditions including name change of program from Global Markets Support Program to Trade and Investment Support Program, 2018-2019 additional funding ($50 million over 5 years) in response to Budget 2018 to increase Trade Diversification, and 2019-2020 additional funding (100 million over 5 years) in response to the Fall Economic Statement, changes to Program Terms and Conditions and name change of program from Trade and Investment Support Program to CanExport Program)

Link to the department’s Program Inventory:

Program 20. International Business Development

Program 21. International Innovation and Investment

Description: The CanExport Program harmonizes four pillars under one umbrella mechanism comprising the following:

• CanExport Small and Medium-Sized Enterprises (SMEs);
• CanExport Associations
• CanExport Community Investments
• CanExport Innovation

The objective of the program is to build a stronger and more effective Canadian capacity to compete in the global economy. Recipients are not required to repay funds obtained under this transfer payment program.

Results achieved: CanExport SMEs' final reports for projects completed in 2018-2019 show that, at the time of completion and as a direct result of their project, 29% of companies had achieved varying degrees of success; 18% had achieved an intermediate outcome; and another 15% had been able to achieve export sales in a new market totalling $93,825,000. 

Results achieved from CanExport funded activities for community investments and associations contribute to a stronger Canadian capacity to compete in the global economy. Questionnaire responses provided evidence that 100% of communities reported having improved ability to better service prospective investors, 92% of associations reported that there are more Canadian companies involved in international business as a result of funded projects, and 85% of associations reported that the funded projects resulted in foreign sales or contracts. Additionally, questionnaire responses revealed further evidence of ongoing generation of foreign direct investment, and creation or retention of jobs.

CanExport Innovation aggregated data obtained through recipient’s final reports from projects approved and/or completed in 2018-2019 show that 73% of recipients significantly increased their knowledge of R&D opportunities in foreign markets. Recipients reported meeting a total of 1,095 foreign contacts, which has resulted in 46 strong opportunities pursued, as evidenced by the signing of non-disclosure agreements, letters of intent, confidential disclosure agreements, and memorandums of understanding (54% of completed projects) and 33 signed Research & Development partnership agreements worth over $8.6 million (39% of completed projects). In fiscal year 2018-2019, CanExport Innovation approved $1.1 million in funding, representing a return on investment of approximately 8:1.

Findings of audits completed in 2018–19: N/A

Findings of evaluations completed in 2018–19: None (note the Evaluations planned for 2018-19 and 2019-20 have been rescheduled to take place in fiscal year 2020-2021).

Engagement of applicants and recipients in 2018–19: The CanExport Program administers an annual recipient questionnaire, allowing recipients to provide direct feedback to program management. Although the questionnaire does not cover CanExport SMEs, final reports and annual snapshots are submitted by CanExport SMEs recipients to provide feedback and data on the results associated with their individual projects. The CanExport Program also seeks feedback from applicants and recipients through proactive outreach and through ongoing communications related to program delivery.

Commonwealth Secretariat

Name of transfer payment program: Commonwealth Secretariat

Start date: September 28, 1965

End date: Ongoing

Type of transfer payment: Contribution

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2006-2007

Link to the department’s Program Inventory: Program 3. Multilateral Policy

Description: Canada’s assessed contribution to the regular budget of the Commonwealth is a legally binding obligation of membership. The purpose of Canada’s membership is to further the Government of Canada’s foreign policy goals related to international peace, security and development with a view to enhancing relationships among the 53 Commonwealth member countries. Recipients are not required to repay funds obtained under this transfer payment program.

Results achieved :

• After adopting the Revised Commonwealth Guidelines for the Conduct of Election Observation in Member States in April 2018, Commonwealth observers have been deployed for three elections.
• The Secretariat developed a new programme focused on enhancing the understanding of the three branches of government. Thus far, three member countries have been assessed to determine their needs before implementation.
• Two trade advisers have been in post at the Commonwealth Small State Office in Geneva since January 2019 to provide technical and advocacy support to small states delegations on WTO negotiations issues, and implement the WTO trade facilitation agreement.
• In the context of the Senior Trade Officials Meeting held in October 2018 and the Commonwealth Connectivity Agenda, a special session on inclusive trade focussing on the role of women in international trade and the digital economy was led.
• The Secretariat continued its work to; strengthen resilience of small states and vulnerable states in multiple ways, including through the development of tools, research, the delivery of a Conference in Samoa under the theme “Building Resilience through Disaster Risk Reduction”, and the support of Small and Vulnerable States on the effective implementation of the Sustainable Development Goals (with current focus on the African Region).
• The Commonwealth Blue Charter, as adopted by heads of governments, represents a new commitment by Commonwealth Member countries to work together in addressing pressing ocean issues, with particular focus on the Sustainable Development Goals. Nine action groups were created, working on a diversity of topics, including the Commonwealth Blue Charter Knowledge Champion on Oceans Observation, led by Canada. One particularity of this group is that it is also looking to mainstream the topic of gender and Indigenous traditional knowledge in the work of the action group.
• Youth work and employment was addressed in various meetings and workshops, including during the training for 50 Pacific youth leaders, designed to explore new strategies to strengthen youth engagement in tackling issues such as unemployment, inequality and education disparity. The training also sought to strengthen the regional youth participation mechanism, national youth councils and other youth-led representative frameworks, and to develop and enhance the capacity of youth leaders to engage with their leaders and advocate for grassroots recognition and support for young people’s capabilities as leaders and partners in development.

Findings of audits completed in 2018–19: No audits have been conducted or are planned by Global Affairs Canada. The Commonwealth Secretariat’s Board of Governors, comprising representatives from member states, including Canada, receives an external annual audit report and acts on any opinions therein. The Audit Committee also follows the work of the Commonwealth Secretariat in General and commissions internal audits if required.

Findings of evaluations completed in 2018–19: No evaluation has been conducted by Global Affairs Canada. The Commonwealth Secretariat began a mid-term review of its Strategic Plan 2017-18 to 2020-21 in fiscal year 2018-19, and the results are pending.

Engagement of applicants and recipients in 2018–19: Engagement is ongoing. For more details, visit The Commonwealth website.

Comprehensive Nuclear-Test-Ban Treaty Organization

Name of transfer payment program: Comprehensive Nuclear-Test-Ban Treaty Organization (CTBTO)

Start date: February 1998

End date: Ongoing

Type of transfer payment: Contribution

Type of appropriation: Estimates

Fiscal year for terms and conditions: December 2011 – extended indefinitely by the Minister of Foreign Affairs

Link to the department’s Program Inventory: Program 17. Peace and Security Policy

Description: To pay Canada’s assessed contribution to the CTBTO, which is responsible for provisionally implementing the Comprehensive Nuclear-Test-Ban Treaty.

Results achieved :

• Effective and efficient implementation of the CTBTO’s major programs as reflected in its program and budget; and
• Continued Canadian participation in the CTBTO’s activities, including the Preparatory Commission and its political and technical subsidiary bodies, to ensure actions and decisions are consistent with Canadian foreign policy priorities.

Findings of audits completed in 2018–19: CTBTO audits are shared with CTBTO’s State Signatories, they are not available to the general public. Therefore, there was no audit in 2018-19 that can be reported for CTBTO.

Findings of evaluations completed in 2018–19: CTBTO evaluations are shared with CTBTO’s State Signatories, they are not available to the general public. Therefore, there was no evaluation in 2018-19 that can be reported for CTBTO.

Engagement of applicants and recipients in 2018–19: N/A

Counter-Terrorism Capacity Building Program

Name of transfer payment program: Counter-Terrorism Capacity Building Program (CTCBP)

Start date: September 2005

End date: Ongoing

Type of transfer payment: Grants and contributions

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2011-2012 (amended); 2015-2016 (amended)

Link to the department’s Program Inventory: Program 31. Anti-Crime and Counter-Terrorism Capacity Building

Description: CTCBP aims to reduce security threats from terrorism for Canadians and affected populations, particularly women and girls, in countries where Canada engages. CTCBP provides training, equipment, infrastructure and technical assistance to enhance the capacity of beneficiary states, government entities and international organizations to prevent and respond to threats posed by terrorist activity.

CTCBP focuses on countering violent extremism and foreign terrorist fighters, combating the financing of terrorism, preventing violent extremism and critical infrastructure security.

Results achieved : Programming in CTCBP focus countries is fraught with difficulties and results can appear limited and volatile. This is reflected in the fact that these countries are not only exposed to terrorist threats, but to conditions of fragility in general. Six of CTCBP’s programming countries feature among the ten most at-risk countries both on the Global Terrorism Index and on the Fragile States Index. Quantifying results of specific CTCBP programing efforts can prove to be of limited value in such unpredictable country contexts.

However, through individual projects (several of which are of a classified nature) and in cooperation with like-minded partners it has been possible to:

• Reduce threats related to terrorism to Canadians, Canadian interests and populations in beneficiary countries;
• Improve prevention of terrorism in over 30 partner states and through more than 35 CTCBP supported organizations;
• Improve legal and policy instruments of partner states; and
• Improve resilience and engagement of communities in the areas of preventing and countering violent extremism.

Findings of audits completed in 2018–19: N/A

Findings of evaluations completed in 2018–19: There were no program evaluations conducted during the reporting period, however a corporate program evaluation is expected to take place in 2020.

Engagement of applicants and recipients in 2018–19: CTCBP delivers programming via Government of Canada departments and agencies, selected multilateral institutions, foreign governments, non-governmental organizations and private entities. During the reporting period, emphasis has been placed on encouraging other government departments to provide gender analysis in proposals and subsequent programming.

Food and Agriculture Organization of the United Nations 

Name of transfer payment program: Food and Agriculture Organization of the United Nations (FAO)

Start date: 1945

End date: Ongoing

Type of transfer payment: Contribution

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2011-2012

Link to the department’s Program Inventory: Program 3. Multilateral Policy

Description: Canada’s annual assessed contribution to the FAO is a legally binding obligation of membership. The purpose of membership is to further the Government of Canada’s foreign policy goals related to agricultural development and to provide Canada with a voice in the international community. Recipients are not required to repay funds obtained under this transfer payment program.

Results achieved :

• Contributed to the eradication of hunger, food insecurity and malnutrition;
• Increased and improved provision of goods and services from agriculture, forestry and fisheries in a sustainable manner;
• Reduced rural poverty;
• Enabled more inclusive and efficient agricultural and food systems;
• Increased the resilience of livelihoods to threats and crisis;
• Enhanced quality and integrity of FAO’s core technical, normative and standard-setting work including the delivery of high-quality statistics and the integration of cross-cutting themes on climate change, gender, governance and nutrition.

For further details, please refer to FAO’s latest available Programme Implementation Report, which informs Member States about the work carried out and the results achieved by the Organization during the 2016-2017 biennium, including reporting on Sustainable Development Goals (SDGs)-based indicators of progress on achieving the organization’s strategic objectives in alignment with Agenda 2030 and towards more accountable and transparent multilateral action.

Findings of audits completed in 2018–19: The FAO Director-General and the Finance Committee conducted its 2018 Annual Report. The findings can be found here.

Findings of evaluations completed in 2018–19: N/A

Engagement of applicants and recipients in 2018–19: N/A

Grants and Contributions in Aid of Academic Relations

Name of transfer payment program: Grants and Contributions in Aid of Academic Relations

Start date: January 1, 1989

End date: Ongoing

Type of transfer payment: Grants and contributions

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2017-2018

Link to the department’s Program Inventory: Program 20. International Business Development

Description: These grants and contributions expand international education programs to more effectively and efficiently advance departmental priorities, which include contributing to Canada’s competitiveness in the education sector and promoting democracy, the rule of law and human rights. Recipients are not required to repay grant funds obtained under this transfer payment program.

Results achieved : Raised awareness of Canada among future leaders, decision makers and the general public in foreign countries, as measured by:

• 1455 applications received in 2018-19
• 761 scholarship recipients studied in Canada in 2018-19 and have experienced Canada’s models of democratic governance
• 14 senior institutional leaders from Latin America and the Caribbean visited Canadian universities and colleges and met Canadian academic officials

Canada’s knowledge advantage was recognized worldwide and serves to strengthen Canadian interests and economic prosperity, as measured by:

• 5 collaborative linkages established in 2018-19 through formal agreements between foreign and Canadian institutions
• 761 scholarship recipients who have experienced Canada’s academic excellence
• 761 international students, who, through their studies and research in Canada, contribute to Canadian industry and academic institutions while in Canada.

Findings of audits completed in 2018–19: There was no audit completed in 2018-19.

Findings of evaluations completed in 2018–19: A departmental evaluation of Canada’s International Education Strategy was completed in February 2019. This evaluation included a review of how the Strategy leverages scholarship programs through Grants and Contributions in Aid of Academic Relations. The evaluation had two findings related to scholarships: a) While the International Scholarships Program (ISP) is an effective tool to support the IES objectives in Latin America and the Caribbean, gaps exist in Global Affairs Canada’s scholarship offer; b) Global Affairs’ scholarships programs also contribute to results and coherence across departmental business lines.

Engagement of applicants and recipients in 2018–19:

The following took place in 2018–19: promotion of programs by 55 missions; weekly collaborations with non-governmental organizations; and participation in four education conferences and forums, one study tour, and one collaboration mission involving leaders of international academic institutions from the Americas coming to Canada.

International scholarships news releases - RSS feeds: 30

Alumni newsletters published in 2018-19: 1

International scholarships website statistics:

• Visits: 1,249,024 (-3.68%)
• New visitors: 1,235,301 (-3.63%)
• Total pages viewed: 4,136,978 (+3.02%)
• Direct traffic: 909,374 (+20.36%)
• Average duration of each visit: 2 minutes, 38 seconds
• Average number of pages viewed per visit: 2.45

Grants in Lieu of Taxes on Diplomatic, Consular and International Organizations’ Property in Canada 

Name of transfer payment program: Grants in Lieu of Taxes on Diplomatic, Consular and International Organizations’ Property in Canada

Start date: January 18, 1979

End date: Ongoing

Type of transfer payment: Grants

Type of appropriation: Estimates

Fiscal year for terms and conditions: 1978-1979

Link to the department’s Program Inventory: Program 5. Diplomatic Services and Protocol

Description: The Diplomatic, Consular and International Organizations’ Property Grants Order (P.C.1979-59, January 18, 1979), the Municipal Grants Act, and successor orders and acts form the statutory basis of this program. Public Services and Procurement Canada, and the National Capital Commission establishes responsibilities and procedures governing the provision of services related to the payment of grants in lieu of real property and frontage or area taxes with respect to diplomatic and consular property. These procedures are designed to ensure fiscal and operational accountability while promoting efficient program delivery.

Results achieved : Canada’s international obligations were met, as demonstrated by:

• Timely and accurate administration of payments to taxing authorities in Canada with respect to exempt properties owned by foreign states; and
• Maintenance and expansion of the most favourable property tax exemption opportunities for Canadian missions abroad.

Findings of audits completed in 2018–19: N/A

Findings of evaluations completed in 2018–19: N/A

Engagement of applicants and recipients in 2018–19: N/A

International Atomic Energy Agency 

Name of transfer payment program: International Atomic Energy Agency (IAEA)

Start date: December 19, 1989

End date: Ongoing

Type of transfer payment: Contribution

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2011-2012

Link to the department’s Program Inventory: Program 17. Peace and Security Policy

Description: Canada’s annual assessed contribution to the IAEA is a legally binding obligation of membership. Payment is made to ensure that membership is in good standing and to maintain influence and credibility in a key international body, the aims of which Canada supports. The IAEA is the world’s global centre of cooperation in the nuclear field and it works to further the safe, secure, and safeguarded peaceful use of nuclear technology, in particular by verifying that states adhere to their commitments to use nuclear energy only for peaceful purposes. Recipients are not required to repay funds obtained under this transfer payment program.

Results achieved :

• Canada continued to take an active role in the proceedings of the IAEA, including through the Board of Governors and the General Conference; and to successfully advocate for greater efficiencies in the Agency’s activities, as it relates to the draft Programme and Budget for 2020-2021. In particular, Canada successfully advocated for: a strengthened “due account mechanism,” which allocates funds for technical cooperation (TC) projects and procurement possibilities in accordance with the level of payment of voluntary assessed contributions received by IAEA Member States; the inclusion of an enhanced report from the Agency on its efficiency measures to be included in the next budget cycle; and the mapping out of the Agency’s current and future human resources needs, to be provided before the 2021 Budget Update, in order to identify potential savings in this area.
• Canada continued to support the Agency’s work in monitoring and verifying Iran’s commitment pursuant to the Joint Comprehensive Plan of Action through financial and technical support. Canada also provided extra-budgetary funding to enhance the Agency’s readiness to verify denuclearization activities in North Korea.
• Canada continued to support the engagement of the Canadian nuclear industry with the Agency, including via the General Conference, and bilateral meetings with Agency officials.
    
• Canada stressed the importance of gender parity and gender mainstreaming at the IAEA, actively working to include language on both issues in resolutions of the IAEA, supporting NGOs working on these issues in the nuclear field, and hosting a panel discussion on this issue.

Findings of audits completed in 2018–19: IAEA audits are not made public, so it is not possible to report their findings.

Findings of evaluations completed in 2018–19: IAEA assessments are not made public, so it is not possible to communicate their conclusions.

Engagement of applicants and recipients in 2018–19: N/A

International Criminal Court

Name of transfer payment program: International Criminal Court (ICC)

Start date: April 1, 2005

End date: Ongoing

Type of transfer payment: Contribution

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2017-2018

Link to the department’s Program Inventory: Program 4. International Law

Description: The ICC is the first permanent, treaty-based, international criminal court established to help end impunity for the perpetrators of the most serious crimes of concern to the international community. The Court’s expenses are funded primarily by assessed contributions from states parties. Recipients are not required to repay funds obtained under this transfer payment program.

Results achieved : Two additional cases have been brought before the Court. The Court also issued various decisions on preliminary examinations, trials and appeals, notably the acquittal of Gbagbo and Blé Goudé, a decision on the Prosecutor’s request to proceed with an investigation into the situation in Afghanistan, and an Appeals Chamber’s judgement in the Jordan referral regarding head of state immunity.

The Office of the Prosecutor has opened preliminary examinations into alleged crimes committed against the Rohingya population in Myanmar/Bangladesh, as well as alleged crimes committed in Venezuela.

Findings of audits completed in 2018–19: N/A

Findings of evaluations completed in 2018–19: N/A

Engagement of applicants and recipients in 2018–19: Canada is an active participant in the ICC’s annual Assembly of States Parties (ASP) and on the Committee on Budget and Finance. The Embassy of Canada to the Netherlands is in regular direct contact with Court officials and, together with the Permanent Mission of Canada to the United Nations in New York, participates in working groups dealing with governance and finance issues affecting the Court. Canada, together with the six other largest contributors to the ICC’s budget, continues to press for further budget efficiencies.

International Development Assistance

Name of transfer payment program: International Development Assistance

Start date: 2001-2002

End date: Ongoing

Type of transfer payment: Grants and contributions

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2012-13

Link to the department’s Program Inventory:

Program 1. International Policy Coordination

Program 27. Humanitarian Assistance

Program 28. Partnerships and Development Innovation

Program 29. Multilateral International Assistance

Program 30. Peace and Stabilization Operations

Program 34. Europe, Arctic, Middle East and Maghreb International Assistance

Program 35. Americas International Assistance

Program 36. Asia Pacific International Assistance

Program 37. Sub-Saharan Africa International Assistance

Description: Official development assistance (ODA) activities contribute to poverty reduction, take into account the perspectives of the poor, and are consistent with international human rights standards, as per the Official Development Assistance Accountability Act (the Act). ODA may also be provided for the purposes of alleviating the effects of a natural or man-made disaster or other emergency occurring outside Canada. Global Affairs Canada is the lead department responsible for Canada's ODA. The majority of the Department’s international assistance activities meet the requirements of the Act. However, Global Affairs Canada’s transfer payment program does not preclude activities falling outside the scope of the Act. Recipients are not required to repay funds obtained under this transfer payment program.

Results achieved: In 2018-19, Global Affairs Canada continued to support Canada’s engagement in developing countries. Canadian development projects focused on achieving results within four thematic sub-programs: Sustainable Economic Growth; Children and Youth, including Maternal, Newborn and Child Health (MNCH); Food Security; and Multisector Assistance, Social Development and Development Engagement. In 2018-19, Canada’s humanitarian assistance worked to reduce suffering and save lives in populations experiencing humanitarian crises through its policy dialogue, advocacy and humanitarian programming, including institutional support to key humanitarian partners. Please consult Core Responsibility 3 of the Departmental Results Report for more information on Global Affairs Canada’s international development programs and performance results.

Findings of audits completed in 2018–19: Audit of repayable contributions – September 2018

The audit team found that the Government’s strategic direction was reflected into the repayable contribution arrangements. However, the Department did not define a policy and programming strategy at the departmental level to manage its growing portfolio of arrangements. The Department has demonstrated progress in clarifying roles and responsibilities by creating the Office of Innovative Finance that supports Programs’ programming of repayable contributions and term sheets defining respective roles and responsibilities. However, there are areas where roles and responsibilities are still not formally defined, especially after arrangements have been signed.

The audit team found that, at the initiative level, the Department has exercised due diligence for managing risks associated with repayable contributions, in compliance with applicable government policies. However, the Department did not have a tailored risk management framework for its repayable contribution portfolio. This will be especially important given the Budget 2018 announcement of an additional $1.5 billion in concessional funding over five years to support innovation in Canada’s international assistance.

The audit team found that Global Affairs Canada is exercising oversight over repayable contributions through different means that vary based on the type of funding arrangement. The Office of Innovative Finance and Programs has developed tools to monitor the implementation of the arrangements, such as performance and financial status. The Department receives performance information for each arrangement. However, the format of project results presentation does not always facilitate progress review against indicators. Nevertheless, the audit team found improvement in the most recent performance reporting from recipients. Finally, the audit team found that the Department did not yet have formal business processes to manage repayments.

Grants and Contribution Monitoring and Oversight - planned for 2019

Findings of evaluations completed in 2018–19: Maternal, Newborn and Child Health Initiative evaluation approved in May 2019.

Since 2010, Canada has played a key leadership role in global action to end the preventable deaths of mothers, newborns and children. Canada’s Maternal, Newborn and Child Health (MNCH) Initiative* is a ten year (2010/11 to 2020) 6.5 billion dollar commitment aimed at improving the health of women and children in the world’s most vulnerable regions. This represents a significant amount of international assistance resources spanning numerous geographic regions and functional areas.  

This evaluation of the MNCH Initiative assessed the relevance, effectiveness, sustainability, and efficiency of programming in order to inform decision-making and to support policy and program improvements. The evaluation focused on a sample of 73 projects out of a total of 987 projects associated with the Initiative that were funded by Global Affairs Canada from 2010/11 to 2017/18. The sample accounted for 43% of total MNCH funding during the evaluation period.

Engagement of applicants and recipients in 2018–19: Please refer to Core Responsibility 3 of the Departmental Results Report 2017–18.

International Financial Institutions

Name of transfer payment program: International Financial Institutions (IFI)

Start date: N/A

End date: Ongoing

Type of transfer payment: Contribution

Type of appropriation: Statutory Authority (Payments to International Financial Institutions – Direct payments)

Fiscal year for terms and conditions: N/A

Link to the department’s Program Inventory: Program 29. Multilateral International Assistance

Description: International financial institutions such as the regional development banks (RDBs) (including the African Development Bank, the Asian Development Bank, the Caribbean Development Bank, and the Inter-American Development Bank, which are under Global Affairs Canada’s responsibility) provide financial services and focus on regional and country-specific development solutions. The IFI program also includes authorities for cash payments made to the concessional funds of the Global Environment Facility (GEF), the Multilateral Fund for the Implementation of the Montreal Protocol (MFMP) and the International Fund for Agricultural Development (IFAD). Payments to IFIs are made in accordance with sections 3(a), 3(c) and section 12 of the International Development (Financial Institutions) Assistance Act. These include direct payment to the institutions to enable the IFIs to finance their concessional funding windows for assistance to the poorest developing countries and the purchase of shares of the institutions. Recipients are not required to repay funds obtained under this transfer payment program.

Results achieved

• Continued engagement on governance, policy and programming issues at the GEF—including Canadian advocacy for strengthening gender equality considerations, enhancing private sector engagement and developing more robust results and monitoring systems.
• Canada has been playing a leadership role in encouraging greater mainstreaming and integration of gender equality in the strategies, policies and operations of regional development banks and the International Fund for Agricultural Development.
• Canada has been playing a leadership role in encouraging the regional development banks and the International Fund for Agricultural Development to expand climate change adaptation and mitigation, particularly in the area of climate finance.
• Canada has been playing a leadership role in encouraging the International Financial Institutions to strengthen their results-based management and evaluation systems.

Findings of audits completed in 2018–19: The IFIs regularly conduct audits of their programming that are shared with Global Affairs Canada in its capacity as shareholder and member of the governing body of these institutions.

No audits were planned for the GEF or MFMP in 2018-19.

Findings of evaluations completed in 2018–19

• All IFIs have independent evaluation units that conduct systematic project and program evaluations, which are published on their websites.
• External evaluations by the Multilateral Organisation Performance Assessment Network (MOPAN) are also carried out from time to time.
• A MOPAN assessment of the GEF was carried out in 2017-18 and published in June 2019; a MOPAN assessment for the MFMP was planned for 2018-19.
• Global Affairs Canada’s International Assistance Evaluation Division (PRA) is planning an evaluation of Canada’s $2.65 billion climate finance commitment during the 2018-19 fiscal year. Support to the GEF and MFMP will be evaluated in this context.
• None of the Regional Development Banks underwent a MOPAN evaluation in 2018-19.

Engagement of applicants and recipients in 2018–19: The recipients of IFIs programming are mostly developing country governments, which must request the programming. The RDBs work closely with the governments to ensure that their programming is in line with each government’s development priorities and that project beneficiaries are consulted in the design of the project. All IFIs have in place environment and social safeguard policies to reduce and mitigate negative environmental and social consequences of the projects.

International Labour Organization

Name of transfer payment program: International Labour Organization (ILO)

Start date: The ILO was founded in 1919, and Canada has been a member since inception.

End date: Ongoing

Type of transfer payment: Contribution

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2011-2012

Link to the department’s Program Inventory: Program 3. Multilateral Policy

Description: Canada’s annual assessed contribution to the ILO, a UN specialized agency, is a legally binding obligation of membership. The purpose of membership is to further the Government of Canada’s foreign policy goals related to international labour and social policy issues and provide it with a voice in the international community. Recipients are not required to repay funds obtained under this transfer payment program.

Results achieved :

• Development and effective supervision of international labour standards and realization of fundamental principles and rights at work;
• Targeted action against child labour, giving priority to the urgent elimination of its worst forms;
• Contributions to poverty reduction through promotion of coherent economic and social policies that support employment creation;
• Assistance to constituents in the development of skills and employability policies and programs for decent work;
• Better instruments and tools for policy analysis and formulation that support good governance and the extension of social protections to vulnerable workers; and
• Strengthened social dialogue on labour and social-policy issues at the national and international levels.

The ILO’s Programme Budget, which sets out the strategic objectives and expected outcomes for the organization’s work, is approved every two years by the International Labour Conference. For additional details on results and plans, please consult: ILO Programme and Budget 2020-2021.

Findings of audits completed in 2018–19: The ILO has an external auditor and provides regular audited financial statements.

Findings of evaluations completed in 2018–19: N/A

Engagement of applicants and recipients in 2018–19: N/A

International Organisation of La Francophonie

Name of transfer payment program: International Organisation of La Francophonie (IOF)

Start date: March 9, 1972

End date: Ongoing

Type of transfer payment: Contribution

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2011-2012

Link to the department’s Program Inventory: Program 3. Multilateral Policy

Description: Canada’s assessed contribution to the regular budget of the IOF is a legally binding obligation of membership. The purpose of Canada’s membership is to promote Canadian values (e.g. cultural and linguistic diversity, democracy, human rights, and good governance) and interests; to further the Government of Canada’s foreign policy objectives related to international peace, security, development and prosperity; and to enhance relationships among the 83 other La Francophonie states and governments. The IOF may be required to repay funds obtained under this transfer payment program.

Results achieved :

• Greater respect for the values and principles of La Francophonie  – The IOF continued to implement its four-year program aimed at supporting its four key missions (Mission A – French language, cultural and linguistic diversity; Mission B –  Peace, democracy and human rights; Mission C –  Education, training, higher education and research; and Mission D –  Sustainable development, economy and solidarity). It should be noted that, up to December 2018, IOF’s programming included 26 programs, but that, as a result of streamlining, there are now 18 programs. To support democratic governance, the IOF deployed special envoys and political facilitation and mediation missions, notably to Burundi, Cameroon, the Democratic Republic of Congo, Nigeria, Mali and Guinea. The IOF also provided parliamentary support internships and seminars on the protection and promotion of human rights in Mali, Benin and Madagascar, and advocated for the abolition of the death penalty in Guinea and Burkina Faso. With regard to conflict prevention, on IOF’s initiative, the government of Canada and the University of Ottawa helped organize an international conference on conflict prevention and human security in Ottawa, in May 2018. A roadmap for the implementation of the Saint Boniface Declaration on Conflict Prevention and Human Security was presented on September 7, 2018, to the Permanent Council of La Francophonie’s Policy Commission.
• More efficient, effective and equitable global governance – Through the implementation of its program related to international negotiations on the economy, the environment and sustainable development, the IOF is helping to improve multilateralism, global governance and  multilingualism, notably in the context of international economic, environmental and sustainable development negotiation processes. In this regard, the Francophonie Institute for Sustainable Development (IFDD), based in Quebec City, supported the full participation of Francophone stakeholders in international negotiations on climate (COP23), desertification (COP13) and biodiversity. The IFDD also strengthened the capacity of Francophone stakeholders through training and experience-sharing sessions while providing them French-language negotiation support tools (decryption guides, summary for decision makers, technical studies, etc.). In addition, Canada played a leading role in the development and adoption of IOF’s first transparency consolidation policy at the Yerevan Summit in 2018.  Canada thus advocated for more rigorous governance and transparency measures to further consolidate the Organisation’s administrative and financial governance practices. The IOF also continued to enhance its cooperation with other multilateral organizations. On April 26, 2018, the IOF and the UN Peacebuilding Support Office  signed a framework agreement to   strengthen cooperation in the areas of conflict prevention, political dialogue, national reconciliation, democratic governance and human rights. On September 25, 2018, the IOF and the United Nations Office for South-South Cooperation signed a memorandum of understanding to enhance triangular cooperation and promote innovative practices supporting the Sustainable Development Goals.
• Increase integration and empowerment of women and youth in policy and development processes – To further this goal, the IOF’s gender equality program supported initiatives   empowering women economically, combating violence against women and girls, and supporting women’s leadership and political participation. Projects aimed at supporting and guiding women and girls who are victims of violence were implemented notably through support provided to a women’s shelter for victims of violence in Lebanon; the organization of eight capacity-building workshops and support provided to a campaign aimed at raising awareness among community and opinion leaders in Guinea in partnership with the Office of the High Commissioner for Human Rights; and a project to counter early marriage and female genital mutilation in Chad. Regarding leadership and women’s participation, the IOF helped organize a digital writing contest in which high school students in 26 countries were made aware of gender equality in the classroom. In addition, the adoption of the La Francophonie Strategy for the Promotion of Gender Equality and the Rights and Empowerment of Women and Girls at the Yerevan Summit in October 2018 should help further advance achievements related to gender equality within La Francophonie.
• More inclusive economic growth and sustainable development – Thanks to the exceptional contribution received from Canada ($10M) between 2015 and 2017, the IOF continued the implementation of the Program to promote employment through entrepreneurship among youth and women in 13 targeted countries in Sub-Saharan Francophone Africa: Benin, Burkina Faso, Cameroon, Ivory Coast, Gabon, Guinea, Madagascar, Mali, Nigeria, Central African Republic, Democratic Republic of the Congo, Senegal and Togo. The Program has helped to support over 20,500 women and youth project initiators and entrepreneurs; to support 93 national  entrepreneurship support structures in the 13 targeted countries; to train 50 decision makers and public stakeholders in accessing markets and funds, as well as 30 bank executives in Francophone Africa in developing and implementing specific solutions targeting SMEs and businesses led by women; and to strengthen 13 ministries in implementing entrepreneurship strategies and initiatives.
• Continuation of the IOF’s cooperation programs and activities, measured against performance criteria and indicators for monitoring and reporting, as established under the approved terms and conditions – The IOF integrates results-based management into all its programming. As part of its 2015-2018 annual programming report, the IOF presents results achieved for each program. The IOF uses several indicators that can measure the impact of programs against their objectives. It should be noted that, as soon as she arrived in spring 2019, the Canadian IOF Administrator, Catherine Cano, expressed her willingness to strengthen results-based management within the IOF in order to enhance transparency and assess the economy and efficiency of management.

Findings of audits completed in 2018–19: N/A

Findings of evaluations completed in 2018–19: N/A

Engagement of applicants and recipients in 2018–19: Every year, the administrator of the OIF presents a review of the organization and its programming activities to the OIF’s members. Programming achievements for 2018–19 will be presented in fall 2019 as part of the OIF’s annual report on progress for its 2015–18 programming.

North Atlantic Treaty Organization Civil Administration

Name of transfer payment program:North Atlantic Treaty Organization (NATO) Civil Administration

Start date: January 1, 1989

End date: Ongoing

Type of transfer payment: Contribution

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2011-2012 (amended)

Link to the department’s Program Inventory: Program 17. Peace and Security Policy

Description: Canada’s annual assessed contribution to NATO flows from its membership in NATO under the 1949 North Atlantic Treaty. Canada’s contribution furthers its foreign policy goals by funding the administrative budget of NATO, an international organization vital to Canadian defence and security interests. NATO was founded to promote the stability of the Euro-Atlantic area and to safeguard the freedom and security of its people based on the principles of democracy, individual liberty and international law. NATO accounts are subject to annual audit by the International Board of Auditors (IBAN) for NATO. From 2014 to 2018, through a voluntary national contribution (VNC), Canada had a representative on the IBAN for a four-year period. Canada has contributed a different VNC to the IBAN since Aug 2019. Recipients are not required to repay funds obtained under this transfer payment program. In practice, any surplus funds are credited to the following year.

Results achieved :

• Successful NATO Summit in July 2018 that reconfirmed NATO unity and strengthened NATO’s enhanced Forward Presence and projecting stability initiatives.
• Prime Minister participated in the NATO Summit and ministers participated in the Foreign Minister meetings successfully advocating for Canadian priorities.
• Canada made significant contributions to NATO operations, increasing our contribution to the NATO enhanced Forward Presence battle group in Latvia to 540 Canadian Armed Forces (CAF ) personnel and Canada assumed command of the NATO Mission Iraq.
• NATO cyber defence and counter hybrid efforts progressed well. Counter hybrid teams' policy was approved and implementation of the policy is in progress.
• New NATO HQ completed and all Allies moved in to the new facility.

Findings of audits completed in 2018–19: N/A

Findings of evaluations completed in 2018–19: N/A

Engagement of applicants and recipients in 2018–19: N/A

Organisation for Economic Co-operation and Development 

Name of transfer payment program:Organisation for Economic Co-operation and Development (OECD)

Start date: March 20, 1975

End date: Ongoing

Type of transfer payment: Contribution

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2011–12 (amended)

Link to the department’s Program Inventory: Program 2. Trade, Investment and International Economic Policy

Description: The mission of the OECD is to develop and promote evidence-based policies and standards that will improve the economic and social well-being of its member countries and people around the world. The OECD works primarily with governments to understand what drives economic, social and environmental change, measures productivity and global flows of trade and investment, analyzes and compares data to predict future trends, and sets international standards on a wide range of areas, from agriculture and tax to the safety of chemicals. The OECD’s biennial planning and budgeting, are governed by an outputs-based management framework, delivered through a Programme of Work and Budget, which is approved by members, based on their priorities. Outputs are tracked by the Secretariat and each of the OECD’s committees, whose members assess the activities’ quality and impact through the Programme Implementation Report, with a view to improving performance. Impact effectiveness and efficiency of committees are also assessed through in-depth evaluations on a five-year basis. Financial operations and expenditures are externally audited annually and reported to members; external auditors also undertake performance audits.

Recipients are not required to repay funds obtained under this transfer payment program.

Results achieved :

• Canada constructively engaged with member countries to support and reshape a rules-based multilateral system that is responsible, effective and inclusive, and to position national economies and regional/multilateral institutions to benefit from the digital transition, with a particular focus on artificial intelligence.
• OECD convened a number of ministerial meetings to discuss emerging global issues and develop coherent positions, policies and guidelines, including:
  • SMEs Ministerial in Mexico: adopted the ambitious OECD Declaration on SMEs (Feb 2018);
  • Ministerial on Social Policy: called for embracing shared prosperity through better public policies (May 2018);
  • Paris, Global Forum on Steel Excess Capacity (May 2018);
  • Korea, OECD World Forum on the Future of Well-being: put inclusive growth and people’s lives at the core of policies and actions (Nov 2018); the Ministerial Council Meeting (May 2019) on the digital transition, and other high-level meetings on education, skills, environment, development, integrity and anti-corruption.
• OECD contributed evidence and analysis to other forums, including G7/G20 and contributed to promoting stronger, inclusive and more sustainable growth, the future of work, tax challenges, the digital revolution, ensuring due diligence and responsible business conduct and the transition to low-carbon and circular economies to tackle the challenges of climate change and biodiversity loss. (adopted the Framework for Policy Action on Inclusive Growth – a people-centric growth model).
• The OECD work programs and policy positions reflected views from across the Government of Canada and supported priorities in areas such as trade and investment, international taxation, mobilizing resources in support of sustainable development and low carbon economy, and enhancing innovation and productivity, including digital issues
• Canada’s whole-of-government engagement at the OECD involved up to 700 Canadian delegates representing Canada at some 250 OECD committees, in addition to Canada’s leadership role on the OECD Council. Canadian engagement in OECD committees reflected and supported domestic priorities .
• Canada continued to influence policy development among OECD members and non-members, emphasizing social policies, growth that works for all, gender equality, clean energy, digitalization/artificial intelligence, and productivity and innovation, with Canada’s 2018 G7 Presidency, the OECD’s ministerial meeting on social policies (May 2018), the Global Forum on Productivity (June 2018), the Clean Energy Ministerial (2019), and the newly created Friends of Gender Equality + group to mainstream gender-based analysis across the OECD and the Going Digital Summit (March 2019). Canada also served as co-chair of the OECD Ministerial Council Meeting (May 2019) in Paris, which focused on harnessing the digital transition for sustainable development.
• The OECD generated reports and held high-level meetings to address emerging issues that affect Canada’s economy and standard of living, including:
  • OECD DAC Peer Review of Canada (Sept 2018);
  • OECD Reviews on Local Job Creation – Indigenous Employment and Skills Strategies in Canada;
  • OECD Gender Governance Review – Canada (May 2018); Economic Survey of Canada (July 2018);
  • The OECD Anti-Bribery Convention (March 2019);
  • Risks that Matter 2018 Country Highlights: Canada; Society at a Glance: How does Canada compare;
  • The Squeezed Middle Class: How does Canada compare;
  • Taxing Wages: Key findings for Canada;
  • OECD Employment Outlook 2019 – Key findings for Canada
• Canada consistently engaged with non-members to improve the functioning of the international economic environment, through high-level bilateral meetings and working-level engagement facilitated through its mission at the OECD and at Headquarters.
• Canada strongly supported the implementation of independent external evaluation of the OECD’s internal governance and processes as a means to strengthen institutional reforms to improve the management and governance of the organization.
• Canada consistently encouraged sound management and fiscal probity through budget discussions and engagement with OECD Council members on governance, management and financial issues.

Findings of audits completed in 2018–19:Financial audits are performed annually by external auditors, and the reports are reviewed by members through the Audit Committee, the Budget Committee and the Council. Performance audits are performed annually by both internal and external auditors; the reports are reviewed by the Audit Committee and subsequently provided to members. Executive summaries are available on the OECD website. For more information, see OECD Internal Audit and Evaluation.

Findings of evaluations completed in 2018–19: Evaluations of OECD committees are performed annually, based on a five-year cycle, by internal evaluators, and the reports are reviewed by members through both the Evaluation Committee and the Executive Committee. For more information, see the OECD Internal Audit and Evaluation.

Engagement of applicants and recipients in 2018–19: N/A

Organization of American States

Name of transfer payment program: Organization of American States (OAS)

Start date: May 31, 1990

End date: Ongoing

Type of transfer payment: Contribution

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2011–12

Link to the department’s Program Inventory: Program 7. Americas Policy & Diplomacy

Description: The OAS was established in order to achieve among its member states an order of peace and justice, to promote their solidarity, to strengthen their collaboration, and to defend their sovereignty, their territorial integrity, and their independence. The OAS is composed of 35 member states (34 are active members) of the Americas and constitutes the main political, juridical, and social governmental forum in the hemisphere. In addition, it has granted permanent observer status to 69 states, as well as to the European Union. The OAS’s four pillars are well aligned with Canada’s priorities in the Americas: democracy, human rights, security, and development. Based in Washington, D.C., the OAS is a key multilateral venue for pursuing Canadian interests in the Americas. More than just a political forum, the OAS plays a valuable role in the development of common policies and norms for the hemisphere.

Results achieved :

• In 2018-19, Canada continued to be an influential player at the OAS and is among its largest financial contributors. Canada’s strongest engagement at the OAS continued in the areas of democratic governance, hemispheric security, and human rights, as highlighted by its leading role in the OAS’s response to the Venezuela and Nicaragua crises, among other issues. Canada was instrumental in achieving a balanced budget for the Organization for 2020. Canada continued to work with the OAS fostering market-based sustainable economic growth and promoting gender equality in the region. Canada also advanced its feminist international development and foreign policies through its diplomatic engagement and financial support, ensuring the implementation of projects in areas of key Canadian interest, which complement and leverage the impact of the country’s other bilateral interventions.
• Canada continued to play a leadership role in ongoing reform initiatives to make the OAS more focused, effective and efficient, as highlighted by its successful efforts within the Committee on Administrative and Budgetary Issues, which led to a balanced budget for 2020, and significant advancements in transparency and fiscal discipline for the OAS.

Findings of audits completed in 2018–19: N/A

Findings of evaluations completed in 2018–19: N/A

Engagement of applicants and recipients in 2018–19: Canada maintains a Permanent Mission to the OAS, headed by an ambassador and permanent representative to the OAS, in Washington, D.C.

Organization for Security and Co-operation in Europe 

Name of transfer payment program: Organization for Security and Co-operation in Europe (OSCE)

Start date: January 1, 1993

End date: Ongoing

Type of transfer payment: Contribution

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2012-2013

Link to the department’s Program Inventory: Program 17. Peace and Security Policy

Description: Canada’s annual assessed contribution to the OSCE is an obligation arising from its membership in what has become the world’s largest regional security organization, with 57 participating states from North America, Europe and Eurasia. Canada’s contribution furthers its foreign policy goals related to human rights, fundamental freedoms, democratization, fragile states, conflict prevention, crisis management, mediation, post-conflict development, and arms control. This is achieved by funding OSCE operations; Permanent Council meetings and working groups; policy conferences and expert workshops; and on-the-ground mediation, social betterment, and capacity-building programs implemented by the OSCE Secretariat, autonomous institutions, and field missions.

Canada’s OSCE contributions also include payments made to administer and implement two legally binding conventional arms control regimes to which Canada is state party: the Treaty on Open Skies (for which Canada is a treaty co-depository, together with Hungary) and the Treaty on Conventional Armed Forces in Europe, as well as the politically binding Vienna Document. Recipients are not required to repay funds obtained under this transfer payment program.

Results achieved :

• Regarding Moldova’s protracted conflict, the 5+2 format negotiation process (Moldova, Transnistria, the OSCE, the Russian Federation, Ukraine, the European Union and the United States) aims to work out the parameters of a comprehensive settlement. Since the December 2016 OSCE ministerial statement, the negotiations process has worked on the basis of an output-based approach. In early 2017, the sides identified a “package of eight” priorities, with agreements reached on six of them in November 2017 and April 2018. Implementation of those measures, such as issuing licence plates in September 2018, are now ongoing.
• The Geneva International Discussions (GID), established following the 2008 conflict in Georgia, are co-chaired by the OSCE, the UN and the EU. The OSCE co-facilitates the meetings of the Incident Prevention and Response Mechanism (IPRM) in Ergneti, which address matters that affect the daily life of populations on the ground. The GID remain the main forum for dialogue on the Georgian conflict. While 2018-19 was a difficult period, with several walkouts by both parties, discussions are ongoing and ensure that tensions do not flare up in violence. 
• The Minsk process is the OSCE’s Nagorno-Karabakh peace process, co-chaired by France, the Russian Federation and the US. Under the auspices of the OSCE Minsk Group co-chairs, the Azeri President and Armenian Prime Minister met in Vienna in March 2019. The Minsk process is key to lowering tensions between the two countries and to help with important humanitarian measures.
• The OSCE Transnational Threat Department (TNTD) has continued its supports to the CiO, the Chairs of the Security Committee and the cyber Informal Working Group, participating States (pS) and OSCE executive structures with issues related to cyber/ICT security, counter terrorism and radicalization leading to violence, borders, policing and human trafficking, amongst other things. The Human trafficking and Border units have developed niche projects that are setting the standards in their field. 
• In 2018-19 in the Human Dimension (human rights, democracy, rule of law), the autonomous institutions and field missions of the OSCE implemented their mandate within available resources. Politically, two decisions were taken at the Ministerial Council on the safety of journalists and combatting violence against women, both of which advanced OSCE commitments and key Canadian foreign policy priorities.
• Regarding Ukraine, the SMM continues to provide the only independent monitoring of the conflict, from both sides of the contact line in daily, weekly and thematic reports. The SMM facilitates the referral of humanitarian assistance requests and local ceasefires to allow repairs to critical civilian infrastructure as well as facilitating local dialogue to reduce the suffering of civilians. The project co-ordinator in Ukraine provides capacity-building support to multiple partners within the Government of Ukraine and civil society to implement OSCE commitments across all three dimensions. This includes work on dialogue, humanitarian demining, justice reform and other priority reform areas.
• The OSCE field presences in the Balkans continue to deliver conflict early warning and capacity building across the region. 
• OSCE external auditors delivered unqualified audit reports on the OSCE financial statements. The OSCE continues to face fiscal challenges related to difficulties funding new activities with a consistent or shrinking unified budget context. Lack of consensus amongst participating States on priorities for the OSCE is the main driver of shrinking resources as States have been unable to agree on areas deserving additional resources. The SMM continues to be funded and budgeted separately and benefits from a consistent level of sufficient political and financial support.

Findings of audits completed in 2018–19: The financial report and statements are audited annually by the external auditors; the Court of Audit of Spain has done this for the last 4 years, including for 2018. It delivered an Unqualified Audit Opinion on the financial statements for the year ending December 31, 2018. The French Court des Comptes has been appointed as the external auditors for the next three years. The OSCE Office of Internal Oversight conducts a number of internal audits and evaluations each year and provides a summary report to participating States.

Findings of evaluations completed in 2018–19: The OSCE Office of Internal Oversight conducts a number of internal audits and evaluations each year and provides a summary report to participating States. Canada did not participate in any evaluations in 2018-19.

Engagement of applicants and recipients in 2018–19: N/A

Pan-American Health Organization

Name of transfer payment program: Pan American Health Organization (PAHO)

Start date: July 2008

End date: Ongoing

Type of transfer payment: Assessed contribution

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2013-14

Link to the department’s Program Inventory: Program 7. Americas Policy & Diplomacy

Description: Objective: Comply with the obligation of Canada, as a member state of PAHO, to provide funding for the Organization to advance its public health work in the Americas. The program enables Canada to protect the health of Canadians by advancing global and regional health and foreign policy priorities, and by contributing to the security of the Americas region.

Intervention Method(s): Membership in PAHO enables Canada to: 1) Protect the health of Canadians; 2) Advance Canada’s health and international assistance priorities through effective and timely management of health emergencies and outbreaks in the region; 3) Collaborate on the development of guidelines and sharing of health information and public health intelligence; and 4) Build capacity in the Americas region to uphold international norms and standards through comparative policy analysis, collaboration, and sharing of best practices.

Repayable Contributions: No

Results achieved :

• In 2019, Canada’s assessed contribution to PAHO was US$9,561,672, making Canada the third largest quota contributor to PAHO after the US and Brazil.
• Canada is among the leading providers of voluntary funding to PAHO. GAC has traditionally been the largest source of Canadian voluntary contributions to PAHO. In 2018, the largest donors of implemented voluntary contributions were the U.S. ($19.3 million), the United Kingdom ($6.3 million), and Canada ($5.4 million).
• Canada started a three-year term on PAHO’s Executive Committee in 2017. Following the 56th Directing Council in 2018, Canada was nominated to chair the 164th Executive Committee for a term, from September 2018 to October 2019.
• Canada is also currently a member of the Sub-committee on Programming, Budget and Administration (SPBA). The SPBA is an auxiliary advisory body of the Executive Committee, reviewing matters of program, budget and administration for the Executive Committee. Canada attends the SPBA sessions as either an observer or a member to advance Canada’s influence and interests in the Americas region.
• The process for the development of the new Strategic Plan (2020-2025) is currently underway and Canada is a member of the Strategic Plan Advisory Group, which is providing support and guidance to the PAHO Secretariat on the new Plan. The Plan embraces the progressive realization of universal coverage as a central approach, with the following priorities: 1) Communicable diseases; 2) Non-communicable diseases and risk factors; 3) Determinants of health and promoting health throughout the life course; 4) Health systems; 5) Preparedness, surveillance, and response; and, 6) Corporate services/enabling functions. The Plan highlights four cross-cutting themes (CCTs): gender, equity, human rights, and ethnicity.

Findings of audits completed in 2018–19: N/A

Findings of evaluations completed in 2018–19: N/A

Engagement of applicants and recipients in 2018–19: As a member of PAHO, Canada sits on the Directing Council as a voting member, thereby influencing the direction of PAHO’s work, as well as the use of its budgets. Following the 56th Directing Council in 2018, Canada was asked to chair the 164th Executive Committee for a term, from September 2018 to October 2019. The Executive Committee is composed of nine member states of the Organization (elected for three-year terms). In 2017, Canada started a three-year term on PAHO’s Executive Committee.

Canada also actively participates in a number of working groups, including the development of PAHO’s Strategic Plan 2020-25.

Peace and Stabilization Operations Program

Name of transfer payment program: Peace and Stabilization Operations Program (PSOPs)

Start date: 2016

End date: Ongoing policy and funding authorities received in 2018.

Type of transfer payment: Grants and contributions

Type of appropriation: Estimates

Fiscal year for terms and conditions:  2018–2019

Link to the department’s Program Inventory: Program 30. Peace and Stabilization Operations

Description: The Peace and Stabilization Operations Program (PSOPs) is the Government of Canada’s principal platform for conflict prevention, stabilization and peacebuilding. It engages in fragile and conflict-affected states, leveraging resources of, and partnerships with, multilateral institutions, non-governmental  organizations, implementing partners, and like-minded nations. In 2018, PSOPs became a permanent program of the Government of Canada, representing a significant step forward in how the Government of Canada is equipped and structured to prevent conflict, respond to peace and stability challenges, and support transformative changes in how political, economic and social power are negotiated, shared, and used by different actors in fragile and conflict-affected states.

PSOPs has two core responsibilities:

• Provision of policy leadership on peace and stabilization, including strategic coordination of the Government of Canada’s responses to complex political crises.
• PSOPs is the Government of Canada lead on Women, Peace and Security (WPS) and coordinates Canada’s National Action Plan on WPS. It is also the departmental lead on the Feminist International Assistance Policy’s Peace and Security action area and its commitment to improved approaches to working in fragile and conflict affected states.
• Delivery of conflict prevention, stabilization, and peacebuilding initiatives (through both programming and deployments).

The program provides visible and concrete assistance in response to conflicts and crises abroad through targeted programming, the deployment of civilian personnel and Canadian police officers (in partnership with Public Safety Canada and the RCMP), and direct support to the UN and multilateral peace operations, conflict prevention, mediation, and peacebuilding efforts.

Results achieved :

• Improved prevention of, stabilization during, and recovery from, conflicts and crises by beneficiaries (women and men, girls and boys) in states where Canada engages.
  • PSOPs programming disbursed $162 million toward efforts to promote peace and stability in fragile and conflict-affected states. This included targeted funding for cross-cutting thematic areas of intervention including: peace operations, conflict prevention, mediation and peacebuilding; inclusion, diversity and human rights; protection of civilians; and targeted women, peace and security funding. Programming also included county-specific stabilization initiatives for Afghanistan, Colombia, DRC, Haiti, Iraq, Lebanon, Mali/Sahel, Myanmar, Philippines, South Sudan, Syria, Ukraine and West Bank/Gaza.
• Improved responses by the Government of Canada to conflicts, crises and natural disasters in states where Canada engages, recognizing inclusion as an underlying principle of conflict prevention.
  • In 2018-19, PSOPs played a key role in Global Affairs Canada’s contribution to all lines of effort of the Global Coalition to Defeat Daesh and as focal point for the Working Group on Stabilization.
  • Global Affairs Canada’s, through PSOPs, also initiated a departmental response to the crisis in Yemen immediately following the agreements reached in Stockholm in December 2018 and subsequently coordinated with the Government of Canada stakeholders to develop a plan to support peace and stability in Yemen.
  • As a result of corporate restructuring in 2018-19, responsibility and funding related to the whole-of-government coordination of natural disasters were transferred from PSOPs to Global Affairs Canada’s International Humanitarian Assistance Bureau in the Global Issues and Development Branch. Therefore, PSOPs is no longer reporting results for natural disaster response coordination.
• Enhanced collective action by partners in Canadian priority areas (such as WPS) related to conflicts, crises and natural disasters; support to UN peace operations; protection of civilians, including transitional justice; and work in the area of inclusion, respect for diversity and human rights.
  • Through the leadership of the Peace and Stabilization Operations Program (PSOPs), Canada made notable contributions to the UN’s peacekeeping in 2018-19. PSOPs advanced innovative approaches to addressing the challenges posed by child soldiers in peacekeeping contexts, increasing the meaningful participation of uniformed women in peace operations, and providing the specialized capacities and training that the UN needs to deliver on its mandate. (Please refer to additional information on Canada’s two flagship initiatives - the Elsie Initiative for Women in Peace Operations and the Vancouver Principles on Peacekeeping and the Prevention of the Recruitment and Use of Child Soldiers.)
  • Working with Canadian Police Arrangement partners, GAC increased the number of Canadian police deployed to international peace and stabilization operations to 75 officers (39 men and 36 women; 48% women).
  • GAC deployed 17 civilian experts in 2018-19 (9 men and 8 women; 48% women). Civilian experts’ areas of expertise included: transitional justice, implementation of the human rights dimension of peace accords, security sector reform (including defence and corrections), and institutional change.
  • In September 2018, Canada tabled its first annual progress report on the second National Action Plan on Women, Peace and Security (2017-2022) to the Parliament of Canada. This annual report measured progress on all five of the Action Plan objectives and was accompanied by department-specific progress reports to measure progress across the Government of Canada on Action Plan implementation

Findings of audits completed in 2018–19: PSOPs did not require an audit during the 2018–19 fiscal year.

Findings of evaluations completed in 2018–19: No evaluation was completed during the 2018–19 fiscal year. In accordance with the rolling five-year evaluation plan, an evaluation of PSOPs will be conducted in 2020–2021.

Engagement of applicants and recipients in 2018–19: In 2018-19, PSOPs received 79 initial project applications and approved 43 new initiatives.

PSOPs project officers conducted 26 scoping and monitoring missions in Africa (Burkina Faso, Cameroon, Central African Republic, Mali, Senegal, and South Sudan), the Americas (Colombia and Haiti), Asia (Myanmar, Philippines, Sri Lanka), Eastern Europe (Ukraine), and the Middle East (Iraq, Israel, Lebanon, Jordan, West Bank/Gaza). The objective of these missions was to meet with relevant domestic and international organizations and government officials to discuss potential projects, monitor ongoing project performance, and discuss drivers of instability.

Missions included consultations with multilateral organizations, government officials and civil society actors. A total of 24 out of 26 (92 %) missions included meetings with women’s groups and, where possible, women’s ministries, as well as local offices of the UN dedicated to women’s rights.

Two scoping and monitoring missions, to Mali and Ukraine, were conducted specifically in support of the Canadian Police Arrangement and included meetings with relevant domestic and international organizations and government officials, including women’s groups. In addition to these missions, travel to UN Headquarters in New York was undertaken, which involved meetings with UN Women and the UN Police Division, as well as travel to Rome for the Meeting of the Police Training Sub-Group for Iraq, which involved meetings with Global Coalition members, the EU, the UN Development Program and other key stakeholders from Iraq.

Projects and Development Activities Resulting from La Francophonie Summits

Name of transfer payment program: Projects and development activities resulting from La Francophonie summits

Start date: March 9, 1979

End date: Ongoing

Type of transfer payment: Contribution

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2011-2012

Link to the department’s Program Inventory: Program 29. Multilateral International Assistance

Description: This program provides funding to cooperation programs and activities undertaken by the International Organisation of La Francophonie (IOF). It also provides financial support to the Government of New Brunswick to foster its participation in summits, ministerial conferences and other related La Francophonie activities. This program promotes Canadian interests and is consistent with Canada’s political and economic objectives for La Francophonie. Recipients may be required to repay funds obtained under this transfer payment program.

Results achieved : Canada remains strongly committed to the International Organisation of La Francophonie (IOF), an important forum it uses to mobilize the international community around priority issues. Canada has actively contributed to the development of the IOF’s four-year 2019–2022 programming, which was adopted at the Yerevan Summit in October 2018, and encouraged the IOF to consider gender equality (GE) in the implementation of its 18 programs. Canada has also played an active role in the development and adoption of the La Francophonie Strategy for the Promotion of Gender Equality and the Rights and Empowerment of Women and Girls at the Yerevan Summit. Canada cooperated with all of its partners to make this theme a cross-cutting priority underpinning all the actions of La Francophonie’s institutions

Canada has also played a leading role in the development and adoption of IOF’s first transparency consolidation policy at the Yerevan Summit in 2018. Canada thus advocated for more rigorous governance and transparency measures to further consolidate the organization’s administrative and financial governance practices. In March 2019, Canada’s leadership was recognized by IOF’s Secretary General and members when it appointed a Canadian, Catherine Cano, as its first female administrator.

Findings of audits completed in 2018–19: None

Findings of evaluations completed in 2018–19: None

Engagement of applicants and recipients in 2018–19: Every year, the Administrator of the OIF presents a review of the organization and its programming activities to its members. Programming achievements for 2018–19 will be presented in fall 2019 as part of the OIF’s 2018 Progress Report on programming.

United Nations Educational, Scientific and Cultural Organization

Name of transfer payment program: United Nations Educational, Scientific and Cultural Organization (UNESCO)

Start date: UNESCO was founded in 1945, and Canada has been a member since inception.

End date: Ongoing

Type of transfer payment: Contribution

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2011-2012

Link to the department’s Program Inventory: Program 3. Multilateral Policy

Description: Canada’s annual assessed contribution to UNESCO is a legally binding obligation of membership. The purpose of membership is to further the Government of Canada’s foreign policy goals related to culture, science and education and provide it with a voice in the international community. Recipients are not required to repay funds obtained under this transfer payment program.

Results achieved :

• Progress in the implementation of the Education 2030 Agenda by focusing on sector-wide policy and planning, literacy, teachers and skills development for the world of work;
• Reduction of gender disparities in primary and secondary education in Member States, and strengthening of global commitment to education for girls and women;
• Strengthening of education system responses to contemporary challenges with emphasis on universal values based on peace, mutual understanding and respect for human dignity, education for sustainable development, including education for disaster preparedness;
• Implementation of the Convention on the Protection and Promotion of the Diversity of Cultural Expressions;
• Implementation of the International Convention against Doping in Sport;
• Protection of cultural and natural heritage through the implementation of UNESCO’s culture conventions, in particular the World Heritage Convention and the 1970 Convention on the Means of Prohibiting and Preventing the Illicit Import, Export and Transfer of Ownership of Cultural Property; 
• Establishment of effective early warning systems for tsunamis and strengthening scientific knowledge in order to protect oceans;
• Improved management of the planet’s water resources through increased scientific cooperation;
• Development of free, independent and pluralistic media, and civic participation;
• Freedom of expression, freedom of information and freedom of the press more broadly integrated into policies in member states;
• Protection and digitalization of the world’s documentary heritage; and
• Protecting Indigenous languages.

UNESCO’s program and budget, which set out the strategic objectives and expected outcomes for the organization’s work, are approved every two years by the UNESCO General Conference. For further information, visit the UNESCO website.

Findings of audits completed in 2018–19: UNESCO has an external auditor and provides regular audited financial statements. For more information, consult UNESCO’s audit and evaluation reports.

Findings of evaluations completed in 2018–19: N/A

Engagement of applicants and recipients in 2018–19: N/A

United Nations Organization

Name of transfer payment program: United Nations Organization (UN)

Start date: The UN was established in 1945, and Canada has been a member since inception.

End date: Ongoing

Type of transfer payment: Contribution

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2011-2012

Link to the department’s Program Inventory: Program 3. Multilateral Policy

Description: Canada’s assessed contribution to the regular budget of the United Nations is a legally binding obligation of membership. The purpose of membership is to further the Government of Canada’s foreign policy goals related to international peace, security and development and provide it with a voice in the international community. Assessed contributions are used to finance the organization’s programs toward attainment of the UN’s objectives, as set out in its Charter. Recipients are not required to repay funds obtained under this transfer payment program.

Results achieved :

• Promotion of peace and security;
• Progress toward achieving the 2030 Agenda for Sustainable Development;
• Promotion and protection of human rights;
• Effective coordination of humanitarian assistance efforts;
• Promotion of justice and international law;
• Progress toward disarmament;
• International cooperation for drug control and crime prevention; and
• International cooperation to combat terrorism.

The UN’s program and budget, which set out the strategic objectives and expected outcomes for the organization’s work, are approved every two years by the UN General Assembly. For further information, please visit the website of the UN.

Findings of audits completed in 2018–19: The United Nations Board of Auditors (UNBOA) was established in 1946. For more than 70 years the heads of the supreme audit institutions from the UN Member States have provided independent, professional and quality audit services. The current UNBOA members are Germany, India and Chile. For more information, please see the UN Board of Auditors’ Report A/73/5 (Vol. II)

Findings of evaluations completed in 2018–19: N/A

Engagement of applicants and recipients in 2018–19: N/A

United Nations Peacekeeping Operations

Name of transfer payment program: UN Peacekeeping Operations

Start date: The UN was established in 1945, and Canada has been a member since inception.

End date: Ongoing

Type of transfer payment: Contribution

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2011-2012

Link to the department’s Program Inventory: Program 3. Multilateral Policy

Description: United Nations peacekeeping operations help countries torn by conflict to create the conditions for lasting peace. In addition to maintaining peace and security, peacekeepers are increasingly charged with assisting in political processes, reforming judicial systems, training law enforcement and police forces, disarming and reintegrating former combatants, and supporting the return of internally displaced persons and refugees. Canada’s assessed contribution to UN peacekeeping operations is a legally binding obligation of membership. Recipients are not required to repay funds obtained under this transfer payment program.

Results achieved :

• Enhanced peace and security for the countries and regions concerned;
• Contributed to increased levels of security, protection of civilians, support to humanitarian activities, basic services and governance provided in affected areas, promoting advanced prospects for peace as well as enabling reconstruction and development activities;
• Maintained multilateral relationships with key UN organizations and bilateral relationships with key allies and other troop-contributing countries; and
• Ensured alignment of UN assessed contributions with peacekeeping priorities, enhanced efficiency and sound resource management, and supported the UN as a corner-stone of the rules-based international order.

Findings of audits completed in 2018–19: The audit examination conducted by the UN Board of Auditors included UN Headquarters, 14 active field missions, 32 completed missions and the six 6 special-purpose accounts, namely the Peacekeeping Reserve Fund; the support account for peacekeeping operations; the United Nations Logistics Base at Brindisi, Italy, including the Global Service Centre; the peacekeeping cost recovery fund; and the employee benefits funds. For more information, please see the UN Board of Auditors’ Report A/73/5 (Vol. II)

Findings of evaluations completed in 2018–19: N/A

Engagement of applicants and recipients in 2018–19: N/A

World Health Organization

Name of transfer payment program: World Health Organization (WHO)

Start date: The WHO was founded in 1948, and Canada has been a member since inception.

End date: Ongoing

Type of transfer payment: Contribution

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2011-2012

Link to the department’s Program Inventory: Program 3. Multilateral Policy

Description: Canada’s annual assessed contribution to the WHO is a legally binding obligation of membership. The purpose of membership is to further the Government of Canada’s foreign policy goals related to health and provide it with a voice in the international community. For further information, please visit the WHO website. Recipients are not required to repay funds obtained under this transfer payment program.

Results achieved :

• Enhanced global health security through:
  • operationalization of a unified WHO emergency program;
  • establishment of a Global Health Emergency Network;
  • contribution toward International Health Regulations (2005) (IHRs) core capacities and improvements to the IHRs; and
  • support for the implementation of the Contingency Fund for Emergencies. 
• Accelerated progress toward achieving the 2030 Agenda for Sustainable Development by:
  • reducing maternal mortality;
  • improving child survival;
  • addressing the global burden of non-communicable diseases and their main risk factors;
  • promoting healthy environments; and
  • increasing access to essential medicines.
• Promotion of health equity by:
  • strengthening health systems to reach the poorest and most vulnerable.
• Strengthened global norms and standards in health by:
  • developing, implementing and monitoring global norms and standards; and
  • promoting safety of food, water, and medical products and devices.
• Continued progress to implement WHO institutional reform by:
  • demonstrating leadership in the multilateral system by serving as one of the 34 members of the WHO Executive Board (2015-2018), which provides advice and support to the World Health Assembly, and supports the implementation of its decisions and policies; and
  • supporting ongoing efforts to enhance organizational efficiency, effectiveness and transparency.

The WHO’s General Programme of Work sets out the organization’s high level plan of work for a four year period. In 2018, the 71st World Health Assembly approved the WHO’s 13th General Programme of Work (GPW13) for the years 2019 to 2023. In addition, the WHO has biennial programme budgets that set out the strategic objectives and expected outcomes for the organization’s work, and are approved every two years by the World Health Assembly. For additional details on results and plans, please consult: the WHO programme budget.

Findings of audits completed in 2018–19: WHO has an External Auditor and provides regular audited financial reports.

Findings of evaluations completed in 2018–19: N/A

Engagement of applicants and recipients in 2018–19: N/A

World Trade Organization 

Name of transfer payment program: World Trade Organization (WTO)

Start date: January 1, 1995

End date: Ongoing

Type of transfer payment: Contribution

Type of appropriation: Estimates

Fiscal year for terms and conditions: 2009-2010

Link to the department’s Program Inventory: Program 18. Trade Policy, Agreements Negotiations, Agreements and Disputes

Description: The World Trade Organization (WTO) is a cornerstone of Canada’s trade policy, providing a common set of rules, rights and obligations for the trade policies of its 164 members and a forum for Canada to advance its trade interests on the broadest possible basis. The WTO provides Canada with the opportunity to build alliances, influence rules and secure concessions on issues where it may otherwise have less leverage. Issues such as agriculture subsidies and regulatory concerns (e.g. sanitary and phytosanitary measures) are more effectively addressed multilaterally. The WTO also has a robust dispute settlement system, of which Canada is a regular end user. Through the ongoing work of its many committees, the WTO provides a forum for Canada to raise and resolve a range of trade irritants and market access issues. Finally, the WTO is also an active forum for trade policy monitoring and surveillance.

WTO negotiations have been effectively stalled since 2008, with WTO members disagreeing on whether the mandates of the Doha Development Agenda (DDA) remain a relevant and viable basis from which to advance multilateral negotiations. Canada and other like-minded countries believe that the DDA mandates are no longer viable and that the WTO must explore new ways to conclude work on the outstanding Doha-round issues while also exploring issues not explicitly mentioned in the Doha mandates. There is now increasing consensus amongst WTO members that the organization needs to be strengthened and modernized. As an active member of the organization and in keeping with Canada’s traditional multilateral trade leadership, Canada has convened a small group of likeminded countries (the “Ottawa Group”) with the objective of helping drive discussions towards realistic and pragmatic ideas to safeguard and update the WTO.

Results achieved :

• As a trade-dependent country, Canada has been actively involved in all areas of the WTO negotiations:
  • Canada’s key interests are protecting the integrity of the WTO agreements and institutions; pursuing a number of remaining Doha-round issues, particularly disciplines on domestic support for agriculture; advancing negotiations on eliminating harmful fisheries subsidies; and ensuring that the WTO remains relevant to the realities of 21st century economies, including, for example, by delivering outcomes in negotiations on contemporary economic issues such as electronic commerce and trade and gender.
  • While the broader DDA negotiations are at an impasse, Canada continues to work with other WTO members to find constructive ways to advance multilateral discussions on issues facing the global trading system. Progress in these areas will be measured by WTO reports (including committee reports) and developments in WTO negotiations (for example, outcomes of the 11th WTO Ministerial Conference).
  • Given the challenges in the WTO’s multilateral negotiations, Canada has been participating in open-ended multilateral discussions with a subset of like-minded WTO members in a number of areas (e.g. investment facilitation, e-commerce and micro, small and medium-sized enterprises).
• Continued work with WTO members to advance discussions on issues facing the global trading system:
  • WTO members have begun to consider possible next steps to advance the multilateral trading system. WTO ministers will meet in June 2020 for the WTO’s 12th Ministerial Conference (MC12). In the lead up to MC12, key WTO trade ministers, including from Canada, participated in mini-ministerial meetings during 2018-2019 to help advance discussions. This included a ministerial meeting hosted by Canada in October 2018, which saw the launch of the ”Ottawa Group”. 
• Leadership on WTO reform:
  • As noted, Canada leads a small, representative group of WTO members committed to supporting and modernizing the multilateral trading system.
  • Ottawa Group discussions are intended to complement reform efforts by other WTO members. Discussions focus on three main themes: immediate actions to improve the efficiency and effectiveness of the WTO; safeguarding and strengthening the dispute-settlement system; and reinvigorating the WTO’s negotiating function.
  • The Ottawa Group has met twice in 2018-2019: in October 2018 in Ottawa and in January 2019 on the margins of the World Economic Forum in Davos.
• Participation in accession negotiations and reviews on WTO members:
  • Canada participates in the accession negotiations for all countries seeking to join the WTO. Canada also participates in the review of the trade policies of each WTO member, as well as preparing for its own review (every five years).
• Participation in the WTO dispute settlement system:
  • Canada is one of the most active participants in the WTO dispute settlement system, as measured by the number of disputes in which Canada is a participant as either a direct or intervening party. The WTO’s dispute settlement system is the world’s preeminent body for discussing and resolving international trade disputes. Canada is also an active participant in efforts to review the Dispute Settlement Understanding.
• The governance mechanisms of international organizations include oversight services. Global Affairs Canada will rely upon these oversight regimes to assist in monitoring the WTO’s accountability for achieving objectives agreed to by its members and for stewardship of its funds, which are contributed by member states, including Canada.

Findings of audits completed in 2018–19: The WTO is subject to an audit by external auditors every calendar year. As a member of the WTO, Canada has access to all audits, evaluations and performance reviews completed by or on behalf of the WTO. In its performance audit report released on June 7, 2019, the external auditor certified that the WTO’s financial statements fairly present the financial situation of the WTO as of December 31, 2018, and placed an unqualified opinion on these statements.

Findings of evaluations completed in 2018–19: The WTO’s external auditors conduct a performance audit of the WTO, which is based on standards set by the International Organization of Supreme Audit Institutions. The 2018 performance audit was released on June 7, 2019.

Engagement of applicants and recipients in 2018–19: N/A

Gender-based analysis plus

Governance structures

Global Affairs Canada has a complex and diverse mandate as it manages Canada’s diplomatic and consular relations, promotes the country’s international trade and leads Canada’s international development and humanitarian assistance. In support of this mandate, Global Affairs Canada uses a Government of Canada analytical tool called Gender-Based Analysis Plus (or simply GBA+). GBA+ is an analytical tool that helps assess how diverse groups of women, men and gender-diverse people may experience policies, programs and initiatives. The “plus” in GBA+ acknowledges that GBA goes beyond biological (sex) and socio-cultural (gender) differences. We all have multiple identity factors that intersect to make us who we are; GBA+ also considers many other identity factors, like race, ethnicity, religion, age, and mental or physical disability.

In this context, Global Affairs Canada continues to explore opportunities to enhance its leadership, capacity, training and necessary tools for the implementation of GBA+ throughout the Department. The Department has taken a decentralized approach to the practice of GBA+ for its over 10,000 employees. In lieu of a central responsibility center, the Department continues to explore a more horizontal approach to the application of GBA+ assessments of submissions to Cabinet, Central Agencies and ministers. As the subject matter experts, the proposal leads are ultimately responsible for the conclusions of their GBA+ assessments. Although the review process is essentially one of self-assessment, there are well established and dedicated resource center of GBA+ expertise within the Department, for example, within the Global Issues and Development Branch. Global Affairs Canada is also increasing GBA+ competencies of subject matter experts in other branches working in such diverse areas as peace and security, and investment and trade.

Since 2016, and consistent with direction from the Privy Council Office and Treasury Board Secretariat, the Department has required mandatory GBA+ assessments for all Memoranda to Cabinet, Treasury Board submissions and Budget Proposals. More recently, GBA+ has also been applied to regulatory instruments. Before these proposals can be considered complete, proposal leads submit their GBA+ assessments to the Corporate Secretariat for a final review to confirm that the mandatory requirements of the central agencies have been met. The offices of the ministers will not accept proposals without this final check.

Some of the approaches the Department uses to increase the profile of GBA+ include the following:

• Intra-departmental networks dedicated to GBA+;
• Corporate Secretariat representation at the annual Status of Women Canada-hosted Breakfast of GBA+ Champions, a venue to highlight the Department’s successes;
• Discussion of GBA+ at senior management committees;
• Resources dedicated to the development, delivery or promotion of GBA+ training for employees; and
• Tools and resources to assist employees in applying GBA+ to their work (e.g. checklists, guides, templates).

Human resources

The Department has more than 17 full time equivalent(s) (FTE) supporting gender analysis. There are currently 12 FTEs working on development assistance policies and programming, including implementation of the Department’s Gender Equality Policy. Recognizing the significance of the application of GBA+ to trade agreements, there are now a total of about 4 FTEs working on this issue when portions of FTEs working on trade policy and negotiations are taken into consideration. An additional 6 to 10 individuals play various associated support roles so that a portion of their FTEs will support GBA+ implementation such as gender focal points, GBA champions, educators and managers across the Department, including in areas such as peace and security, trade and investment, and GBA+ process oversight of submissions to Cabinet and ministers.

Both GBA+ specialists and subject matter experts from across the Department contribute to GBA+ through participation on internal and external committees as well as in governance bodies:

• Trade: Trade policy analysts and negotiators, recognizing that the effects of trade are not gender neutral, integrate gender and inclusivity considerations into their work by conducting GBA+ on their FTA chapters, assessing the effects and opportunities of provisions, on an ex ante and ex post basis, on population groups in Canada as workers, business owners, and where possible consumers; this informs ongoing negotiations by seeking to address effects through the development of new gender responsive and inclusive trade policy provisions in FTAs where possible.  
• Development specialists and policy analysts on gender equality meet regularly to discuss gender equality policy directions and implementation;
• Analysts working on Peace and Security programming coordinate the whole-of-government implementation of Canada’s National Action Plan on Women, Peace and Security (WPS). GBA+ is included in the WPS;
• Global Affairs Canada has representation on all three of Women and Gender Equality Canada’s inter-departmental cluster groups for GBA+: Social, Health and Justice; Security and Defence; Science, Economic and Research; and
• Inter-departmental working groups for proposals being prepared for submission to Cabinet or Treasury Board.

Major initiatives: results achieved

Applying GBA+ to all G7 work under Canada’s 2018 Presidency

These actions led to concrete results. During the 2018 G7 Presidency, Canadian leadership leveraged $3.8B from G7 partners to support quality education for women and girls in crisis, conflict-affected, and fragile states, of which Canada contributed $400 million. A few months later, during the United Nations General Assembly, Canada welcomed an additional $527 million from partners to help developing countries give every child access to quality education and modern skills training. These unprecedented commitments recognize that education is the key to advancing gender equality and achieving a more equal, inclusive world. The G7 Leaders Summit concluded with the Charlevoix Communique and all seven commitments which included gender-specific outcomes, and three (Charlevoix Declaration on Quality Education for Girls, Adolescent Girls and Women in Developing Countries; Charlevoix Commitment to End Sexual and Gender-Based Violence, Abuse and Harassment in Digital Contexts; and Charlevoix Commitment on Equality and Economic Growth) were specifically targeted initiatives addressing gender issues. In the 2018 GEAC Report, more G7 outcome documents and reports were noted as having integrated or explicitly addressed gender equality than ever before: 81% compared to an average of 46% over the five previous years.

Strengthening GBA+ capacity at Global Affairs Canada and abroad

Central America

GBA+ training sessions took place in Guatemala and Nicaragua with the objective to increase mission’s staff and partners’ capacity in integrating GBA+ into policy development and programming.

• In total, over 150 people attended the training including: embassy’s staff and partner; local and Canadian civil society organizations, and government and private sector representatives. Different case studies were used to provide concrete examples on how to apply GBA+ in their daily work. Participants were enthusiastic in discussions, particularly on issues related to masculinity/femininity and privileged/disadvantaged.  Additional learning materials in Spanish were requested. The overall feedback received was positive.
• Following the training sessions, Guatemalan and Nicaraguan governments expressed keen interest in receiving additional training in GBA+ as well as additional materials to share with their colleagues. Gildan, one of the largest employers in Honduras as well as other organizations, such as UN-Women in Guatemala - have also expressed interest in GBA+ training.

The Canadian Embassy in Chile hosted a combined GBA+ training for Chilean partners and mission staff on January 8-10, 2019.

• 25 participants from the Government of Chile and 20 participants from Chilean civil society including the heads of local offices of UN Women and UNHCHR had a chance to learn of GBA+ tools and apply these to their own organizational needs. One workshop was specially designed for Chilean Ministry of Foreign Affairs staff responsible for integrating gender equality into Chile’s hosting of the Asia-Pacific Economic Cooperation (APEC) 2019. This session looked at Canada’s lessons learned in hosting last year’s G-7, and had participants assess their plans using an intersectional lens.
• The Embassy also held an in-house training on GBA+ for members of its staff.  This workshop explored how GBA+ can help improve the efficiency and effectiveness of all mission business, from trade to consular affairs to foreign policy and diplomacy.
• These events demonstrated tangible progress on increasing the capacity to promote gender equity within both the Government of Canada and the Government of Chile. The lead Chilean official for gender equality in APEC 2019 expressed her profound appreciation and noted “if we can achieve things on gender (within the context of APEC this year) it is because of Canada.” 

Caribbean Region

52 partners and staff of the Caribbean Regional Program benefitted from GBA+ training in Kingston, Jamaica on March 12-13, 2019.

• The first day was dedicated to GBA+ training while the second day focused on increasing partners’ awareness and coordination of thematic areas, a country mapping exercise, and strengthening of country level communications. On the third day, 7 staff from the Canadian High Commission participated in a dedicated GBA+ session.
• The GBA+ workshop provided the opportunity for mutually beneficial dialogue with partners and staff on enhancing the integration of gender equality in Caribbean regional programming and on advancing the implementation of Canada’s Feminist International Assistance Policy. Through the GBA+ training, partner organizations and staff were able to increase their practical understanding of how GBA+ can be applied to development initiatives at the operational, program and policy levels.
• Significant effort was made to tailor the GBA+ training to the Caribbean regional and local country contexts with case studies relevant to the partners – highlighting the different impacts on men, women, boys and girls (life situations) along a wide range of variables such as socio-economic conditions, impacts of climate change and disaster responsiveness, and access to health and justice.
• The staff at the High Commission worked on case studies applying GBA+ in the decision to move an Embassy; Mission Emergency Planning; and in addressing staff housing requirements.

In 2018-19, Global Affairs Canada further promoted GBA+ training at mission including by:

• Also developing and delivering tailored GBA+ workshops in Peru, Colombia, and Panama. Global Affairs Canada will soon be working with partners in Santo Domingo, Dominican Republic to create and deliver tailored GBA+ workshops.
• Offering GBA+ training as part of the pre-posting training to GAC staff in both French and English as well as branch-specialized versions.

Integration of GBA+ into free trade negotiations

Global Affairs Canada (GAC) developed a new framework to advance the application of GBA+ to trade negotiations. With the support of other government departments and for the first time, GAC is conducting a comprehensive qualitative and quantitative chapter-by-chapter GBA+ on the Canada-Mercosur FTA negotiations and aiming to regularly update the analysis over the duration of the negotiations.

GAC is also providing customized GBA+ training for trade policy analysists and lead negotiators.

The net impact of our work to date is:

GBA+ is serving as a valuable policy innovation tool to help the Department implement Canada's inclusive approach to trade, which seeks to ensure that the benefits and opportunities flowing from trade are widely shared, including amongst traditionally under-represented groups and organizations in commerce such as women, Indigenous peoples, and SMEs. The division responsible for inclusive trade (including GBA+) received the 2018-2019 DM Award for Innovation – showcasing trade policy’s strong commitment to advancing gender equality and the empowerment of women and desire to achieve concrete results.

One of Blueprint 2020’s success stories for 2018-2019 was the branch’s leadership on GBA+ of trade policy. The article highlights initiatives such as launching an evergreen GBA+ process for the ongoing Canada-Mercosur Free Trade Negotiations. It is widely recognized that conducting GBA+ on the ongoing FTA negotiations with Mercosur has been a valuable undertaking for GAC and its partner departments in the federal government. The application of GBA+ to the Mercosur FTA negotiations has served its intent and realized important benefits: It has helped officials identify the effects and opportunities of FTA provisions on the Canadian population groups; it has helped officials develop new and innovative gender responsive and inclusive trade policy provisions to address effects and opportunities; and, it has effectively informed the FTA negotiation strategy and built up the GBA+ knowledge and skills of officials. The GBA+ has also served to highlight some data and knowledge gaps that need to be addressed going forward in order to do an even better job of conducting GBA+ on FTA chapters (e.g., indirect employment effects by industry, gender and other intersectional characteristics; consumer effects). The overall benefit of applying GBA+ to the FTA negotiations is that it has the potential to help us craft and deliver a more gender responsive and inclusive trade agreement than ever before—pending the results achieved in a negotiated outcome with our trading partner Mercosur.

Canada is also working closely with its partners to deliver on its commitment to create real results that help advance gender equality and the empowerment of women. For example, Canada and Chile implemented cooperation activities under the Trade and Gender Chapter aimed at exchanging information on government programs, exchanging data and research on women entrepreneurs and their challenges, increasing understanding of the impact of trade on women’s participation in the economy and gender equality. Canada and Chile held their first Trade and Gender Committee meeting under the Canada-Chile Free Trade Agreement (CCFTA) Trade and Gender Chapter on April 26, 2019, to review its progress and achievements to date. These include:

• The visit of Chilean Minister of Women and Gender Equality, Isabel Plá, to Canada in October 2018;
• Canada and Chile’s participation at the National GBA+ Forum in Ottawa, Canada in November 2018 and their respective presentations on how trade agreements can be made gender-responsive;
• Targeted outreach in January 2019 by the Canadian Embassy to Chile sharing Canada’s experience in applying GBA+ to summits (i.e. G7) to help advance this issue in the context of Chile’s 2019 APEC Presidency;
• The Capacity Building Workshop on Women and Trade (the “Workshop”) hosted by Canada, New Zealand and Chile on March 5, 2019, on the margins of the first APEC Senior Officials’ Meeting (SOM1) in Santiago, Chile, which included presentations by all three countries on their respective experiences in integrating gender-responsive provisions into trade agreements.

A comprehensive CETA work plan on trade and gender is also being implemented, with activities seeking to better understand the gender-related effects of trade and share information on ways to reduce barriers to the participation of women in international trade. The first meeting on the CETA Joint Committee Trade and Gender recommendation took place via videoconference in Ottawa and Brussels on February 20, 2019. The second meeting took place on June 14, 2019 and delivered on item 3 of the Canada-EU Trade and Gender Implementation Plan— “Exchange of information on policies and programs that support women entrepreneurs from both a domestic and international point of view”.

Reporting capacity and data

1. Program: Consular Assistance and Services to Canadians Abroad
   • Captures personal identifiers (Name, address, date of birth, gender/sex).  Data fields not always completed.  
     • Trend analysis by sex/gender and age.
     • No reporting undertaken.
2. Program: International Law
   • Appointments to WTO panels for disputes where Canada is a primary litigant (January 2014-present):
     • 20% women
     • Unable to assess percentage of visible minorities.
3. Program: International Law
   • Appointments to investment dispute settlement tribunals for disputes where Canada is a primary litigant (January 2014-present):
     • 12% women
     • Unable to assess percentage of visible minorities.
4. Program: International Law
   • Appointments to NAFTA Chapter 19 dispute settlement tribunals for disputes where Canada is a primary litigant (January 2014-present)
     • 33% women
     • Unable to assess percentage of visible minorities.
5. Program: International Law
   • Appointments to NAFTA Chapter 19 dispute settlement tribunals for disputes where Canada is a primary litigant (January 2014-present)
     • 36% women
     • Unable to assess percentage of visible minorities.

International Law have not been able to include numbers on visible minorities as panelists do not routinely self-declare so any existing data would be skewed and not accurate.

Horizontal Initiatives

Name of horizontal initiative: Canada’s 2018 G7 Presidency

Lead department: Global Affairs Canada

Federal partner departments: Public Safety and Emergency Preparedness (PSEP), Royal Canadian Mounted Police (RCMP), Canadian Security Intelligence Service (CSIS), Canada Border Services Agency (CBSA), Public Services and Procurement Canada (PSPC), Shared Services Canada (SSC), Health Canada (HC), Canadian Food Inspection Agency (CFIA), Public Health Agency of Canada (PHAC), Finance Canada (FIN), Department of National Defence (DND) and Canadian Armed Forces (CAF), Transport Canada (TC), Canadian Air Transport Security Authority (CATSA), and Innovation, Science and Economic Development Canada (ISED).

Non‑federal and non‑governmental partners: Not applicable

Start date of the horizontal initiative: April 1, 2017

End date of the horizontal initiative: March 31, 2019

Description of the horizontal initiative: Canada held the rotating Presidency of the G7 from January 1 until December 31, 2018. On June 8-9, 2018, in La Malbaie, in the Charlevoix region of Quebec, Canada hosted the G7 Leaders’ Summit to build consensus on today’s most challenging global issues. Global Affairs Canada led in organizing the G7 Leaders’ Summit, ministerial meetings, and associated meetings and events in collaboration with multiple departments and agencies, including the Royal Canadian Mounted Police as the lead for security operations.

Governance structures: Canada’s G7 Presidency governance structure is led by the Deputy Minister for the G7 Summit and Personal Representative of the Prime Minister with the overall responsibility and accountability for the management of the 2018 G7 Presidency. He is supported by various interdepartmental committees on the planning and coordination of all G7 Presidency related activities – Leaders’ Summit, Ministerial meetings, and associated meetings and events. These include:

• Ad-hoc 2018 G7 Committee of Deputy Ministers (DMG7), to ensure stewardship and financial oversight as well as interdepartmental coordination and coherence on Canada’s G7 agenda, priority themes, organization, communications and outreach.
• Summit Management Office (SMO) Executive Council, to focus on logistical and operational requirements for the Summit events; chaired by the SMO Assistant Deputy Minister, with RCMP participation.
• Operations Committee, to support the SMO Executive Council by coordinating operations to optimize logistic requirements and support efficiency; chaired by the SMO Directors General and including the participation of Health Canada, DND, SSC, PSPC and RCMP.
• Interdepartmental Directors General meetings on the G7 which directed work on policy development and outreach.
• Interdepartmental Thematic Task Teams to develop, coordinate, and integrate Canada’s G7 policy development potential G7 initiatives.

Government-wide working groups supported efforts to achieve efficiencies in specific operational areas such as: Accommodations, Safety and Security, Technology, Communications Network, Justice, and Procurement.

Total federal funding allocated (from start to end date) (dollars): $577,386,532

Total federal planned spending to date (dollars): $577,386,532

Total federal actual spending to date (dollars): $425,971,866

Date of last renewal of the horizontal initiative: Not applicable

Total federal funding allocated at the last renewal, and source of funding (dollars): Not applicable

Additional federal funding received after the last renewal (dollars): Not applicable

Funding contributed by non‑federal and non‑governmental partners: Not applicable

Fiscal year of planned completion of next evaluation : Each department was responsible for their internal evaluation of the 2018 Canadian G7 Presidency. These evaluations were taken into consideration in the cross-departmental review of the 1996 Framework for the Management and Funding of Prime Minister-led Summits of an International Nature. 

Shared outcome of federal partners: The shared outcomes of this horizontal initiative are as follows:

Policy and Summitry:

• All participants (Canadians and foreigners) are satisfied with the organization of the Summit and other associated G7 meetings and events and with the policy development efforts which, aim to advance global security and prosperity and promote Canadian interests and values.

Safe and Secure Summit:

• The general public, heads of state and government and all other participants are kept safe and secure during the G7 Summit.

Performance indicators: Policy and Summitry:

• % of participants – Prime Minister, federal partners, participants and other stakeholders – who are satisfied with Canada G7 Summitry and other associated meetings and events.
• % of participants – Prime Minister, federal partners, G7 counterparts and other stakeholders – that are satisfied with the Canadian G7 Presidency policy development efforts.

Safe and Secure Summit:

• Number of critical issues encountered in the implementation of the security measures by the Security Plan.
• % of security measures, implemented to react to incidents that are successful in negating and/or mitigating these incidents over the course of the G7 Summit.

Targets:

Policy and Summitry:

• 80-100% satisfaction of the G7 membership, G7 participants, federal partners, stakeholders and Canadians with the policy development efforts.
• No major incidents occurred in which summitry preparations failed, or negatively affected the conduct of the G7 Summit.

Safe and Secure Summit:

1. No critical issues.
2. 100% of security measures:
   • Ensure protocols are established to deal with any possible major incident.
   • Ensure readiness to implement established protocols in the event of an emergency.

Data source and frequency of monitoring and reporting: As there were multiple federal partners involved in the G7 Presidency and numerous events taking place over a two-year timeframe, the related monitoring and reporting activities were ongoing throughout fiscal years 2017-18 and 2018-19. Each department was responsible for monitoring and reporting its results as per their internal requirements. In addition to any internal reporting requirements, Global Affairs Canada’s Summits Management Office also required all other government departments to provide monthly financial reports on their 2018 G7 Presidency spending throughout both fiscal years in which funds were received. Results were then analyzed in a broader perspective by Global Affairs Canada to determine the attainment of indicators for the shared outcomes.

Results: The 2018 G7 Canadian Presidency – Leaders’ Summit, Ministerial meetings, and all other related events – was delivered successfully without any major incidents. Proper measures and protocols were implemented ahead of time to ensure safe and secure events, as well as preparedness to respond to any eventuality throughout the Canadian Presidency.

Participants – heads of state/government, federal partners, G7 counterparts, and other stakeholders – were, in general, satisfied with the policy development efforts and the outcome of the 2018 Canadian G7 Presidency. Through the various meetings held ahead of the Leaders’ Summit, participants had the opportunity to debate and develop agreements and policies that culminated in the approval of The Charlevoix G7 Summit Communique. 

Expected outcome or result of non‑federal and non‑governmental partners: Not applicable

Name of theme: Not applicable

Performance highlights: The 2018 Canadian G7 Presidency was successfully delivered without any critical incidents hindering the safety of events. Throughout the year of the Presidency, numerous forums were created in which in-depth discussions revolving around the themes of the Presidency could be undertaken. These discussions resulted in seven commitment documents as well as The Charlevoix G7 Summit Communiqué, also known as the G7 leaders’ communiqué, which reasserted the participants’ dedication to taking on some of the most pressing global challenges. Canada, as the host of the 2018 edition of the G7 Presidency, was able to set the agenda for the year, use this opportunity to showcase its leadership and position itself as a front-runner in combatting climate change and gender inequality on the international stage.

Contact information:

Benoit Bouvier, Director – Corporate Services
Summits Management Office
Global Affairs Canada
125 Sussex Drive
Ottawa, Ontario K1A 0G2

2018-19 Global Affairs Canada Horizontal Initiative Planning Information Table

Shared Outcome(s): All participants (Canadians and foreigners) are satisfied with the organization of the Summit and other associated G7 meetings and events and with the policy development efforts which aim to advance global security and prosperity and promote Canadian interests and values.

Performance Indicator(s): % of participants - Prime Minister, federal partners, participants and other stakeholders - that are satisfied with Canada’s G7 Summitry and other meetings and events

Target(s): No major incidents in which summitry preparations failed, or negatively affected the conduct of the G7 Summit

Result(s): 0 major incidents

Performance Indicator(s): % of participants - Prime Minister, federal partners, G7 counterparts and other stakeholders – that are satisfied with the Canadian G7 Presidency policy development efforts

Target(s): 80-100 % satisfaction of the G7 membership, G7 participants, federal partners, stakeholders and Canadians with policy development efforts

Result(s): 95% satisfaction

Shared Outcome(s): The general public, Heads of State and Government and all other participants are kept safe and secure during the G7 Summit.

Performance Indicator(s): Number of critical issues encountered in the implementation of the security measures required by the Security Plan

Target(s): No critical issues (0)

Result(s): 0 critical issues

Performance Indicator(s): % of security measures implemented to react to incidents that are successful in negating and/or mitigating these incidents over the course of the G7 Summit

Target(s): 100% of security measures

• Ensure protocols are established to deal with any possible major incident
• Ensure readiness to implement established protocols in the event of an emergency

Result(s): 100% of security measures implemented

Performance Information

Financial information included in the tables below do not include previously existing departmental funds. Only new funds granted through Canada’s 2018 G7 Presidency Treasury Board Submission are included.

Response to Parliamentary Committees and External Audits

Response to Parliamentary Committees

House of Commons Standing Committee on Public Accounts (PACP) - Fiftieth Report: “Consular Services to Canadians Abroad – Global Affairs Canada, of the 2018 Spring Reports of the Auditor General of Canada”

On June 5, 2018, the Standing Committee held a hearing on the audit. The Standing Committee produced a report, which was later adopted by the Committee on September 19, 2018.  The Report was presented to the House of Commons on October 1, 2018.  Global Affairs Canada provided a Government Response, which was presented to the House of Commons on January 16, 2019.

• The Report draws on the findings of a performance audit conducted by the Office of the Auditor General. The Standing Committee concluded that Global Affairs Canada needed to improve the performance information necessary to ensure that it adequately responded to requests for consular assistance from Canadians abroad.
• The Standing Committee made seven recommendations, which aligned with those made by the Auditor General of Canada. Global Affairs Canada accepted the seven recommendations and committed to providing additional updates on the status of implementation of the recommendations as requested by the Standing Committee by the deadlines outlined in the Standing Committee’s report.
• To read the full report and the Government of Canada response, please consult The House of Commons Standing Committee on Public Accounts' 50th report: Report 7, Consular Services to Canadians Abroad-Global Affairs Canada, of the 2018 Spring Reports of the Auditor General of Canada  and the Government Response, as well as the Detailed Action Plan. Please also refer to the Government's Testimony before the House of Commons.

House of Commons Standing Committee on Public Accounts (PACP) - Sixty-fourth Report: “Physical Security at Canada’s Missions Abroad – Global Affairs Canada, of the 2018 Fall Reports of the Auditor General of Canada”  On February 26, 2019 the Standing Committee held a hearing on the audit. The Standing Committee produced a report, which was later adopted by the Committee on March 19, 2019.  The Report was presented to the House of Commons on April 9, 2019.  Global Affairs Canada provided a Government Response, which was presented to the House of Commons on June 12, 2019.

• The Report draws on the findings of a performance audit conducted by the Office of the Auditor General. The Standing Committee concluded that Global Affairs Canada had yet to take all measures needed to keep pace with evolving security threats at its missions abroad. 
• The Standing Committee made six recommendations which aligned with those made by the Auditor General of Canada. The Government accepted the six recommendations and committed to providing updates on the status of implementation of the recommendations as requested by the Standing Committee by the deadlines outlined in the Standing Committee’s report.
• To read the full report and the Government of Canada response, please consult The House of Commons Standing Committee on Public Accounts’ 64th report: Report 4, Physical Security at Canada's Missions Abroad-Global Affairs Canada, of the 2018 Fall Reports of the Auditor General of Canada and the Government Response as well as the Detailed Action Plan. Please also refer to the Government's Testimony before the House of Commons.

Senate of Canada Standing Committee on Foreign Affairs and International Trade - A hearing on Report 4, Physical Security at Canada's Missions Abroad-Global Affairs Canada, of the 2018 Fall Reports of the Auditor General of Canada was held on February 20, 2019. Please refer to the Government's Testimony before the Senate of Canada.

Response to audits conducted by the Office of the Auditor General of Canada (including audits conducted by the Commissioner of the Environment and Sustainable Development)

2018 Fall Report of the Auditor General of Canada: Report 4 – Physical Security at Canada’s Missions Abroad – Global Affairs Canada

• The audit examined whether Global Affairs Canada (GAC) met its physical security needs at missions abroad to protect its staff and assets. The Office of the Auditor General (OAG) examined six missions. The OAG visited two missions and relied on GAC’s internal audit results from four other missions. The OAG used the internal audit results to inform their observations, findings and recommendations. Five recommendations were made to the Department to help strengthen the overall physical security at missions abroad. In response, the Department has produced a suitable management response and action plan. In its action plan the Department notes that it has implemented a system to document and track security requirements by mission. As well, physical security standards are being updated and enhanced and a formal risk-based approach to security investment planning has been developed. The Department will increase its training capacity, implement a tracking solution and reassess current mandatory training. For more information, see Global Affairs Canada's detailed responses. 

2018 Fall Report of the Commissioner of the Environment and Sustainable Development: Report 3 – Departmental Progress in Implementing Sustainable Development Strategies

• The audit determined whether Government of Canada organizations had adequately applied the Cabinet Directive on the Environmental Assessment of Policy, Plan and Program Proposals, and whether they had met their commitments to strengthening their strategic environmental assessment practices. Global Affairs Canada was one of 26 organizations that was audited. The audit found that all of the organizations had made satisfactory progress in strengthening their strategic environmental assessment practices. Specifically, the audit found that the Department was in compliance with the Cabinet Directive based on a sample of proposals. There were no recommendations for the Department.

Response to audits conducted by the Public Service Commission of Canada or the Office of the Commissioner of Official Languages

N/A

Up Front Multi-Year Funding – Centre for International Governance Innovation

Name of recipient: Centre for International Governance Innovation (CIGI)

Start date: January 30, 2003

End date: Ongoing

Strategic Outcome: Canada’s International Agenda - The international agenda is shaped to advance Canadian security, prosperity, interests and values.

Link to the Program Inventory: Program 1: International Policy Coordination

Description: CIGI supports world-leading research in global governance, particularly global economic and financial governance, international security and international law. CIGI furthers Canada’s interest in having a stable and well-governed global system by bringing academics, policy experts and researchers together from around the world to generate policy recommendations on pressing international developments. In 2003, the Government of Canada contributed $30 million, which was matched by CIGI and subsequently added to by other public and private donors to establish an endowment fund. The Centre continues to be funded by the proceeds of this endowment.

Audit findings by the recipient during the reporting year, and future plan: CIGI publishes an annual report of its activities that includes financial statements.

Evaluation findings by the recipient during the reporting year, and future plan: As required by the funding agreement between CIGI and the Government of Canada, every five years, CIGI conducts an independent third-party evaluation. The last evaluation took place in 2018, and the next one will be in 2023. 

The 2018 evaluation measured the Centre’s overall performance in achieving expected results. The evaluation is organized under six evaluation standards: relevance, effectiveness, impact, planning, management and efficiency, and comparative analysis. The evaluation used a mixed-methods approach to collect and triangulate data from different sources, using both quantitative and qualitative techniques. This approach supported the development of robust, evidence-based findings, which in turn allowed for the development of insightful, validated conclusions, and recommendations.

Relevance: CIGI’s objectives, strategies and programming are clearly aligned with the funding agreement reached with the federal government. The stated purposes in the federal funding agreement are to (1) support world-leading research in the area of global governance, particularly in the area of global economic and financial governance and; (2) to further Canada’s interest in having a stable and well-governed global economic system in order to enhance the standard of living and quality of life of its population. More specifically, the purpose of the fund includes six objectives that are linked to CIGI’s objectives, strategies and activities.

Effectiveness: CIGI is using its convening power to successfully achieve its immediate outcomes by co-constructing relevant research products that are consistently being used by its national and international stakeholders. CIGI is regularly and increasingly mentioned in leading international media outlets from all around the world and the think tank has a strong presence in Canadian media, with regular mentions in all major outlets.

Impact: Assessing longer-term, sustainable and transformational change requires substantial longitudinal evidence. Evidence to date indicates that CIGI is making progress toward achieving ultimate outcomes, but definitive achievement is not identifiable yet. Key informant interviews indicate that CIGI’s efforts directed toward multilateral actors, like the programs on the G20, Internet governance or the World Refugee Council, have been the most visible and have had the highest potential in terms of impact.

Planning: The evaluation observed that CIGI has implemented the recommendations made by the last independent evaluation of CIGI conducted in 2013, most notably those related to the development of its innovation, communication and use of infrastructure strategies.

Management and efficiency: CIGI activities are sufficiently funded and have been implemented within budget. CIGI has taken significant measures to foster an evaluation culture for learning and accountability purposes, creating an Evaluation and Planning unit in 2012. CIGI has applied results-based management principles centrally and within programs and projects. An organizational logic model has been adopted and performance data is now being collected from all departments to track progress across the organization. Itis accessible via a central dashboard.

The new amalgamated Board of Directors is effective and functioning according to its governance mandate, overseeing CIGI and the proper implementation of the funding agreement. A move toward a more gender-balanced and diverse composition of its members should be considered to enrich its nature. 

Comparative analysis: CIGI compares very favourably to comparable think tanks. External rankings (Global Go To Think Tank Index Report, Transparify) generally rank CIGI in the top two or three when compared with other Canadian institutions, and often quite favourably when compared internationally. These rankings provide a positive external validation of CIGI’s work. The review of basic data from comparable think tanks in Canada (Fraser Institute, C.D. Howe Institute and Asia Pacific Foundation) demonstrates that CIGI, although a relatively young institution, is a leading think tank in Canada.

Summary of results achieved by the recipient: CIGI’s objectives, strategies and programming remain aligned with the Government of Canada funding agreement. CIGI’s work in the areas of global economy, global politics and security, and international law are considered highly relevant within the current national and international context. CIGI has understood that in a globalized world, domestic and international issues are increasingly intertwined and that governance gaps must be addressed through this lens.

CIGI has been effective in reaching its immediate and intermediate outcomes by co-constructing relevant research products (outputs) that are consistently being used by its national and international stakeholders.

For instance, this year CIGI has delivered policy relevant research papers and high-level events on priority topics including women’s economic empowerment, data governance in the digital age, NAFTA renegotiation, and China and the global economy.

CIGI has evolved as a valuable institution that is respected by its peers, conducting world-leading research and analysis, influencing policy-makers, and innovating to solve governance gaps.