Foreign Affairs, Trade and Development Canada

Departmental Performance Report 2013-14

The Honourable John

Baird

Minister of Foreign

Affairs

The Honourable Ed Fast

Minister of International

Trade

The Honourable Christian

Paradis

Minister of International

Development

Government of Canada Catalogue Number FR2-16/2014E-PDF

International Standard Serial Number (ISSN) 2368-5778

International Trade, International Development and the Minister of State, 2014

2013–14 Departmental Performance Report

Table of Contents

Foreword ................................................................................................................................................. 3

Ministers’ Message .................................................................................................................................. 5

Section 1: Organizational Expenditure Overview ..................................................................................... 7

Organizational Profile ......................................................................................................................... 7

Organizational Context ....................................................................................................................... 7

Strategic Outcomes and Program Alignment Architecture (PAA) ........................................................ 9

Organizational Priorities ................................................................................................................... 11

Actual Expenditures

........................................................................................................................ 24

Section 2: Analysis of Programs by Strategic Outcome ........................................................................... 31

Strategic Outcome 1: Canada’s International Agenda ............................................................................ 31

Program 1.1: International Policy Advice and Integration................................................................. 31

Program 1.2: Diplomacy and Advocacy ............................................................................................. 34

Strategic Outcome 2: International Services for Canadians. ................................................................... 48

Program 2.1: International Commerce ............................................................................................. 48

Program 2.2: Consular Services and Emergency Management .......................................................... 52

Strategic Outcome 3: International Development and Humanitarian Assistance ................................... 56

Program 3.1: Fragile Countries and Crisis-affected Communities ...................................................... 56

Program 3.2: Low-income Countries ................................................................................................. 61

Program 3.3: Middle-income Countries ............................................................................................ 72

Program 3.4: Global Engagement and Strategic Policy ...................................................................... 81

Program 3.5: Canadian Engagement for Development ..................................................................... 92

Strategic Outcome 4: Canada’s International Platform .......................................................................... 95

Program 4.1: Governance, Strategic Direction and Common Service Delivery .................................. 95

Program 4.2: Government of Canada Benefits ................................................................................ 101

Internal Services ............................................................................................................................. 103

Section 3: Supplementary Information ................................................................................................ 107

Financial Statements Highlights ...................................................................................................... 107

Financial Statements ...................................................................................................................... 109

List of Supplementary Information Tables ...................................................................................... 110

Section 4: Organizational Contact Information .................................................................................... 113

Appendix: Definitions .......................................................................................................................... 115

List of Acronyms .................................................................................................................................. 117

Endnotes .............................................................................................................................................. 119

Departmental Performance Report 2013-14

Foreword

Departmental Performance Reports are part of the Estimates family of documents. Estimates

documents support appropriation acts, which specify the amounts and broad purposes for

which funds can be spent by the government. The Estimates document family has three parts.

Part I (Government Expenditure Plan) provides an overview of federal spending.

Part II (Main Estimates) lists the financial resources required by individual departments, agencies

and Crown corporations for the upcoming fiscal year.

Part III (Departmental Expenditure Plans) consists of two documents. Reports on Plans and

Priorities (RPPs) are expenditure plans for each appropriated department and agency (excluding

Crown corporations). They describe departmental priorities, strategic outcomes, programs,

expected results and associated resource requirements, covering a three-year period beginning

with the year indicated in the title of the report. Departmental Performance Reports (DPRs) are

individual department and agency accounts of actual performance, for the most recently

completed fiscal year, against the plans, priorities and expected results set out in their

respective RPPs. DPRs inform parliamentarians and Canadians of the results achieved by

government organizations for Canadians.

Additionally, Supplementary Estimates documents present information on spending

requirements that were either not sufficiently developed in time for inclusion in the Main

Estimates or were subsequently refined to account for developments in particular programs

and services.

The financial information in DPRs is drawn directly from authorities presented in the Main

Estimates and the planned spending information in RPPs. The financial information in DPRs is

also consistent with information in the Public Accounts of Canada. The Public Accounts of

Canada include the Government of Canada Consolidated Statement of Financial Position, the

Consolidated Statement of Operations and Accumulated Deficit, the Consolidated Statement of

Change in Net Debt, and the Consolidated Statement of Cash Flow, as well as details of financial

operations segregated by ministerial portfolio for a given fiscal year. For the DPR, two types of

financial information are drawn from the Public Accounts of Canada: authorities available for

use by an appropriated organization for the fiscal year, and authorities used for that same fiscal

year. The latter corresponds to actual spending as presented in the DPR.

The Treasury Board Policy on Management, Resources and Results Structures further

strengthens the alignment of the performance information presented in DPRs, other Estimates

documents and the Public Accounts of Canada. The policy establishes the Program Alignment

Architecture of appropriated organizations as the structure against which financial and non-

financial performance information is provided for Estimates and parliamentary reporting. The

same reporting structure applies irrespective of whether the organization is reporting in the

Main Estimates, the RPP, the DPR or the Public Accounts of Canada.

A number of changes have been made to DPRs for 2013−14 to better support decisions on

appropriations. Where applicable, DPRs now provide financial, human resources and

performance information in Section II at the lowest level of the organization’s Program

Alignment Architecture.

In addition, the DPR’s format and terminology have been revised to provide greater clarity,

consistency and a strengthened emphasis on Estimates and Public Accounts information. As

2013–14 Departmental Performance Report

well, departmental reporting on the Federal Sustainable Development Strategy has been

consolidated into a new supplementary information table posted on departmental websites.

This new table brings together all of the components of the Departmental Sustainable

Development Strategy formerly presented in DPRs and on departmental websites, including

reporting on the Greening of Government Operations and Strategic Environmental Assessments.

Section III of the report provides a link to the new table on the organization’s website. Finally,

definitions of terminology are now provided in an appendix.

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 5

Ministers’ Message

The Honourable John Baird

Minister of Foreign Affairs

The Honourable Ed Fast

Minister of International Trade

The Honourable Christian Paradis

Minister of International

Development

The Honourable Lynne Yelich

Minister of State

(Foreign Affairs and Consular)

We are pleased to present the 2013-14 Departmental Performance Report, the first report for

the newly unified Foreign Affairs, Trade and Development Canada (DFATD). Over the past year,

the new department promoted Canada’s values and interests internationally, enhanced

prosperity, alleviated poverty, addressed humanitarian and global security challenges and

served Canadians at home and abroad.

Job creation and Canadian prosperity remained at the heart of DFATD’s priorities, with the

launch of the Global Markets Action Plan, a comprehensive pro-trade and pro-investment plan

that aligns Canada’s trade, development and foreign policy tools to advance our commercial

interests globally.

As part of this ambitious pro-export plan, Prime Minister Harper concluded a historic Canada-

European Union trade agreement, as well as the Canada-Korea Free Trade Agreement, which,

together with Canada’s existing FTAs, will provide Canada with free-trade access to over half of

the global marketplace. Canada-U.S. cooperation on economic, security and energy issues was

reinforced through the finalization of border pre-clearance arrangements for air, land, marine

and rail transportation and the promotion of Canada as a stable and secure source of energy.

In support of international security, DFATD provided assistance to address crises in Syria and

Mali, provided principled support for Ukraine’s sovereignty and continued to support the Middle

East peace process and Israel’s right to exist. Canada’s leadership on human rights issues

received international support through the passage of resolutions on the situation of human

rights in Iran and the first standalone resolution on Child, Early and Forced marriage at the UN

General Assembly, as well as a Resolution on Elimination of All Forms of Violence Against

Women, adopted by the UN Human Rights Council.

Canada continued to lead global efforts to support maternal, newborn and child health and is on

track to deliver on its five-year $2.85-billion G-8 Muskoka commitment to countries with high

maternal and child mortality. Significant progress was achieved on sustainable economic

development, and efforts were made to improve the transparency of development assistance.

Canada now ranks eighth in the world in aid transparency—compared to 32nd in 2012.

Global humanitarian needs arising from natural disasters, acute food insecurity and conflict

reached record levels over the past year. Canada responded to these needs with its largest

contribution ever, providing its partners with $769.5 million to respond to the humanitarian

needs of those affected by conflict and food insecurity in 54 countries and by natural disasters in

25 countries. Notably, under the leadership of Prime Minister Harper, Canada has been a world

2013–14 Departmental Performance Report

leader in responding to the crises in Ukraine and Iraq, and was one of the first countries to

respond when Typhoon Haiyan struck the Philippines in November 2013. The Government of

Canada launched a matching fund and through its partners is continuing to make a difference in

the lives of those affected as they recover and rebuild from this disaster. Canada contributed to

food assistance for up to 4.25 million conflict-affected Syrians, as well as the provision of

assistance and protection for some 2.3 million Syrian refugees in neighbouring countries

through the United Nations High Commissioner for Refugees.

As chair of the Arctic Council, Canada focused on initiatives that will make a difference in the

lives of Northerners, creating the Arctic Economic Council to support environmental protection

and social and economic development.

This year saw a number of global crises requiring Canadian consular support, with DFATD’s

Standing Rapid Deployment Team assisting Canadians by helping Canada’s Embassies and

consulates to provide critical services to Canadians in distress in Kenya, the Philippines, South

Sudan and Ukraine.

Canadians love to travel. Today, more and more Canadians explore remote corners of the world,

work for foreign–based companies, participate in student exchanges and retire in southern

destinations. With the nature of international travel changing, so too are we modernizing

Canada’s approach to consular services through the 21st Century Consular Plan so we can focus

our attention on helping those who truly need it most, offer assistance more efficiently, and

better educate Canadians on how to make smart travel decisions, with the goal of reducing

consular issues before they arise.

To find out more about DFATD and its achievements, we invite you to visit the departmental

website

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 7

Section 1: Organizational Expenditure Overview

On June 26, 2013, the Budget Implementation Act (Bill C-60) received royal assent, formalizing

the amalgamation of the Canadian International Development Agency (CIDA) and Foreign Affairs

and International Trade Canada (DFAIT) into Foreign Affairs, Trade and Development Canada

(DFATD).

A single department, fully integrated across geography and themes, is ensuring that our

diplomatic, trade and development resources and expertise around the world are fully

leveraged. It is allowing the Government of Canada to work more effectively abroad, aligning

our strategic approaches and achieving greater results for Canadians.

Effective management of amalgamation has been a priority as organization and policies have

been re-aligned and refocused while key priorities have been delivered. A change management

plan, along with a mechanism for consultations with staff, has been put in place. Progress has

been made in merging common services and the department is increasingly delivering coherent

foreign policy, trade and development mandates.

Organizational Profile

Appropriate Ministers: John Baird, Minister of Foreign Affairs; Ed Fast, Minister of International

Trade; Christian Paradis, Minister of International Development; and, Lynne Yelich, Minister of

State (Foreign Affairs and Consular).

Institutional Heads: Daniel Jean, Deputy Minister of Foreign Affairs; Simon Kennedy, Deputy

Minister of International Trade; and, Malcolm Brown, Deputy Minister of International

Development.

Ministerial portfolio: Foreign Affairs, Trade and Development Canada.

Enabling Instrument: Department of Foreign Affairs, Trade and Development Act, S.C. 2013, c.

33, s. 174

. Year of Incorporation / Commencement: 1909.

Organizational Context

Raison d’être

Under the leadership of the Minister of Foreign Affairs, the Minister of International Trade, and

the Minister of International Development, DFATD is responsible for the conduct of Canada’s

international relations, including foreign affairs, international trade and commerce, and

international development.

DFATD advances Canada’s values and interests internationally, delivers international programs,

and manages Canada’s international aid program to alleviate poverty in the developing world

and provide humanitarian assistance. The department provides commercial and consular

services to Canadians at home and abroad, and manages the Government of Canada’s global

network of missions.

Responsibilities

DFATD’s legal responsibilities are detailed in the 2013 Department of Foreign Affairs, Trade and

Development Act, and can be summarized as follows.

2013–14 Departmental Performance Report

8 Section 1: Organizational Expenditure Overview

The department manages Canada’s diplomatic and consular relations with foreign governments

and international organizations, engaging and influencing international players to advance

Canada’s political and economic interests and the values of freedom, democracy, human rights

and the rule of law.

To improve and maintain market access for Canadian businesses, DFATD leads the negotiation

of international trade agreements and the management of international trade dispute-

resolution mechanisms. DFATD also provides advice and services to help Canadian businesses

succeed abroad, fosters foreign direct investment in Canada, and supports international

innovation, science and technology.

DFATD delivers consular services and the most up-to-date travel information through

travel.gc.ca to Canadians so that they can make safe and smart travel decisions. The department

supports global peace and stability, addresses security threats such as terrorism, transnational

organized crime, and the proliferation of weapons and materials of mass destruction. DFATD

also leads coordinated Canadian responses to crises and natural disasters abroad, including the

provision of humanitarian assistance.

To foster sustainable international development and poverty reduction in developing countries,

and provide humanitarian assistance during crises, the department manages the vast majority of

Canada’s official development assistance. DFATD also manages Canada’s international

platform—a global network of missions in 107 countries

that supports the international work of

DFATD and 25 other partner departments and agencies.

- This does not include Taiwan, the West Bank, and Gaza, but includes the Holy See (Vatican) and Burma (interim

operation).

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 9

Strategic Outcomes and Program Alignment Architecture (PAA)

This DPR was prepared on the basis of DFATD’s interim 2014-15 PAA, which is a combination of

the 2013-14 DFAIT and CIDA PAAs. A new and integrated DFATD PAA has been developed for

2015-16.

Strategic Outcome 1: The international agenda is shaped to Canada’s benefit and advantage in

accordance with Canadian interests and values.

Program: International Policy Advice and Integration

Sub-program: International Information and Analysis

Sub-program: Integrated International Policy Advice

Program: Diplomacy and Advocacy

Sub-program: Bilateral and Regional Diplomacy and Advocacy

Sub-program: Summitry and Multilateral Diplomacy and Advocacy

Sub-program: Contributions to International Organizations

Sub-program: Trade Policy, Negotiations, Dispute Settlement and Controls

Sub-program: International Assistance Program Governance

Sub-sub-program: Global Peace and Security Fund

Sub-sub-program: Global Partnership Program

Sub-sub-program: Capacity Building Programs

Sub-sub-program: Investment Cooperation Program

Sub-sub-program: Canada Fund for Local Initiatives

Sub-sub-program: Religious Freedom Fund

Strategic Outcome 2: Canadians are satisfied with commercial and consular services.

Program: International Commerce

Sub-program: International Business Development

Sub-program: Foreign Direct Investment in Canada

Sub-program: International Innovation, Science and Technology

Program: Consular Services and Emergency Management

Sub-program: Safe Travel Promotion

Sub-program: Consular Assistance for Canadians

Sub-program: Emergency Preparedness and Response

Strategic Outcome 3: Reduction in poverty for those living in countries where Canada engages in

international development.

Program: Fragile Countries and Crisis-affected Communities

Sub-program: Humanitarian Assistance

Sub-program: Afghanistan

Sub-program: Haiti

Sub-program: South Sudan

Sub-program: West Bank and Gaza

Program: Low-income Countries

Sub-program: Bangladesh

Sub-program: Ethiopia

Sub-program: Ghana

Sub-program: Mali

Sub-program: Mozambique

Sub-program: Pakistan

Sub-program: Senegal

Sub-program: Tanzania

Sub-program: Vietnam

Sub-program: Other low-income Countries Assistance Programs

Program: Middle-income Countries

2013–14 Departmental Performance Report

10 Section 1: Organizational Expenditure Overview

Sub-program: Bolivia

Sub-program: Caribbean Region

Sub-program: Colombia

Sub-program: Honduras

Sub-program: Indonesia

Sub-program: Peru

Sub-program: Ukraine

Sub-program: Other Middle-income Countries Assistance Programs

Program: Global Engagement and Strategic Policy

Sub-program: International Development Policy

Sub-program: Multilateral Strategic Relationships

Sub-sub-program: International Financial Institutions

Sub-sub-program: International Development Institutions

Sub-sub-program: Political Organizations

Sub-sub-program: Humanitarian Assistance Organizations

Sub-program: Multilateral and Global Programming

Sub-sub-program: Health Programming

Sub-sub-program: Sectors/Themes Other Than Health

Program: Canadian Engagement for Development

Sub-program: Partners for Development

Sub-program: Global Citizens

Strategic Outcome 4: DFATD maintains a mission network of infrastructure and services to enable the

Government of Canada to achieve its international priorities.

Program: Governance, Strategic Direction and Common Service Delivery

Sub-program: Mission Platform Governance and Common Services

Sub-program: Real Property

Sub-program: Security

Sub-program: Information Management/Information Technology

Sub-program: Other Government Department Locally Engaged Staff

Program: Government of Canada Benefits

Sub-program: Foreign Service Directives Payments

Sub-program: Employer Contributions to Locally Engaged Staff Pension, Insurance and

Social Security Programs

Internal Services

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 11

Organizational Priorities

DFATD’s organizational priorities reflect areas in which the department delivered significant and

tangible results in 2013-14. This section presents results achieved against the six priorities

(numbers 1-6 below) identified in the former DFAIT’s 2013-14 Report on Plans and Priorities

(RPP) and the four priorities (numbers 7-10 below) identified in the former CIDA’s 2013-14 RPP

prior to the amalgamation into DFATD. These priorities are ordered as follows for clarity of

presentation only.

Following the March 2013 Budget announcement that the two former departments would

amalgamate, DFATD supported the passage of its constituting legislation on June 26 of that

year, and made sure that its planning, programming, business processes and human resources

were integrated to support organizational priorities. While the amalgamation of two

organizations of the size and scope of the former DFAIT and CIDA is a complex process, major

progress and many efficiencies have been made. At this stage, the department has established a

new governance framework and implemented a new organizational structure that has been

critical in driving policy and program coherence. The department continues to align how it

manages its people, how it coordinates its activities, and how it integrates its various tools to

seize on all the opportunities offered by amalgamation. These efforts have found their concrete

expression in, among other examples, the elaboration of our New Directions policy on

development, the agility of our response to natural disasters such as Typhoon Haiyan and major

foreign policy crises such as Ukraine, the new role of heads of mission in driving the objectives of

amalgamation, a new approach to the management of our amalgamated executive group, and

the consolidation of a number of our business tools. The department will be undertaking further

steps to increase policy coherence across business lines at headquarters, to build a cohesive

workforce, and to take measures at missions abroad to ensure greater integration under head of

mission leadership.

1) Contribute to economic prosperity and job creation through continued implementation of

the Global Commerce Strategy, with an emphasis on expanding and diversifying commercial

relationships with emerging and high-growth markets. Ongoing Priority Aligned to SO 1/SO 2

Summary of Progress: All of the plans aligned with this priority were fully achieved. A total of 27

free trade, air transport, and foreign investment promotion and protection agreements were

concluded over the past year. Building on the success of its Global Commerce Strategy, DFATD

launched Canada’s new Global Markets Action Plan, a comprehensive pro-trade and pro-

investment plan that focuses on core Canadian strengths, aligns Canada’s trade, development

and foreign policy tools to advance commercial interests around the world, and sets concrete

targets to grow the presence of Canada’s small and medium-sized enterprises (SMEs) in

emerging markets.

The Canada-EU Comprehensive Economic and Trade Agreement (CETA)—Canada’s most

ambitious trade initiative to date—was concluded. As a result of CETA, countries with which

Canada has free trade agreements will triple—from 14 to 43—providing Canada with free-trade

access to over half of the global marketplace, representing a potential 20-percent boost in

bilateral trade and a $12-billion boost to Canada’s annual income.

The Canada-Korea Free Trade Agreement is projected to grow Canada’s economy by $1.7 billion

annually and increase Canadian exports to South Korea by 32 percent. Free trade negotiations

within the Canada-Japan Economic Partnership Agreement and the Canada-India

2013–14 Departmental Performance Report

12 Section 1: Organizational Expenditure Overview

Comprehensive Economic Partnership Agreement were advanced, as were discussions with

Israel to modernize the Canada-Israel Free Trade Agreement.

To deepen commercial relations with Africa, Canada concluded foreign investment promotion

and protection agreements with Côte d’Ivoire, Guinea and Nigeria. Canada’s reputation as a

responsible and reliable supplier of natural resources was enhanced through the Prospectors &

Developers Association of Canada convention and the Global Petroleum Show, where Canadian

suppliers and expertise were profiled for targeted global buyers.

2) Promote democracy and respect for human rights, and contribute to effective global

governance and international security. Ongoing Priority Aligned to SO 1

Summary of Progress: All of the plans aligned with this priority in the 2013-14 RPP were fully

achieved. DFATD provided international leadership on a range of human rights issues, including:

 Advancing the rights of women and girls through the first ever standalone resolution on

child, early and forced marriage at the UN General Assembly as well as a Canada-led

Resolution on Elimination of All Forms of Violence Against Women, which was adopted by

the UN Human Rights Council;

 Leading the annual resolution at the UN General Assembly on the Situation of Human Rights

in Iran;

 Support to international efforts to shed light on the grave human rights abuses in Syria;

 Focusing international attention on human rights violations in Sri Lanka, Syria and North

Korea at the Human Rights Council and through the Universal Periodic Review process;

 Continued to provide support to the Afghanistan Independent Human Rights Commission to

provide a voice for women and girls;

 Support for the Commission against Impunity in Guatemala to crack down on narco-

terrorism and improve the rule of law;

 Engagement with the Government of Tunisia to reinforce the use of positive language on

human rights, religious rights and the rights of women during the drafting of Tunisia’s new

Constitution; and

 Advocacy on human rights issues in Angola, Eritrea, Ethiopia, Sudan, Zimbabwe and Uganda

through high-level bilateral and multilateral engagement.

In support of international security, DFATD contributed $14.5 million to the International Atomic

Energy Agency for ongoing investigations of the Iranian, North Korean and Syrian nuclear

programs. Threats related to terrorism and the proliferation of weapons of mass destruction

were mitigated through initiatives to secure and destroy chemical, biological, radioactive and

nuclear materials.

Canada is providing ongoing, principled support for Ukraine’s sovereignty and democratic

freedom in the face of Russian aggression through a range of measures, including targeted

economic sanctions against officials and entities responsible for the crisis, leading the largest

bilateral mission to observe the presidential election to ensure a free and fair vote, together

with extensive programming advancing Ukraine’s democracy, security, and economic stability.

By September 2014, Canada had imposed sanctions under the Special Economic Measures Act

against 179 Russian and Ukrainian individuals and entities, and at the request of the Ukrainian

government, imposed asset freezes and travel bans against 18 Ukrainians under the Freezing

Assets of Corrupt Foreign Officials Act (FACFOA).

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 13

Humanitarian, development and security assistance continues to be provided in response to the

crisis in Syria. This includes significant funds to assist refugees and displaced persons, social

media communications and dialogue with Syrians, as well as contributions to the destruction of

Syria’s chemical weapons arsenal, countering terrorism and preventing movement of foreign

fighters into the region.

To address security crises in Africa, DFATD contributed to the UN-mandated African Union

mission in the Central African Republic, to the UN mission in South Sudan, and continued to co-

chair the Sahel Working Group of the Global Counter-Terrorism Forum. Canada continues to

contribute significant resources to South Sudan to reduce the burden of the political crisis on

civilians. To support peace and security in Mali, $10 million was provided through the UN and

the African Union.

DFATD actively defended Israel’s right to exist and defend itself, advocating for a two-state

solution negotiated directly between the parties. Minister Baird’s visit to the region underscored

Canadian support for Israel and ongoing support was provided to the Palestinian Authority to

bolster the security and justice sectors and to foster an environment conducive to the

resumption of peace talks.

The Office of Religious Freedom was fully operationalized, and Canada’s Ambassador for

Religious Freedom raised awareness through engagement in over 38 countries on the need to

promote and defend religious freedom worldwide, including calling attention to egregious

violations of religious freedoms in Iran, Iraq, Pakistan, Sri Lanka and Syria.

The department is taking steps to promote and defend Canada’s internet-related economic,

security and foreign policy interests.

3) Reinforce the Canada-U.S. relationship and expand Canada's engagement in the

hemisphere. Ongoing Priority Aligned to SO1/SO2

Summary of Progress: All of the plans aligned with this priority were fully achieved. Commercial

relationships with the United States were enhanced through Trade Commissioner Service

support for innovation and foreign investment, resulting in 48 foreign direct investments in

Canada from the United States. An extensive advocacy campaign that focused on the promotion

of Canada as a stable and secure source of energy and energy technology included ten tours of

Canadian oil sands projects to inform and engage key U.S. decision makers. Oil Sands

Matchmaking Seminars, hosted by the Canadian consulates general in New York City and

Detroit, brought together Canadian oil sands operators with U.S. companies, and a pilot social

media project on energy issues provided significant exposure to Canada’s key messages on

energy and the environment.

DFATD supported the implementation of the Canada-U.S. Shared Vision for Perimeter Security

and Economic Competitiveness, including finalizing negotiations toward a new pre-clearance

agreement with the United States on air, land, marine and rail transportation. Canada-U.S.

regulatory cooperation was reinforced through the conclusion of the Canada-U.S. Foreign

Account Tax Compliance Act Agreement and the amendment of domestic Canadian legislation

to bring to conclusion the 29 initiatives within the Canada-U.S. Regulatory Cooperation Council

Joint Action Plan.

Political and commercial engagement with the Americas was reinforced by more than 30 high-

level visits to the region by the Prime Minister and Canadian ministers, as well as by the

2013–14 Departmental Performance Report

14 Section 1: Organizational Expenditure Overview

conclusion of the Canada-Panama Free Trade Agreement and the Canada-Honduras Free Trade

Agreement.

DFATD supported a range of initiatives to address transnational organized crime in the

Caribbean and Central America. Deeper economic partnerships with Brazil and Pacific Alliance

countries were facilitated by ministerial leadership at the Pacific Alliance Leaders’ Summit in

Colombia and at the annual Strategic Partnership Dialogue in Brazil.

4) Increase Canada's economic and political engagement in Asia. Ongoing Priority Aligned to

SO1

Summary of Progress: Substantial progress was achieved on all of the plans aligned with this

priority. In cooperation with Canada’s provinces, the private sector and key stakeholders, DFATD

began development of a comprehensive plan to deepen economic, security, and governance

partnerships in Asia and to promote Canada as a secure energy partner. Prime Minister Harper

announced support for the Asia-Pacific Economic Cooperation (APEC) Public Private Partnership

Centre in Indonesia to facilitate greater private investment in infrastructure, which could lead to

commercial opportunities for Canadian firms.

Canada supported the expansion of the Trans-Pacific Partnership (TPP) to include Japan, and

progress was achieved within TPP negotiations and bilateral Canada-Japan Economic

Partnership Agreement talks. Reducing barriers improved market access to China for a range of

Canadian products, including cherries, wheat, barley, soybeans, canola and live swine.

Canada and India completed the final steps to bring into force the 2010 Canada-India Nuclear

Cooperation Agreement. DFATD continued to pursue foreign investment promotion and

protection agreements with Cambodia, Indonesia and Mongolia. In strengthening Canada’s

engagement with Association of Southeast Asian Nations (ASEAN), Minister Fast participated in

the first annual meeting of the Canada-ASEAN Business Forum. Minister Baird attended the

ASEAN-Canada Post Ministerial Conference and ASEAN Regional Forum and announced support

for the ASEAN Infrastructure Centre of Excellence on public-private partnerships and funding for

training on financial regulation.

Canada’s development programs were increased in Asia with Burma, Mongolia and the

Philippines being designated countries of focus. As a result of Typhoon Haiyan Canada invested

significant funds into emergency relief and long-term rebuilding, including a visit to affected

areas by Minister Paradis.

In support of private sector development, the Canada-Asia Trade and Investment for Growth

Program leveraged over $93 million in private equity investment to help grow small and

medium-sized enterprises in six countries in Asia.

5) Consular Services: Enhance safety awareness for Canadians abroad. Ongoing Priority

Aligned to SO2

Summary of Progress: All plans aligned with this priority were fully achieved. To mitigate the

need for emergency consular assistance, public awareness of DFATD’s international travel

information was significantly improved through the creation and ongoing use of the Travel

smart app as well as public awareness campaigns targeting specific audiences. Tailored

campaigns on the 3Rs of International Travel including publications on safe travel, advice on

travel insurance, a consent letter for children travelling abroad, and a safe travel video featured

in Service Canada centres and airline inflight programming have sought to empower travelling

Canadians to help themselves and ensure a safe travel experience. The number of visitors to

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 15

Travel.gc.ca increased by 1.2 million over the previous year, demonstrating strong public

awareness of the website.

Over 2,000 updates to country Travel Advice and Advisories pages were provided to ensure

Canadians had the most up-to-date travel information, which prepared them for when they

made the decision to travel. DFATD used its Twitter Travel account—which posted a 332-

percent increase in the number of followers since last year—to provide Canadians with up-to-

date travel information.

Canada’s emergency response capabilities were enhanced by strengthening DFATD’s Standing

Rapid Deployment Team, which now includes 80 skilled officers who can be deployed within

hours to respond to emergencies or critical incidents affecting Canadians during times of

distress or Canadian interests abroad. The Emergency Watch and Response Centre function,

which includes 24/7 monitoring of world events and consular emergency assistance for

Canadians abroad during international crisis or natural disasters, was reinforced with the

creation of a new Watch Unit, providing early detection of emergency and security events that

could impact the safety and security of Canadians, Canadian missions or Canadian interests

abroad.

Under the leadership of Minister of State Yelich, DFATD modernized Canada’s approach to

consular services through the 21st Century Consular Plan, which features four key initiatives: 1)

Focus on Children; 2) Targeted Outreach; 3) Go Digital!; 4) Strengthen our response network.

The new plan focuses attention on helping those who truly need it most, offering assistance

more efficiently, better educating Canadians on how to make smart travel decisions, with the

goal of reducing consular issues before they arise and improving the alignment of resources to

address complex consular cases.

6) Implement Canada's Arctic foreign policy to exercise sovereignty in the Arctic, in support of

the Northern Strategy. Ongoing Priority Aligned to SO1

Summary of Progress: All of the plans aligned with this priority were fully achieved. Over the

past year, under the leadership of the Minister for the Arctic Council, Leona Aglukkaq, Canada as

chair of the Arctic Council focused on initiatives that would make a difference in the lives of

Northerners. In support of Canada’s Northern Strategy, DFATD concluded negotiations within

the Arctic Council to create the Arctic Economic Council, which will foster sustainable Arctic

economic development, environmental protection and social development.

DFATD supported work to increase regional and global awareness of the importance of

traditional ways of life among Arctic indigenous peoples, including the promotion of mental

wellness in Northern communities and adaptation to climate change. To secure international

recognition of the full extent of Canada’s continental shelf, Canada filed a submission in

December 2013 with the UN Commission on the Limits of the Continental Shelf regarding its

continental shelf in the Atlantic Ocean and preliminary information regarding its continental

shelf in the Arctic Ocean.

The government knows that securing international recognition of Canada’s offshore boundaries

is fundamental to long-term economic prosperity, and to exercising Canada’s sovereignty.

Canadian officials and scientists are doing the additional, necessary work to ensure that a

submission for the full extent of the continental shelf in the Arctic includes Canada’s claim to the

North Pole.

2013–14 Departmental Performance Report

16 Section 1: Organizational Expenditure Overview

7) Stimulate sustainable economic growth to reduce poverty. Ongoing Priority Aligned to SO3

Summary of Progress: Substantial progress was achieved on the plans aligned with this priority.

DFATD’s sustainable economic growth efforts focused on building economic foundations,

growing businesses and investing in people, setting the conditions for sustainable private-

sector-led growth as a means to increase social stability and decrease poverty.

In recognition of Canadian leadership on innovative financing, Minister Paradis was appointed as

Chair of the Redesigning Development Finance Steering Committee. The Steering Committee,

which operates as part of the World Economic Forum – Organisation for Economic Co-operation

and Development, will promote a more systematic approach to testing and scaling up financial

innovations and blending capital from philanthropists, private and commercial investors, and

development institutions in order to accelerate progress towards development objectives.

With DFATD’s support, the Inter-American Development Bank trained over 22,000 public trade

officials and private entrepreneurs in trade and investment in 2013 and financed more than

1,300 international trade transactions. The Asian Development Bank provided 831,000

borrowers, mostly women, with microfinance loans and enhanced the quality of education for

more than 19 million students in 2013.

DFATD supported extractive sector opportunities in developing countries, including fostering

innovation, improving regulations and enhancing oversight of resources extraction. Recognized

as a global leader in promoting transparency and accountability in the extractive sector, DFATD

supported 14 countries in Africa, Asia and Latin America to enhance the transparency and

governance of their extractive industries.

The Federal Government set up the Canadian International Institute for Extractive Industries and

Development. The Institute aims to help resource-rich developing countries make better use of

and derive more benefit from their extractive sectors in order to reduce poverty and stimulate

sustainable economic growth. The Institute acts as an independent centre for Canadian and

world-class expertise in improving and strengthening resource governance to help developing

country governments manage their extractive sectors.

Through the World Bank, DFATD assisted 32 countries to implement Extractive Industries

Transparency Initiative (EITI) standards. In 2013, technical assistance and grants to governments

and civil societies in Africa totalled over $24 million for 20 EITI-implementing countries, 15 of

which are now EITI compliant. Through hosting the Secretariat of the Intergovernmental Forum

on Mining, Minerals, Metals and Sustainable Development (IGF), the Department is supporting

the 49 member countries to strengthen the responsible management of their mineral sectors.

In June 2013, Canada announced Tanzania and Peru as G-8 ‘Fast Track’ Partnerships for

Extractives and Transparency. This led, for example, to DFATD providing technical support to 30

municipalities in Peru to enhance their capacity to manage mining royalties, benefiting as many

as 183,466 Peruvians through the reinvestment of mining revenues into 139 education, health

and infrastructure projects.

In February 2014, Minister Paradis announced the creation of the Extractives Cooperation for

Enhanced Economic Development (EXCEED) Program. With an initial budget of $25 million per

year, this funding will build the capacity of African governments and non-government

institutions to better govern the extractives sector, promote sustainable extractives-related

economic opportunities, and maximize the benefits while mitigating the risks (in particular for

women and youth) arising from extractives sector development.

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 17

8) Securing a future for children and youth with a focus on maternal, newborn and child

health. Ongoing Priority Aligned to SO3

Summary of Progress: Over the past year, DFATD continued making substantial progress in

implementing its Children and Youth Strategy, focusing on child survival, including maternal

health, access to quality education, and the safety and security of children and youth.

Four years into Canada's five-year, $2.85-billion commitment to the G-8 Muskoka Initiative on

Maternal, Newborn and Child Health (MNCH), DFATD, under the leadership of Prime Minister

Harper, is on target to deliver on its entire commitment, having disbursed more than 80 percent

of the funding and making a real difference in countries where maternal and child mortality are

high.

In 2013-14, DFATD supported the Prime Minister in hosting the Saving Every Woman, Every

Child: Within Arm’s Reach Summit in Toronto May 28-30 at which Canada announced $3.5

billion in funding for the 2015-2020 period. This high-level summit that included presentations

from the Secretary General of the United Nations, Melinda Gates and the Queen of Jordan re-

focused attention on this issue and built consensus on ensuring MNCH is a prominent element

of the Post-2015 Development Agenda. This included working with the office of the United

Nations Secretary General on the hosting of a high-level event on MNCH at the 69th UN General

Assembly (UNGA) in September 2014.

The Department also led efforts with the World Bank to create a Global Financing Facility in

support of Every Woman Every Child, announced at UNGA. This Facility will help finance efforts

in developing countries to improve the health of women and children and to build the civil

registration and vital statistics (CRVS) systems critical to accountability in MNCH. The Prime

Minister announced Canada’s commitment of $200 million to the facility, of which $100 million

was dedicated to CRVS.

In anticipation of a new call-for-proposals in the fall of 2014, DFATD supported Minister Paradis

in conducting a national series of roundtables with civil-society organizations and private-sector

participants on how best to address MNCH issues.

Funding provided to the Canadian Network for Maternal, Newborn and Child Health (CAN-

MNCH) improved coordination among 70 Canadian organizations actively engaged in MNCH

programs. In 2013, the Network hosted a two-day symposium to improve Canada’s ability to

deliver MNCH programming by sharing success stories, exchanging knowledge and increasing

program coordination.

With significant DFATD support, the Micronutrient Initiative ensured that more than 180 million

children received two doses of vitamin A—a nutritional element key to healthy development,

immunity and eyesight. More than 300 million people were provided with iodized salt to

prevent iodine deficiency, and nearly 2 million pregnant women received iron and folic acid

supplements to support healthier pregnancies. Through a large contribution from DFATD to the

Global Fund and the GAVI Vaccine Alliance and other donors, approximately 48 million children

were immunized with life-saving vaccines.

DFATD aims to ensure that all girls, boys and youth are able to access a quality education in safe

and secure environments and have the opportunity to learn the skills they need to become

productive adults. For example, DFATD participates in the Global Partnership for Education, the

main global mechanism for fostering policy dialogue and promoting aid effectiveness in basic

education, which, by the end of 2014, has helped 19.9 million additional children enter primary

2013–14 Departmental Performance Report

18 Section 1: Organizational Expenditure Overview

school. DFATD has also contributed to strong education results in countries of focus such as

Tanzania and Haiti. In Tanzania, DFATD’s support to the education system over the past 12 years

has helped to increase primary school enrolment rates to 92%. DFATD is also supporting a five-

year Aga Khan Foundation of Canada project to strengthen teacher education systems to

improve learning outcomes for students at pre-primary and primary levels in southern Tanzania.

In Haiti, DFATD contributes to government efforts to develop the education system and improve

access to quality basic education for all children through school building, tuition grants,

provision of school kits, and through large-scale school feeding programs.

Education and child protection in emergency contexts are also a priority. DFATD supports the

“No Lost Generation Initiative”, which helps to ensure that a generation of Syrian children are

provided with the protective environment and learning opportunities they need to reclaim their

childhood. Through this initiative, it is expected that 650,000 children will be reached.

From 2005 onwards, significant gains of up to 50 percent in primary school enrolment for girls

and boys were observed in the majority of Canada's countries of focus. For example, northern

Africa, which had enrolment rates of 80 percent in 1990, had almost achieved universal primary

education by 2012. Western Asia and Southern Asia have also closed the gap towards universal

primary education, especially since 2000. In addition, the Department has focused on

programming to ensure children are well nourished and protected from debilitating disease as

well as efforts to advance the protection and rights of children to ensure that they are able to

seize educational opportunities by providing safe and nurturing places to learn. DFATD helped

strengthen national systems to support the rights and protection of children and youth,

particularly girls, from violence, exploitation and abuse. In Colombia, approximately 1,400

children, adolescents and parents received training on how to prevent sexual abuse and

commercial sexual exploitation, enhancing their ability to create a protective environment for

vulnerable girls and boys.

In Afghanistan, Canada funded programming to address the causes and consequences of child,

early and forced marriage through increasing women’s access to justice, legal and medical

advice as well as awareness building of women’s rights within Afghan and Islamic law. Projects

have also been implemented to address gender-based violence among displaced and returnee

communities providing support to 9,900 survivors (5,300 women and 4,600 girls).

Canada, in partnership with UNICEF, continues to advance child protection on the international

stage. Minister Baird announced several high profile projects to fight child and early or forced

marriage.

9) Increasing food security in support of development. Ongoing Priority Aligned to SO3

Summary of Progress: Substantial progress was achieved on this priority, with DFATD’s efforts

concentrated in the following areas: sustainable agricultural development; food assistance and

nutrition; and research and development.

Through DFATD’s support, the International Fund for Agricultural Development trained more

than 4.46 million people in crop production practices and technologies, and 5.48 million people

benefited from enhanced access to rural financial services. Support for the Consultative Group

for International Agricultural Research helped 385,153 more farmers use new agricultural

technologies and farming innovations such as improved crop varieties and land management

practices.

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 19

Through the Scaling Up Nutrition Movement and other global initiatives, Canada continued to

provide policy leadership on nutrition issues and was the top international donor for nutrition-

specific interventions. Canada's increased investment in nutrition through the Muskoka Initiative

has been a critical component of global nutrition efforts.

DFATD funding in Ethiopia trained 12,085 farmers (4,063 women) and 368 agricultural extension

officers (119 women) in the use of new agricultural technologies, in addition 3,587 (1,339

women) beneficiaries were supported in market oriented agricultural activities in both crop and

livestock production and 1,806 farmers (679 women) have increased their income by selling

more than 70,000 kgs of their sesame through their cooperative unions. Additionally, DFATD

support in Honduras resulted in a significant reduction in child malnutrition and increases in

corn and bean yields, as well as the installation 22 irrigation schemes benefitting more than

1700 producers.

DFATD supported efforts by the World Food Programme (WFP) to distribute 3.1 million tons of

food and US$506 million in cash and vouchers to more than 80.9 million people in 75 countries,

67.9 million of whom were women and children. DFATD’s support through the Canadian

International Food Security Research Fund benefited more than 75,000 farmers involved in 21

projects, with challenges ranging from revitalizing crops such as indigenous vegetable and small

millets, to vaccines for livestock diseases, and the role of nanotechnology in reducing fruit losses

in storage and shipping.

10) Increase management and program delivery efficiency in support of Canada’s Aid

Effectiveness Agenda. Ongoing Priority Aligned to SO3

Summary of Progress: In 2013-14, DFATD completed the implementation of the new Authorized

Programming Process (APP), which standardizes programming procedures to increase efficiency

and strengthen the focus on achievement of development results. Following amalgamation,

DFATD is piloting the use of APP by select Foreign Affairs and Trade programs, with the objective

of standardizing grants and contributions programs procedures throughout the new

department.

DFATD strengthened transparency of program delivery through the APP, the International Aid

Transparency Initiative, and Canada’s Open Government Initiative. The APP captures all

development project data more efficiently and accurately, allowing DFATD to report to

ministers, Parliament, the public and the Organization of Economic Cooperation and

Development (OECD), as well as meeting obligations under the International Aid Transparency

Initiative and Canada's Open Government Initiative.

DFATD was ranked eighth in the world in aid transparency in 2013, compared to 32nd in 2012.

The Government of Canada’s Aid Effectiveness Agenda included regular reporting to Canadians,

partners and international audiences on international development work through the

International Development Project Browser, which contains profiles of almost 3,000 projects

and received 230,000 visits and 1.2 million page views over the past year.

Risk analysis

From natural disasters and security threats to a changing international landscape, DFATD is

exposed to a range of risks related to international realities largely beyond its control. The

amalgamation of CIDA and DFAIT created new risk considerations, and an interim DFATD 2013-

14 Corporate Risk Profile (CRP) was put in place with risk response strategies being carried

forward from 2012-13 for both organizations. A comprehensive review of the risks facing the

2013–14 Departmental Performance Report

20 Section 1: Organizational Expenditure Overview

new department was conducted in fall 2013, and a new, integrated DFATD Corporate Risk

Profile is in place for 2014-15.

DFATD’s 2013-14 CRP identified five significant external risks to the department’s ability to

deliver results against its 2013-14 plans and priorities. These risks were actively managed by

senior managers, who reported bi-annually to the Deputy Ministers and governance boards on

their progress in reducing the department’s exposure to these risks.

Risk Table: DFATD’s 2013-14 External Corporate Risks and Risk Response Strategies

Corporate Risk 1: Emergency Response

Link to PAA: SO1; SO2; SO3; SO4

Simultaneous and/or significant natural disasters, hostile actions or civil unrest at mission(s)

could disrupt departmental operations on a corporate-wide scale.

Risk Response Strategies

Completed

 Standing Rapid Deployment Teams of trained emergency personnel deployed to provide

critical services to Canadians in distress during emergencies established.

 24/7 scanning capacity within the Emergency Watch and Response Centre created.

 Heads of Missions’ accountabilities for emergency preparedness clarified.

 Emergency management training improved and mainstreamed for Canada-based staff.

Ongoing

 Enhance proactive outreach to Canadians on safe travel practices, including the Travel

smart app and the DFATD Travel twitter account.

Corporate Risk 2: Personnel Security

Link to PAA: SO1; SO2; SO3; SO4

Operating in complex and challenging security environments abroad may lead to the severe

injury or death of Canadian personnel, dependents, contractors or clients.

Risk Response Strategies

Completed

 Measures to address individual behaviors that disregard DFATD security and safety policies

reviewed.

 Increased numbers of professionally trained Mission Security Officers deployed to high-risk

missions.

Ongoing

 Work with partners to improve security training and offer it to all employees deployed

overseas.

 Complete enhancements to the physical security infrastructure of chanceries, official

residences and staff quarters at high-risk missions.

 Continue implementation of a risk-prioritized approach to completing strategic baseline

threat assessments at missions.

 Work toward the establishment of a Hazard Prevention Program to improve the relevance

of security considerations in the workplace.

Corporate Risk 3: Cyber Threats

Link to PAA: SO1; SO2; SO3; SO4

A cyber-attack or individual exfiltration of information could result in a breach of government-

owned information, block access to IT systems, interrupt communications and/or service

delivery and create a perception that DFATD is not to be trusted with sensitive information.

Risk Response Strategies

Completed

 Worked with Shared Services Canada to develop investment plans to ensure timely

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 21

implementation of the IT Infrastructure Renewal Program.

 Infrastructure Renewal Program completed to support essential replacement and redesign

of DFATD’s SIGNET network.

 Reviewed measures to improve compliance through better enforcement and to discourage

individual behaviours that disregard regulations on security of information.

Corporate Risk 4: Reputation

Link to PAA: SO1; SO2; SO3; SO4

Perceived performance or events may affect DFATD’s reputation and the confidence of

stakeholders in the department’s ability to fulfill its mandate.

Risk Response Strategies

Completed

• Improved grants and contributions program performance reporting.

• Progress in meeting the International Aid Transparency Initiative benchmarks.

• Incorporated management of reputation risk into high-risk programs.

• Established mechanisms for rapid response to disasters.

Ongoing

• Improve communications and engagement strategies (Facebook, Twitter, etc.).

• Analyze feedback from stakeholders including the public, organizations, companies and

politicians.

• Draft new Strategic Communication Framework to address project risks and opportunities.

• Make use of a credible third party in reputation crisis situations.

Corporate Risk 5: Fiduciary

Link to PAA: SO1; SO2; SO3; SO4

There is a risk that DFATD funds will not be used for their intended purposes, funds will not be

properly accounted for, and/or do not achieve the value-for-money objectives of the programs

they finance.

Risk Response Strategies

Completed

 Enhanced due diligence process in design and approval of initiatives and overall

programming framework.

 Ensured full assessment of country, partner or international organizations as per the

department’s new Policy on Fiduciary Risk for International Assistance Envelope (IAE)

programming.

 Made use of the Risk-Based Administration Matrix for IAE programming to tailor the

administrative burden of the recipient and department based on risk.

 Established clear conditions for disbursement and exit.

 Provided training for project officers and managers on fraud awareness.

Risk Narrative and Results Achieved

Corporate Risk 1: Emergency Response

DFATD maintains a global network of 174 missions in 107 countries, many of which are located

in areas vulnerable to natural disasters or in countries with elevated threats associated with

terrorism or civil unrest. Canadians continue to make the decision to travel overseas in

increasing numbers, and many use DFATD’s services to make safe and informed travel decisions

through travel.gc.ca. In 2013-14, DFATD fully implemented four risk response strategies to

ensure an effective Canadian response to international emergencies, including support to

Canadians abroad, as summarized above. A fifth risk response strategy (i.e. proactive outreach

2013–14 Departmental Performance Report

22 Section 1: Organizational Expenditure Overview

to Canadians on safe travel practices) was deemed a recurring initiative and formally built into

department operations as an ongoing commitment.

Corporate Risk 2: Personnel Security

DFATD’s first priority is the security of over 7,500 Canada-based and locally engaged

Government of Canada employees working at missions abroad as well as dependents of

Canadian officials posted abroad. To ensure the safety and security of its personnel, DFATD

continued its multi-year implementation of six initiatives. By March 2014, updated baseline

assessments had been completed for 70 percent of critical/high-risk missions. Additional work is

on schedule to complete these baseline threat assessments for the remaining 30 percent of

missions. Substantial progress was made in enhancing physical security of chanceries, official

residences and staff quarters at high-risk missions. Six additional Security Program Managers,

for a total of 31 by the end of March 2014, were posted to provide support to high-risk missions.

A departmental infractions policy was implemented to reinforce staff compliance with safety

and security policies. Additionally, the Hazard Prevention Program was approved. One risk

response strategy (i.e. improving security training) was deemed a recurring response strategy

and formally built into department operations as an ongoing commitment.

Corporate Risk 3: Cyber Threats

In cooperation with SSC, DFATD maintains a 24/7 communications network that connects the

department and its international partners to 174 Canadian missions abroad. DFATD relies on IT

systems to ensure effective delivery of Canada’s foreign policy, consular, development and trade

objectives throughout its network. The department, like other foreign affairs ministries, is a

target for cyber-attacks at home and abroad. The loss or unauthorized release of sensitive

information could have significant negative consequences for Canada and Canadians. DFATD

fully implemented the three risk response strategies summarized above.

Corporate Risk 4: Reputation

DFATD’s international assistance mandate includes providing opportunities for children and

youth, increasing food security, and stimulating sustainable economic growth. A lack of

awareness and easily accessible performance information could impact the level of confidence

among Canadians and partners in the effectiveness and efficiency of the department’s work.

DFATD implemented eight initiatives summarized above. All International Aid Transparency

Initiative requirements were met, including the provision of improved program performance

reporting. New mechanisms were put in place to strengthen Canadian responses to disasters.

Progress was made in analyzing feedback from stakeholders using a Strategic Communication

Framework. Finally, one initiative (i.e. communications and engagement strategies) was deemed

a recurring response strategy and formally built into department operations as an ongoing

commitment.

Corporate Risk 5: Fiduciary

DFATD disburses close to $3 billion annually in Grants and Contributions funding to achieve its

international assistance mandate. Over half of the disbursements take place in fragile states,

communities affected by crisis and low-income countries, through partner organizations. DFATD

successfully reduced the risk that DFATD funds may not be used for their intended purposes or

provide value-for-money. Project risk due diligence and assessments were enhanced through

the implementation of tools such as the Risk-Based Administration Matrix and the Financial Risk

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 23

Evaluation Tool for International Assistance Envelope programming. Training for project officers,

managers and technical advisors on fiduciary risk management was also increased.

2013–14 Departmental Performance Report

24 Section 1: Organizational Expenditure Overview

Actual Expenditures

2013-14 Budgetary Financial Resources (dollars)

Main Estimates

2013-14

Planned Spending

2013-14

Total Authorities

(Available for

Use) 2013-14

Actual Spending

2013-14

(authorities

used)

Difference 2013-

(actual minus

planned)

5,470,977,834

5,544,863,662

6,242,556,591

5,757,743,713

212,880,051

2013-14 Human Resources (Full-Time Equivalents FTEs)

Planned

2013-14

Actual

2013-14

Difference 2013-14

(actual minus planned)

11,586

11,084

-502

Budgetary Performance Summary for Strategic Outcomes and Programs (dollars)

Strategic Outcome 1: Canada’s International Agenda - The international agenda is shaped to

Canada’s benefit and advantage in accordance with Canadian values and interests.

Programs

Main

Estimates

2013-14

Planned Spending

Total

Authorities

(available for

use) 2013-14

Actual Spending

(authorities used)

2013-14

2014-15

2015-16

2013-14

2012-13

2011-12

1.1:

International

Policy Advice

and

Integration

77,104,515

75,304,515

88,774,491

80,995,726

104,026,780

98,858,328

92,434,881

99,300,160

1.2:

Diplomacy

and

Advocacy

928,211,597

903,900,597

985,542,151

974,817,932

1,014,280,061

939,594,606

940,538,085

1,063,589,745

SO1 Sub-

Total

1,005,316,112

979,205,113

1,074,316,642

1,055,813,658

1,118,306,841

1,038,452,934

1,032,972,966

1,162,889,905

Strategic Outcome 2: International Services for Canadians – Canadians are satisfied with

commercial and consular services.

Programs

Main Estimates

2013-14

Planned Spending

Total

Authorities

(available for

use) 2013-14

Actual Spending

(authorities used)

2013-14

2014-15

2015-16

2013-14

2012-13

2011-12

2.1: International

Commerce

154,135,951

169,850,188

148,829,520

160,918,756

156,811,144

160,582,217

167,454,635

2.2: Consular

Services and

Emergency

Management

46,582,770

50,646,046

49,112,360

55,257,695

54,306,686

54,470,658

67,959,797

SO2 Sub-Total

200,718,721

220,496,234

197,941,880

216,176,451

211,117,830

215,052,875

235,414,432

- Financial and Human Resource information reflect the full year amounts for former CIDA.

- Actual spending for 2011-12 and 2012-13 reflects combined financial information previously reported in the DPR’s

of former CIDA and DFAIT.

- Actual spending for 2013-14 corresponds to DFATD’s Public Accounts as well as former CIDA’s Public Accounts

covering the period from April 1 to June 30, 2013.

- FTEs are a measure of the extent to which an employee represents a full person-year charge against a

departmental budget. FTEs are calculated as a ratio of assigned hours of work to scheduled hours of work. Scheduled

hours of work are set out in collective agreements.

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 25

Strategic Outcome 3: International Development and Humanitarian Assistance – Reduction in

poverty for those living in countries where Canada engages in international development.

Programs

Main Estimates

2013-14

Planned Spending

Total

Authorities

(available for

use) 2013-14

Actual Spending

(authorities used)

2013-14

2014-15

2015-16

2013-14

2012-13

2011-12

3.1: Fragile

Countries

and Crisis-

affected

Communities

590,680,214

690,680,214

689,532,601

687,262,805

971,317,978

866,291,228

602,412,281

788,201,321

3.2: Low-

income

Countries

917,574,328

758,805,142

723,776,613

966,445,870

791,652,540

786,424,294

873,386,696

3.3: Middle-

income

Countries

337,884,532

351,070,532

362,707,668

324,116,753

322,974,722

279,461,152

297,083,788

3.4: Global

Engagement

and Strategic

Policy

955,135,772

973,759,140

976,979,354

1,145,186,733

1,143,250,475

1,370,525,021

1,578,607,671

3.5:

Canadian

Engagement

for

Development

267,942,474

266,529,251

270,745,850

242,245,091

241,527,494

271,384,693

282,321,595

SO3 Sub-

Total

3,069,217,320

3,169,217,320

3,039,696,666

3,021,472,290

3,649,312,425

3,365,696,459

3,310,207,441

3,819,601,071

Strategic Outcome 4: Canada's International Platform – The department maintains a mission

network of infrastructure and services to enable the government of Canada to achieve its

international priorities.

Programs

Main

Estimates

2013-14

Planned Spending

Total

Authorities

(available for

use) 2013-14

Actual Spending

(authorities used)

2013-14

2014-15

2015-16

2013-14

2012-13

2011-12

4.1:

Governance,

Strategic

Direction and

Common

Services

650,086,910

690,357,458

580,810,807

714,341,149

620,548,489

716,016,050

654,591,115

4.2:

Government

of Canada

Benefits

201,565,520

201,565,519

194,307,264

188,094,768

229,870,882

229,133,960

220,037,627

212,015,924

SO4 Sub-Total

851,652,430

851,652,429

884,664,722

768,905,575

944,212,031

849,682,449

936,053,677

866,607,039

Internal Services

Programs

Main Estimates

2013-14

Planned Spending

Total

Authorities

(available for

use) 2013-14

Actual Spending

(authorities used)

2013-14

2014-15

2015-16

2013-14

2012-13

2011-12

Internal

Services

273,700,251

273,697,079

273,530,148

267,823,640

300,970,624

279,215,822

287,009,954

305,687,847

Sub-Total

273,700,251

273,697,079

273,530,148

267,823,640

300,970,624

279,215,822

287,009,954

305,687,847

2013–14 Departmental Performance Report

26 Section 1: Organizational Expenditure Overview

Total Performance Summary

Programs

Main

Estimates

2013-14

Planned Spending

Total

Authorities

(available for

use) 2013-14

Actual Spending

(authorities used)

2013-14

2014-15

2015-16

2013-14

2012-13

2011-12

Funds

allocated to

programs not

included in

the 2013-14

PAA

70,373,000

Not

applicable

Not

applicable

13,578,219

23,139,633

19,528,819

Total

5,470,977,834

5,544,863,662

5,492,704,412

5,311,957,043

6,242,556,591

5,757,743,713

5,804,436,546

6,409,729,113

Explanation of Variances

The variance between the main estimates ($5,471.3 million), planned spending ($5,544.9

million) and total authorities ($6,242.6 million) is due to the timing differences of these three

financial processes, the way in which the department is expected to report revenues and the

fact that a portion of funding was not approved until after the publication of the 2012-13 RPP.

The variance ($212.6 million) between planned spending ($5,544.9 million) and actual spending

($5,757.7 million) in 2013-14 is explained by program below.

The variance between planned and actual full-time equivalents is mainly attributable to the

implementation of the Budget 2012 Spending Review. Prudent management of staffing is also a

factor.

- Actual spending allocated to programs not included in the 2013-14 PAA is related to Passport Canada, which was

transferred to Citizenship and Immigration Canada (CIC) as part of Budget 2013. As a result, actual spending was

$56.8 million lower than planned spending. Actual spending reflects expenditures incurred by DFATD prior to

transferring the responsibility for Passport Canada to CIC, effective July 2, 2013.

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 27

Explanation of Variances by Programs

1.1 International Policy Advice and Integration

Actual spending was $23.6 million higher than planned spending, mainly due to supplementary

funding received through Treasury Board central votes, such as Operating Budget Carry forward

amounts and paylist expenditures.

1.2 Diplomacy and Advocacy

Actual spending was $35.7 million higher than planned spending, mainly due to supplementary

funding received for the Global Peace and Security Fund. The increase in spending was offset by

the lapse of funds related to the Global Partnership Program and softwood lumber litigation. In

addition, resources were reallocated between programs.

2.1 International Commerce

Actual spending was $2.7 million higher than planned spending due to internal reallocation

between programs to implement the Global Markets Action Plan.

2.2 Consular Services and Emergency Management

Actual spending was $7.7 million higher than planned spending, mainly due to supplementary

funding received for the Temporary Resident and Citizenship programs, as well as through

Treasury Board central votes, such as Operating Budget Carry forward amounts and paylist

expenditures.

3.1 Fragile Countries and Crisis-affected Communities

Actual spending was $175.6 million higher than planned spending. The variance was caused by a

number of international crises and natural disasters requiring Canadian assistance. These

included amongst others, Typhoon Haiyan in the Philippines, political instability in the Central

African Republic and South Sudan, as well as the large number of displaced persons related to

fighting in Syria.

3.2 Low-income Countries

Actual spending was $125.9 million lower than planned spending. The variance reflects a shift in

several low-income countries to crisis/disaster funding, as well as the unused portion of the

Pakistan-Canada Debt for Education Conversion initiative, the funding received to forgive the

debts related to the 1976 loan made to the Government of Burma as well as internal

reallocations to meet new DFATD and Government of Canada priorities.

3.3 Middle-income Countries

Actual spending was $14.9 million lower than planned spending. The variance mostly reflects

internal reallocations to meet new DFATD and Government of Canada priorities as well as an

inability by certain partners to spend these monies in this fiscal year.

3.4 Global Engagement and Strategic Policy

Actual spending was $188.1 million higher than planned spending. The variance is mainly

attributable to internal reallocation of funds to fund multilateral efforts to work in crisis affected

regions as well as payments to the World Bank for the Advance Market Commitment for

pneumococcal vaccines.

2013–14 Departmental Performance Report

28 Section 1: Organizational Expenditure Overview

3.5 Canadian Engagement for Development

Actual spending was $26.4 million lower than planned spending, which was the result of some

implementing partners not being able to receive or spend allocated funds during this fiscal year.

4.1 Governance, Strategic Direction and Common Service Delivery

Actual spending was $29.5 million lower than planned spending. The department received

additional funds through Treasury Board central votes such as Operating and Capital Budget

Carry forward amounts. These additional funds were mainly offset by unused funds from Special

Purpose Allotments.

4.2 Government of Canada Benefits

Actual spending was $27.5 million higher than planned spending, due to funding received for

expenditure fluctuations for allowances provided to CBS working abroad, as well as through

Treasury Board central votes such as Operating Budget Carry forward amounts.

5.1 Internal Services

Actual spending was $5.5 million higher than planned spending, due to additional funding

received through Treasury Board central votes, such as Operating Budget Carry forward

amounts and paylist expenditures.

Alignment of Spending With the Whole-of-Government Framework

Alignment of 2013-14 Actual Spending with the Whole-of-Government Framework

iii

(dollars)

Strategic Outcomes

Programs

Spending Area

Government of

Canada Outcomes

Actual Spending

201314

SO1: Canada’s

International Agenda -

The international agenda

is shaped to Canada’s

benefit and advantage in

accordance with

Canadian values and

interests.

1.1:

International

Policy Advice

and Integration

International Affairs

A safe and secure

world through

international

engagement

98,858,328

1.2: Diplomacy

and Advocacy

International Affairs

A safe and secure

world through

international

engagement

939,594,606

SO2: International

Services for Canadians –

Canadians are satisfied

with commercial and

consular services.

2.1:

International

Commerce

International Affairs

A prosperous Canada

through global

commerce

156,811,144

2.2: Consular

Services and

Emergency

Management

International Affairs

A safe and secure

world through

international

engagement

54,306,686

SO3: International

Development and

Humanitarian Assistance

– Reduction in poverty

for those living in

countries where Canada

engages in international

development.

3.1: Fragile

Countries and

Crisis-affected

Communities

International Affairs

Global poverty

reduction through

international

sustainable

development

866,291,228

3.2: Low-income

Countries

International Affairs

Global poverty

reduction through

international

sustainable

791,652,540

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 29

development

3.3: Middle-

income

Countries

International Affairs

Global poverty

reduction through

international

sustainable

development

322,974,722

3.4: Global

Engagement and

Strategic Policy

International Affairs

Global poverty

reduction through

international

sustainable

development

1,143,250,475

3.5: Canadian

Engagement for

Development

International Affairs

Global poverty

reduction through

international

sustainable

development

241,527,494

SO4: Canada's

International Platform –

The department

maintains a mission

network of infrastructure

and services to enable

the Government of

Canada to achieve its

international priorities.

4.1: Governance,

Strategic

Direction and

Common service

Delivery

International Affairs

A safe and secure

world through

international

engagement

620,548,489

4.2: Government

of Canada

Benefits

International Affairs

A safe and secure

world through

international

engagement

229,133,960

Total Spending by Spending Area (dollars)

Spending Area

Total Planned Spending

Total Actual Spending

Economic Affairs

Social Affairs

International Affairs

5,544,863,662

5,757,743,713

Government Affairs

Expenditure Profile

The department’s total actual spending in 2013-14 of $5,757.7 million was within its total

authorities of $6,242.6 million granted by Parliament. The actual spending trend over the past

three years is illustrated below.

2013–14 Departmental Performance Report

30 Section 1: Organizational Expenditure Overview

Departmental Spending Trend

The $46.7-million decrease in actual spending from 2012-13 to 2013-14 is mainly related to the

consolidation of the High Commission of Canada in the United Kingdom, located at Trafalgar

Square, London, which was offset by Canada’s forgiveness of the Government of Pakistan’s

debt.

The decrease of $605.3 million from 2011-12 to 2012-13 is due to efficiencies related to the

Budget 2012 Spending Review, as well as a decrease in the level of funding toward the three-

year commitment to the Fast Start Climate Change initiative. The decrease is also attributable to

the funds not required from the Crisis Pool Quick Release Mechanism as the department was

able to respond effectively to international crises and disasters using existing resources.

For the period 2014-15 to 2016-17, the planned spending reflects currently approved funding to

support the departmental strategic outcomes. Reductions in planned spending are mainly

attributable to carry forward amounts to be received in 2014-15 only, in accordance with

Treasury Board policies.

Estimates by Vote

For information on DFATD’s organizational votes and statutory expenditures, consult the Public

Accounts of Canada on the Public Works and Government Services Canada website

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 31

Section 2: Analysis of Programs by Strategic Outcome

Strategic Outcome 1: Canada’s International Agenda - The international agenda

is shaped to Canada’s benefit and advantage in accordance with Canadian interests and values.

Program 1.1: International Policy Advice and Integration

Description: DFATD draws upon its expertise at missions and headquarters to establish

integrated and coherent foreign policy and international trade priorities and to provide

information, intelligence and advice to ministers, senior officials and key partners to support

informed decisions that advance Canadian values and interests internationally.

Budgetary Financial Resources (dollars)

Main Estimates

2013–14

Planned Spending

2013–14

Total Authorities

2013–14

Actual Spending

Difference between

planned and actual

spending 2013-14

77,104,515

75,304,515

104,026,780

98,858,328

23,553,813

Human Resources (Full-Time Equivalents FTEs)

Planned 2013–14

Actual 2013–14

Difference 2013–14

771

860

Performance Results

Expected Result

Performance Indicator

Target

Result

Government of Canada decision

makers establish integrated and

well-informed policies on how to

advance Canada’s interests and

values.

Degree to which, on a scale of 1 to 5, the Government

of Canada is satisfied with the information, intelligence

and advice provided by the department.

Performance Analysis and Lessons Learned

Over the past year, this program met one of its performance targets and established baseline

information for two of its performance indicators. The government’s satisfaction with the

information and policy advice provided by the department was evident through the approval by

ministers and senior officials of strategies and plans to guide Canada’s international

engagement, including:

 DFATD’s Global Markets Action Plan, a comprehensive pro-trade, pro-investment plan that

will concentrate Canada’s efforts on the markets that hold the greatest promise for

Canadian business;

 an International Education Strategy, focused on maintaining and enhancing Canada’s global

leadership position in higher education and supporting prosperity, innovation and

competitiveness;

 an International Science, Technology and Innovation Strategy to enhance access to capital,

technology and markets, strengthen bilateral relationships and attract foreign direct

investment;

- The provision of policy advice related to international development is addressed under sub-program 3.4.1

“International Development Policy” until DFATD’s new PAA takes effect in 2015-16.

2013–14 Departmental Performance Report

32 Section 2: Analysis of Programs by Strategic Outcomes

 an Export Strategy for Defence Procurement to support international sales opportunities

and participation in defence production global value chains;

 legal and policy advice was provided to develop and implement multiple rounds of sanctions

against Russia for its actions in Ukraine, as well as to develop and manage the

implementation of over 20 sanctions regulations, including against Iran, North Korea and

Syria; and

 ongoing work, supported by Minister Yelich, modernized Canada’s approach to consular

services through the 21

Century Consular Plan. The new plan focuses attention on helping

those who truly need it most, offering assistance more efficiently, better educating

Canadians on how to make smart travel decisions, with the goal of reducing consular issues

before they arise and improving the alignment of resources to address complex consular

cases.

 Through the development of DFAIT’s and CIDA’s 2013-14 RPPs, the department set out a

coherent strategic plan to advance Canada’s foreign affairs, trade and development

interests. Following amalgamation of DFAIT and CIDA in June 2013, accountabilities for the

implementation of these two RPPs were aligned to the new department’s organizational

structure.

Sub-Program 1.1.1: International Information and Analysis

Description: Government of Canada decision makers are provided with information products

such as mission reports, information memoranda, and political and economic research so that

they are well informed on issues related to Canada’s international values and interests.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

18,067,285

23,064,430

4,997,145

173

193

Performance Results

Expected Result

Performance Indicator

Target

Result

Government of Canada

decision makers are well

informed on issues

related to Canada’s

international values and

interests.

Degree to which, on a scale of 1 to 5, Government of

Canada decision makers indicated that DFATD’s

information and analysis products met their expectations

for content and relevance to Canada’s international

values and interests.

Baseline

4.85

Performance Analysis and Lessons Learned

Baseline performance data were established for this sub-program over the past year. Analysis of

1,343 unclassified reports concluded that 97 percent met expectations for content and

relevance to Canadian values and interests. Feedback from end users of 1,179 classified reports

was consistently positive, with analysis of the quality of this reporting to be further refined.

- The variance is mainly due to additional funding received through Treasury Board (TB) Central Votes (i.e. Budget

Carry Forward amounts from 2012-13 to 2013-14, and Paylist Expenditures).

- This performance indicator was revised from a percentage to a five-point scale to allow for more flexibility and

greater accuracy.

- Performance results measured by a 1 to 5 scale involve a number of sub-indicators from which an average is

taken to roll-up into a score out of 5.

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 33

Over the past year, DFATD’s network of officers at headquarters and at 174 missions abroad

produced over 2,500 classified and unclassified reports related to Canada’s international

engagement. Decision making was supported through the provision of information products to

senior management, including 445 information memorandums to ministers.

To inform strategic planning and the development of departmental priorities, a comprehensive

environmental scan was completed that evaluated emerging global and domestic trends shaping

the department’s operating context over the next five years. A Global Operating Environment

Assessment was also undertaken to examine the implications of global trends for DFATD’s

operations.

DFATD’s policy research agenda focused on a range of topics, including: natural resources and

foreign policy; networked societies and foreign policy; global rebalancing and the emergence of

Asia; and, migration, diversity and foreign policy.

Through DFATD’s Office of the Chief Economist, statistics and research were provided in support

of DFATD’s commercial priorities, including monthly statistical trade reports, global value chain

research, and research on the impact of trade commissioner services (TCS) on exporter

performance.

Sub-Program 1.1.2: Integrated International Policy Advice

Description: Through this sub-program, Government of Canada decision makers are provided

with decision products such as action memorandums, briefing notes, memorandums to Cabinet,

and presentations so that they are well advised on options for actions and policies regarding

Canada’s international values and interests.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

57,237,230

75,793,898

18,556,668

598

667

Performance Results

Expected Result

Performance Indicator

Target

Result

Government of Canada

decision makers are well

advised on options for actions

and policies affecting Canada’s

international values and

interests.

Degree to which, on a scale of 1 to 5, Government of

Canada clients/decision makers agreed that the

policy advice provided by DFATD met the quality

criteria for content and relevance to Canada’s

international values and interests.

Baseline

Performance Analysis and Lessons Learned

Baseline performance data were established for this sub-program over the past year. Analysis of

action memorandums provided to ministers over the past year indicated a high degree of

alignment with government priorities.

- The variance is mainly due to additional funding received through TB Central Votes (i.e. Budget Carry Forward

amounts from 2012-13 to 2013-14, and Paylist Expenditures).

- This performance indicator was revised from a percentage to a five-point scale to allow for more flexibility and

greater accuracy.

2013–14 Departmental Performance Report

34 Section 2: Analysis of Programs by Strategic Outcomes

In 2013-14, the Government of Canada’s Committee on Global Trends, Foreign Affairs and

Defence Issues and DFATD’s Policy Committee were supported through the provision of

integrated policy advice on Canada’s international agenda.

DFATD provided integrated policy advice to the Prime Minister, ministers and senior managers

to support decision making on actions and policies affecting Canada’s international agenda,

including:

 1,035 action memorandums to ministers and 51 memorandums to Cabinet;

 308 briefing binders/products, 902 meeting notes, 20,631 items of correspondence

processed and 342 Question Period notes

Timely, high-quality legal and policy advice was provided to senior management across

government on a variety of international issues, including: international trade and investment

law; international human rights and humanitarian law; Canada’s engagement with international

criminal tribunals, including the International Criminal Court; legal issues at the United Nations;

consular and diplomatic law, including as part of Common Service Delivery; Canada’s Arctic

Council Chairmanship; securing international recognition of Canada’s extended continental

shelf; international environmental law, including a new global agreement on mercury, and, the

conclusion of international instruments on sustainable fisheries with France and the U.S.

Program 1.2: Diplomacy and Advocacy

Description: DFATD uses diplomacy, advocacy, and program delivery, informed by consultations

with domestic stakeholders, to engage and influence international players in order to advance

Canadian interests and values.

Budgetary Financial Resources (dollars)

Main Estimates

2013–14

Planned Spending

2013–14

Total Authorities

2013–14

Actual Spending

(authorities used)

2013–14 Difference

(actual minus

planned)

928,211,597

903,900,597

1,014,280,061

939,594,606

35,694,009

Human Resources (FTEs)

Planned 2013–14

Actual 2013–14

Difference 2013–14

1,598

1,620

Performance Results

Expected Result

Performance Indicators

Targets

Results

International actors

are engaged and

influenced to build

support for actions

consistent with

Canada’s interests

and values.

Degree to which, on a scale of 1 to 5, Canadian positions are

reflected in bilateral agreements/initiatives.

4.12

Degree to which, on a scale of 1 to 5, Canadian positions are

reflected in multilateral agreements/initiatives.

4.67

# of agreements concluded (including free trade agreements, air

transport agreements and foreign investment promotion and

protections agreements).

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 35

Performance Analysis and Lessons Learned

In 2013-14, this program exceeded all three of its performance targets. DFATD engaged

international partners to conclude a significant number of multilateral negotiations, agreements

and initiatives that advanced Canada’s interests and values internationally, notably:

 agreement at the June 2013 G-8 Summit in Lough Erne to partner with resource-rich

developing countries, the private sector and civil society to strengthen capacity and increase

transparency in the extractive sector;

 a contribution of $28 million, announced by Prime Minister Harper at the March 2014

Nuclear Security Summit, enhancing the physical security of nuclear facilities and combating

illicit trafficking of nuclear and radiological materials in Africa, the Americas, the Middle East

and Southeast Asia demonstrated Canada’s leadership of international efforts to enhance

nuclear security and prevent nuclear terrorism and promote implementation of UNSC

Resolution 1540;

 passage of a UN General Assembly resolution, led by Canada, on the Situation of Human

Rights in Iran, and the first-ever stand-alone resolution on child, early and forced marriage;

 interventions at the UN Human Rights Council to focus international attention on human

rights violations in North Korea, Sri Lanka and Syria, and Canadian leadership of a resolution

on the elimination of violence against women;

 a contribution of $15 million to international efforts to destroy Syria’s chemical weapons

arsenal;

 a contribution of $5 million to the African-led international Support Mission to Mali,

established under UNSC Resolution 2085 to support the Government of Mali against

extremist forces;

 finalization of an agreement to keep the International Civil Aviation Organization

headquarters in Montréal, as announced by Minister Baird in May 2013;

 the creation of an Arctic Economic Council, which will foster sustainable development,

including economic growth, environmental protection and social development; and

 a $200 million low-interest loan was provided to stabilize Ukraine’s economy and support

programming consistent with Canadian development priorities.

Bilateral and regional partners were engaged to achieve a number of agreements that advanced

Canada’s economic and political interests internationally, including:

 the conclusion of the Comprehensive Economic and Trade Agreement with the EU, which is

expected to add $12 billion annually to Canada’s economy and expand bilateral trade by

20 percent;

 negotiation with the EU of a Strategic Partnership Agreement, which will strengthen

cooperation in a number of areas, including education, transport, energy and the Arctic;

 conclusion of a Canada-Korea Free Trade Agreement, announced by Prime Minister Harper

in March 2014, which is predicted to add $1.7 billion annually to Canada’s economy and

increase Canadian exports to South Korea by 32 percent;

 successful market access negotiations with China to reduce technical barriers for a range of

Canadian products, including cherries, wheat, barley, soybeans, canola and live swine;

 finalization of Foreign Investment Promotion and Protection Agreements with Albania, Côte

d’Ivoire, Guinea, Moldova, Nigeria and Serbia;

 conclusion or expansion of Air Transport Agreements/Arrangements with Algeria,

Azerbaijan, Bangladesh, Burundi, China, Ecuador, Ethiopia, Haiti, Israel, Japan, Macedonia,

2013–14 Departmental Performance Report

36 Section 2: Analysis of Programs by Strategic Outcomes

Malaysia, Mexico, Mongolia, Panama, Peru, South Africa, Taiwan, Tanzania, Togo and

Turkey;

 negotiation of a new pre-clearance agreement with the U.S. for air, land, marine and rail

travel, in support of the Canada-U.S. Shared Vision for Perimeter Security and Economic

Competitiveness, and four pieces of legislation were amended to facilitate the Regulatory

Cooperation Action Plan;

 a Canada-U.S. Foreign Asset Tax Compliance Act Agreement;

 completion of the Third Canada-Mexico Joint Action Plan (2014-16), which prioritized

sustainable economies, security, engagement and strengthened cooperation;

 conclusion of an extension for three years of the treaty between Canada and the United

States on the harvesting of albacore tuna on the Pacific coast; and

 Canada and Senegal signed a mutual accountability framework to increase transparency and

accountability for both partners on the development assistance provided to Senegal by

Canada.

Sub-Program 1.2.1: Bilateral and Regional Diplomacy and Advocacy

Description: Through this sub-program, démarches, official visits, public diplomacy, and other

access and advocacy initiatives are used to make bilateral and regional decision makers aware of

Canada’s international policies and priorities. It delivers grants and contribution programs, such

as Understanding Canada, International Scholarships, and Youth Mobility Programs, to support

bilateral educational partnerships and improved awareness of Canada.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

130,381,957

152,357,912

21,975,955

1,117

1,094

-23

Performance Results

Expected Result

Performance Indicators

Targets

Results

Bilateral and regional

foreign decision makers

are aware of Canada’s

international policies

and priorities.

Degree to which, on scale of 1 to 5, key influencers were

reached through events, visits and outreach programs.

4.27

Degree to which, on scale of 1 to 5, key influencers were

engaged through events, visits and outreach programs.

4.13

Degree to which, on scale of 1 to 5, protocol services

facilitated interactions between Canadian and foreign

decision makers.

Performance Analysis and Lessons Learned

This sub-program met or exceeded all three of its performance targets for 2013-14. Extensive

engagement in the United States promoted Canada’s role as a secure source of energy,

comprising ten energy tours to raise U.S. awareness of Canada’s energy sector, including the oil

sands, conventional oil and gas, uranium, clean coal, hydroelectricity and energy-related

technology.

Canada-U.S. border issues were advanced through contributions to the Columbia River Treaty

review and continued advocacy on the Canada-U.S. Shared Vision for Perimeter Security and

Economic Competitiveness, Country of Origin Labelling and “Buy American” issues.

- The variance is due to internal reallocation between programs.

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 37

Defence cooperation was strengthened through regular, high-level Canada-U.S. security

consultations, engagement with the Canada-U.S. Permanent Joint Board on Defence and

support for the North American Aerospace Defense Command and the Tri-Command

Framework for Arctic Cooperation.

DFATD led Canada’s Strategy for Engagement in the Americas, including over 30 high-level visits

by the Prime Minister and Canadian ministers to increase mutual economic opportunity, address

insecurity and strengthen institutions, and foster lasting relationships. This included deepening

bilateral relations with key partners such as Brazil, Chile, Colombia, Mexico and Peru, as well as

engagement with emerging regional trading blocs like the Pacific Alliance.

Canadian economic competitiveness and security interests were advanced at the North

American Leaders’ Summit, as reflected in the Joint Leaders’ Statement. Relations with Mexico

were deepened through bilateral cooperation and high-level visits, including by the Prime

Minister.

Canada’s commitment to deepening regional economic, security, and governance partnerships

in Asia was supported by more than 330 high-level visits, including by the Governor General, the

Prime Minister, DFATD ministers, Cabinet members and numerous provincial premiers and

ministers.

Several high-level visits to the Middle East, including by the Prime Minister, Minister Baird, and

Minister Paradis underscored Canadian support for Israel and a two-state solution. Canada

continued to provide support to the Palestinian Authority to encourage the resumption of peace

talks, including hosting Palestinian Authority Foreign Minister Riyad Maliki in Ottawa.

Canada demonstrated international leadership on Iran’s nuclear program through three

outreach visits to influential UN Security Council and International Atomic Energy Agency (IAEA)

Board of Governors member capitals.

Minister Baird participated in the ASEAN-Canada Conference and ASEAN Regional Forum, where

Canada contributed to regional security initiatives, including projects to counter illicit trafficking

of chemical, biological, nuclear and radiological materials.

Canada demonstrated international leadership on democracy and the rule of law through strong

support for Ukraine’s sovereignty and democratic choice in the context of Russian aggression,

including imposing sanctions, restricting bilateral engagement with Russia, together with

extensive programming advancing Ukraine’s democracy, security, and economic stability

highlighted by high-level visits to Ukraine by Prime Minister Harper and Minister Baird.

Diplomatic protocol services were provided to the Governor General, the Prime Minister and

DFATD ministers for official visits, including 50 official visits to Canada, 170 official visits abroad

and 106 official diplomatic events within Canada.

Sub-Program 1.2.2: Summitry and Multilateral Diplomacy and Advocacy

Description: Through this sub-program, démarches, official visits, public diplomacy, and other

access and advocacy initiatives are delivered to make summit and multilateral decision makers

aware of Canada’s international policies and priorities.

2013–14 Departmental Performance Report

38 Section 2: Analysis of Programs by Strategic Outcomes

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

73,555,543

68,639,124

-4,916,419

151

155

Performance Results

Expected Result

Performance Indicators

Targets

Results

Summit and

multilateral decision

makers are aware of

Canada’s

international policies

and priorities.

Degree to which, on scale of 1 to 5, key influencers were

reached through events, visits and outreach programs.

4.27

Degree to which, on scale of 1 to 5, key influencers were

engaged.

3.95

Degree to which, on scale of 1 to 5, protocol services facilitated

interactions between Canadian and foreign decision makers at

summit and multilateral events.

Performance Analysis and Lessons Learned

Over the past year, this sub-program exceeded one of its performance targets, met one of its

targets, and is on track to meet one of its targets by next year.

High-profile political diplomacy and advocacy, including by ministers Baird and Aglukkaq, was

undertaken with European counterparts to build support for Canada’s Northern Strategy and for

Canada’s Presidency of the Arctic Council (2013-15).

Canada’s UN priorities were communicated through Minister Baird’s September 2013 address to

the UN General Assembly, including the human rights of women and girls, supporting a peaceful,

democratic and pluralistic Syria and maintaining pressure on Iran to improve its human rights

record and end its nuclear ambitions and support for terrorism. DFATD continued to encourage

effective governance and value-for-money at the UN.

As donor chair of the Deauville Partnership Middle East and North Africa (MENA) Transition

Fund, Canada supported the democratic and economic transition process in Arab countries in

transition, including Egypt, Jordan, Libya, Morocco, Tunisia, and Yemen. Through the G-8’s

Roma-Lyon Group, Canada advanced coordination on counter-terrorism, transnational crime

and migration integrity.

Within the G-8 and G-20, Canada advocated for improved global standards in transparency on

taxation and the extractives sector, the prevention of sexual violence, tackling the issue of child,

early and forced marriage, global economic stability and anti-corruption, including by co-chairing

the G-20 Anti-Corruption Working Group.

Canada demonstrated international leadership within the IAEA and the G-8/G-7 through strong

factual and technical statements on Iran’s nuclear program.

Canada participated in the 2013 High Level Political Meeting of the Proliferation Security

Initiative and reaffirmed its commitments to work with partners to enhance the capabilities and

authorities required for effective weapons of mass destruction (WMD) interdiction. DFATD

continued to co-chair the Sahel Working Group of the Global Counter-Terrorism Forum and

hosted the Global Counter-Terrorism Forum Sahel Working Group meeting in June 2013. Canada

- The variance is mainly attributable to the unused funds for the Annual Voluntary Contribution to the UN Office on

Drugs and Crime and internal reallocation of resources between programs.

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 39

assumed the Chair of the Inter-American Committee Against Terrorism of the Organization of

American States (OAS), focusing the committee’s priorities and providing key financial support

to OAS counter-terrorism and cyber security.

Security, freedom, democracy, human rights and the rule of law were advanced by DFATD

through support for security system reform, high-level engagement, programming and advocacy

in multilateral forums, including through the OAS, the UN and the Human Rights Council. DFATD

addressed security crises in Africa, contributing $5 million to the UN trust fund to support the

international mission led by the African Union in the Central African Republic. DFATD made a

$10-million contribution through the UN and the African Union to support peace and security in

Mali and lifted the suspension of direct aid to the Government of Mali in February 2014.

Over the past fiscal year, under the leadership of Minister Baird, DFATD coordinated Canada’s

delivery of all the commitments made by the government to the International Civil Aviation

Organization (ICAO) during the April-May 2013 retention campaign. These included the

organization of an annual ministerial-level meeting with ICAO senior management and the

implementation of an invigorated outreach program to the ICAO community.

Sub-Program 1.2.3: Contributions to International Organizations

Description: This sub-program enables timely payment of assessed and voluntary contributions

and membership dues to maintain Canada’s access to over 40 international and multilateral

organizations.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

496,752,276

522,093,069

25,340,793

Performance Results

Expected Result

Performance Indicators

Targets

Results

Canada is able to access

international organizations to

contribute to and share

responsibility for the management

of international issues.

% of payments of assessed contributions to

multilateral organizations of which Canada is a

member that are paid in full.

100%

% of payments of assessed contributions to

multilateral organizations of which Canada is a

member that are made on time.

100%

Performance Analysis and Lessons Learned

All performance targets for this sub-program were met in 2013-14. Canada was again on the

UN’s Honour Roll for assessments paid in full and on time, and Canada also fully paid its

assessed contributions to the Commonwealth and La Francophonie. The largest share ($214

million) of Canada’s 2013-14 assessed contributions went to support UN operations in

Afghanistan, Cyprus, Côte d’Ivoire, Haiti, Kosovo, Liberia, South Sudan, Sudan and the

Democratic Republic of Congo.

Canada contributed $15.1 million to the World Health Organization in assessed contributions,

which advanced global health, and $16.6 million to the UN Food and Agriculture Organization in

assessed contributions to improve nutrition, agricultural productivity and rural living standards.

- The variance is due to internal reallocation of contribution funds between programs.

2013–14 Departmental Performance Report

40 Section 2: Analysis of Programs by Strategic Outcomes

Canada contributed $14.5 million to the IAEA; $4.2 million to the Comprehensive Nuclear-Test-

Ban Treaty Organization; $0.1 million to the Treaty on the Non-Proliferation of Nuclear

Weapons; $3.03 million to the Organization for the Prohibition of Chemical Weapons; $0.43

million to the Biological and Toxin Weapons Convention; $0.77 million to the Explosive

Remnants of War Conventions (Conventional Weapons, Landmines, and Cluster Munitions);

$13.4 million to the International Labour Organization; and $11.5 million to the UN Educational,

Scientific and Cultural Organization (UNESCO). Canada contributed almost $32.6 million to the

civil administration of the North Atlantic Treaty Organization (NATO).

Canada made other substantial contributions, including:

 the Organization of La Francophonie ($14.4 million);

 the Organisation for Economic Co-operation and Development ($11 million);

 the Organization for Security and Cooperation in Europe ($11.9 million);

 the Organization of American States ($10.4 million);

 the International Criminal Court ($9.2 million); and

 the World Trade Organization (WTO) ($6.3 million).

For a full listing of all assessed contributions paid in 2013-14, please see Section 3 of this report.

Sub-Program 1.2.4: Trade Policy, Negotiations, Dispute Settlement and Controls

Description: Through this sub-program, DFATD works to mitigate market access barriers for

Canadian industry by negotiating trade, investment and air transportation agreements,

addressing trade policy issues through diplomacy and international dispute settlement

mechanisms, and managing Canada’s international obligations under the Export and Import

Permits Act to control trade in specific goods and technologies.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

46,574,962

26,317,337

-20,257,625

254

261

Performance Results

Expected Results

Performance Indicators

Targets

Results

The negotiation of international trade

agreements at the bilateral, regional

and multilateral levels maintain or

improve global market access for

Canada.

Degree to which, on a scale of 1 to 5, progress

was made in advancing negotiation milestones.

Market access barriers faced by

Canadian industry abroad and

international trade disputes are

addressed or mitigated.

Degree to which, on a scale of 1 to 5, systemic

market access barriers, disputes or other

strategic policy issues were addressed in

conjunction with partners, stakeholders and

foreign interests.

Canada’s obligations to control trade

in specific goods and technologies are

met in accordance with established

service standards.

% of permits and other documents processed in

accordance with service delivery standards.

94%

- The variance is due to unused funds for the Softwood Lumber Litigations.

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 41

Performance Analysis and Lessons Learned

Over the past year, this sub-program exceeded one and met two of its performance targets. In

addition to the conclusion of the CETA and the Canada-Korea Free Trade Agreement DFATD

enhanced market access for Canadian exporters by advancing a number of international

bilateral and multilateral trade agreements, including free trade agreements (FTAs), foreign

investment protection and promotion agreements (FIPAs) and air transport agreements.

We continue to focus on expanding relationships with dynamic and fast-growing economies

around the world. Canada’s interests were advanced during negotiations with India, Japan and

the countries of the Trans-Pacific Partnership.

Canada continued to promote a competitive air transport industry that meets the needs of

travelling Canadians and businesses, by concluding or expanding Air Transport

Agreements/Arrangements with Algeria, Azerbaijan, Bangladesh, Burundi, China, Ecuador,

Ethiopia, Haiti, Israel, Japan, Macedonia, Malaysia, Mongolia, Panama, Peru, South Africa,

Tanzania, Togo, Taiwan and Turkey.

The Canada-Chile FTA, a comprehensive agreement covering trade in goods and services that

has been the cornerstone of Canada’s strong trade and investment relationship with Chile since

1997, was amended to reflect Canada’s more recent FTAs.

Canada and Israel launched negotiations to modernize and expand the Canada-Israel FTA, which

will enhance bilateral trade by reducing technical barriers, enhancing cooperation, increasing

transparency in regulatory matters and reducing transaction costs.

Canada advanced a more transparent and predictable investment environment for Canadian

companies abroad by launching FIPA negotiations with Macedonia and Kenya and advancing

Canadian interests in negotiations with nine additional FIPA partners (Burkina Faso, Ghana,

India, Indonesia, Kazakhstan, Mongolia, Pakistan, Tunisia and Vietnam).

Canada’s nuclear industry was helped by bringing the Canada-India Nuclear Cooperation

Agreement (NCA) into force, advancing negotiations on the Canada-Kazakhstan NCA, receiving

Cabinet approval for the transfer of tritium removal technology to China, reviving an NCA

negotiation process with South Africa, and making progress on modernizing NCAs with

EURATOM and Romania in order to permit new sales. Canada joined 13 WTO members in

negotiations toward a plurilateral agreement on environmental goods and contributed to the

conclusion of the WTO Bali Package including the Trade Facilitation Agreement.

Canadian interests were advanced during six rounds of negotiations towards a Trade in Services

Agreement (TISA), involving 23 WTO members aiming to further liberalize trade in services.

Following a WTO dispute settlement ruling, the Government of Canada continued to defend the

interests of Canadian Inuit and sealing communities against the EU ban on seal products by

appealing the decision to the WTO Appellate Body.

DFATD ensured that the administration of trade controls under the Export and Import Permits

Act was managed effectively, including by processing over 431,000 export/import permit

applications and meeting published service standards for over 94 percent of applications.

Sub-Program 1.2.5: International Assistance Program Governance

Description: Through this sub-program the governance of former DFAIT’s portion of the IAE is

managed effectively. Its sub-sub-programs include DFATD’s Global Peace and Security Fund, the

2013–14 Departmental Performance Report

42 Section 2: Analysis of Programs by Strategic Outcomes

Global Partnership Program, Capacity Building Programs, the Investment Cooperation Program,

the Canada Fund for Local Initiatives, and the Religious Freedom Fund. See Section 3 of this

report for additional details on DFATD’s transfer payment programs.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

156,635,859

170,187,163

13,551,304

Performance Results

Expected Result

Performance Indicator

Target

Result

International assistance

programming is leveraged to

advance Canada’s values and

interests abroad.

Degree to which, on a scale of 1 to 5, DFATD’s

management of the International Assistance

Envelope reflects Canadian international

priorities.

Performance Analysis and Lessons Learned

This sub-program met its performance target for 2013-14. Canada’s IAE was effectively

managed, ensuring that international assistance programming was aligned with Government of

Canada priorities and leveraged to advance Canada’s values and interests abroad. The

integration of foreign policy and development considerations into decision making and program

delivery was supported through collaboration and consultation with central agencies and other

federal departments involved in the management of IAE funding.

Sub-Sub-Program 1.2.5.1: Global Peace and Security Fund

Description: This sub-sub-program improves crisis-response capacity in affected states, by the

international community and the Government of Canada. It includes the Global Peace and

Security Program, which supports timely and coherent programming in priority fragile states;

the Global Peace Operations Program, which provides contributions to the G-7 global peace

operations initiative to enhance global capacity for peace operations, with a focus on Africa; and

the Glyn Berry Program, which funds projects that support democracy, the rule of law, and

human rights.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

69,539,946

Performance Results

Expected Results

Performance Indicators

Targets

Results

Institutions and civil society

organizations in affected states are

able to respond to crises.

Degree to which, on a scale of 1 to 5, the program

contributes to develop capacities of institutions

and civil society organizations in affected states to

respond to crises in affected states.

The international community is able

to respond to crises in affected

Degree to which, on a scale of 1 to 5, international

consensus and coordination to respond to crises

- The variance can be explained by the net incremental spending for all sub-sub-programs.

- The variance can be explained by Funding received through Supplementary Estimates B.

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 43

states.

in affected states is achieved.

The Government of Canada is able

to respond to crises in affected

states.

Degree to which, on a scale of 1 to 5, the

Government of Canada responded to crises in

affected states in a timely manner.

Performance Analysis and Lessons Learned

This sub-sub-program exceeded one and met two of its performance targets. The Global Peace

and Security Fund programming provides timely, focused, effective and accountable

international assistance in response to peace and security challenges which implicate Canadian

interests and reflect Canadian foreign policy priorities. Through DFATD’s Stabilization and

Reconstruction Task Force (START), Canada and the international community coordinated

political and humanitarian responses to crises, such as Typhoon Haiyan in November 2013.

Jordanian security services managing Syrian refugees were provided assistance to transport

refugees from the shared border to refugee registration centres. Funding was also provided to

help address human rights violations against women, including the deployment of a gender

advisor to the UN Commission of Inquiry on Syria.

DFATD supported peace and democratic reform in Burma by helping to enhance knowledge of

decentralization, democracy and civil-military relations and improve Burmese political parties.

Human rights and democratization in Iran was supported through funding for free, uncensored

dialogues, including creation of an online platform for dialogue accessed by 4.5 million users

inside Iran since May 2013.

Projects were also supported in Africa, including support for the African-led International

Support Mission to the Central African Republic (MISCA). In the Americas, DFATD helped

improve transparency awareness and practices amongst legislators and the executive branch,

and bolster civil society groups’ abilities to monitor transparency issues in Paraguay.

Sub-Sub-Program 1.2.5.2: Global Partnership Program

Description: This sub-sub-program contributes to international security by developing capacities

to secure and destroy weapons of mass destruction, employ former weapons scientists, and

provide enhanced security and disease surveillance. It delivers grants and contributions

programs to support projects in global partnership priority areas: the destruction of chemical

weapons, dismantling of decommissioned nuclear submarines, nuclear and radiological safety,

redirection of former weapons scientists and biological non-proliferation.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

73,050,036

52,839,540

-20,210,496

Performance Results

Expected Results

Performance Indicators

Targets

Results

Capacities of beneficiaries are

developed or strengthened to

secure, weapons and materials of

Degree to which, on a scale of 1 to 5, security and

safety measure for storing and transporting

weapons and materials of mass destruction were

- The variance is due to the unused funds for the Global Partnership Program.

2013–14 Departmental Performance Report

44 Section 2: Analysis of Programs by Strategic Outcomes

mass destruction.

improved.

Capacities of beneficiaries are

developed or strengthened to

destroy and dispose of weapons

and materials of mass destruction.

Degree to which, on a scale of 1 to 5, capabilities to

detect, destroy, and reduce weapons and materials

of mass destruction were improved.

Capacities of beneficiaries are

developed or strengthened to

counter WMD knowledge

proliferation.

Degree to which, on a scale of 1 to 5, awareness,

expertise, policies, and legislation to address threats

or incidents related to weapons and materials of

mass destruction were developed or enhanced.

Performance Analysis and Lessons Learned

This sub-sub-program met all of its performance targets for 2013-14. The proliferation of

weapons and materials of mass destruction was mitigated by securing and destroying chemical,

biological, radioactive and nuclear materials. The IAEA was supported in its efforts to monitor

Iran’s nuclear obligations, and two regional workshops were held in Central America and the

Middle East to advance efforts to enhance the security of radioactive sources used in medical

applications.

DFATD helped strengthen storage and bio-containment of dangerous infectious disease agents

at vulnerable biological laboratories in Nigeria and Ghana and provided a Biosafety Level 3

laboratory to the Caribbean Public Health Agency to strengthen biological security. DFATD

contributed $15 million through the Organisation for the Prohibition of Chemical Weapons and

the U.S. Department of Defense to destroy Syria’s chemical weapons.

Sub-Sub-Program 1.2.5.3: Capacity Building Programs

Description: This sub-sub-program supports international security and stability by enhancing

counter-terrorism and anti-crime capacities of beneficiary states, international organizations,

government entities and regions. The Counter-Terrorism Capacity Building Program provides

training, equipment, and expertise to build the capacity of beneficiary states to respond to

terrorist activities. The Anti-Crime Capacity Building Program, focused on the Americas,

enhances the ability of beneficiary states and international organizations to prevent and

respond to threats posed by transnational organized crime.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

37,414,436

31,330,951

-6,083,485

Performance Results

Expected Results

Performance Indicators

Targets

Results

Personnel in beneficiary states are

knowledgeable and skilled in anti-

crime and counter-terrorism

policies, procedures and

enforcement.

Degree to which, on a scale of 1 to 5, projects

aimed at increasing knowledge and skills of

beneficiary state personnel in relation to anti-

crime and counter-terrorism policies, procedures

and enforcement met their objectives.

Beneficiary states have anti-crime

and counter-terrorism legal

Degree to which, on a scale of 1 to 5, projects

supporting the development, improvement and

- The variance is due to the unused funds for the Afghanistan Counter-Narcotics Program

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 45

instruments, controls and

frameworks.

implementation of anti-crime and counter-

terrorism legal instruments, controls and

frameworks met their objectives.

Beneficiary states and

international organizations have

anti-crime and counter-terrorism

tools, equipment, infrastructure

and networks for prevention and

response to criminal and terrorist

activities in place.

Degree to which, on a scale of 1 to 5, projects

supporting the provision of anti-crime and

counter-terrorism tools, equipment,

infrastructure and networks in beneficiary states

and international organizations met their

objectives.

Performance Analysis and Lessons Learned

Over the past year, this sub-sub-program exceeded all of its performance targets. For example,

through the Counter-Terrorism Capacity Building Program (CTCBP), DFATD supported regional

anti-terrorism capacities in the Sahel, including counter-terrorism training and mentoring to

enhance operational capacities, interoperability and civilian-military cooperation. Of note, the

CTCBP provided $5 million for communications, logistics, facilities and vehicles for the African-

led International Support Mission to Mali.

The Anti-Crime Capacity Building Program (ACCBP) funding supported efforts in the Americas to

detect and intercept illicit drugs through the deployment of a Criminal Justice Advisor to

Trinidad and Tobago, support to the Royal Canadian Mounted Police (RCMP) to deliver JetWay

behavioural-based training in partnership with the OAS, and provision of communications and

avionics equipment to enhance maritime surveillance and increase seizures. The ACCBP also

strengthened the capacity of authorities in Southeast Asia to address human smuggling and

trafficking operations.

Sub-Sub-Program 1.2.5.4: Investment Cooperation Program

Description: This sub-sub-program contributes to sustainable prosperity in developing countries.

It works to enhance program partners’ awareness of business opportunities offered by

developing-country markets, and improves project sustainability by supporting responsible,

private-sector investment in developing countries to promote sustainable economic growth

leading to poverty reduction.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

21,730,562

3,329,883

-18,400,679

Performance Results

Expected Results

Performance Indicators

Targets

Results

Potential and existing program partners

pursuing business opportunities offered

by developing country markets are well

informed on program participation

criteria.

% of recipients who considered that

they had sufficient information to make

a decision as to whether to proceed

with investments.

100%

Potential and existing program partners

% of funded firms (phase 1 or 2) which

50%

Not

- For most of the reporting period, the program was closed to applications as it is undergoing a re-design.

2013–14 Departmental Performance Report

46 Section 2: Analysis of Programs by Strategic Outcomes

undertake efforts to improve the

sustainability of their projects.

undertook targeted activities to improve

the sustainability of their investments.

available

Performance Analysis and Lessons Learned

This sub-sub-program met one of its performance targets for 2013-14. Support was provided to

32 Canadian companies concerning productive investments in 16 developing countries, of which

24 indicated that they would proceed with investments. The number of Canadian companies

supported by this work declined from 2013-14 due to the suspension of the program in 2012—

with only five companies undertaking sustainability improvements in 2013-14.

Sub-Sub-Program 1.2.5.5: Canada Fund for Local Initiatives

Description: This sub-sub-program supports contributions, delivered through DFATD missions,

to fund locally designed, small-scale international development projects. It helps beneficiary

countries improve local capacities to support security and stability and encourage sustainable

economic prosperity.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

19,514,133

11,642,917

-7,871,216

Performance Results

Expected Result

Performance Indicators

Targets

Results

Local stakeholders are aware of

Canadian values and have

enhanced capacities to support

security and stability, crisis

response efforts and community

political-economic sustainability.

# of media mentions with items with messaging

on Canada’s values and interests.

1 per

project

38.6 per

project

% of ‘significant project/partners’ still active 1

year after project completion.

50%

36%

Ratio of participants benefiting from projects

per funding allocated.

50 x

$10,000

2,663 x

$10,000

Performance Analysis and Lessons Learned

This sub-sub-program exceeded two of its performance targets for 2013-14 (number of media

mentions and number of participants benefiting from projects), demonstrating excellent value

for money. As concerns the third target, initial indications suggest that close to 50% of

projects/partners were still active one year after project completion. However, these results

were impacted by the shift in responsibility to DFATD from former CIDA and as such full results

for this indicator will be available next fiscal year.

Through the Canada Fund for Local Initiatives, DFATD supported 292 projects promoting

freedom and human rights, including: religious freedom; lesbian, gay, bisexual, and transgender

(LGBT) rights; the prevention of sexual violence; and child and early forced marriage; democratic

transition, expanded democratic participation by women; entrenchment of the rule of law; and

projects addressing urgent humanitarian needs. DFATD improved local participation in

humanitarian assistance efforts, targeting communities affected by natural disasters and

emergencies, through more than $642,000 in funding for projects presenting immediate

responses to humanitarian emergencies such as Typhoon Haiyan.

- Due to program suspension in 2012, only 5 companies undertook sustainability activities.

- The variance is due to the unused funds for the Canada Fund for Local Initiatives.

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 47

Sub-Sub-Program 1.2.5.6: Religious Freedom Fund

Description: This sub-sub-program enhances international awareness regarding religious

freedom and supports efforts to defend the freedom of religion and the beliefs of religious

minorities. It helps defend religious minorities, monitors religious freedom, and calls attention

to religious persecution.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

4,926,692

1,503,926

-3,422,766

Performance Results

Expected Results

Performance Indicators

Targets

Results

Partners and

international

stakeholders are aware

of issues of religious

freedom in targeted

countries and regions.

# of activities, conferences or events on religious freedom

and beliefs attended by the Ambassador for advocacy and

outreach purposes.

Baseline

Organizations (NGO’s,

international, religious,

and universities) in

targeted counties have

the capacity to address

violations of freedom of

religions or beliefs.

Degree to which, on a scale of 1 to 5, organizations have

developed their capacity to support awareness, dialogue

and expertise on freedom of religion or belief through

research, education, conferences and workshops.

Degree to which, on a scale of 1 to 5, organizations have

developed their capacity to provide training on freedom of

religion or belief, including legal services to religious

minorities and specialized services to their defenders.

Performance Analysis and Lessons Learned

Canada’s Ambassador for Religious Freedom raised awareness regarding the promotion and

defence of religious freedom worldwide through a number of activities including:

 domestic outreach and advocacy with Ottawa-based Ambassadors, religious leaders,

diaspora groups, academics;

 bilateral engagement with 38 countries, including Hungary, Pakistan, Poland, Turkey,

and Ukraine; and

 the issuance of statements and demarches calling attention to egregious violations of

religious freedom, including in Iran, Iraq, Pakistan, Sri Lanka and Syria.

The Religious Freedom Fund was implemented and fully operational in August 2013. During the

last 6 months of the fiscal year, 14 projects were identified, developed and/or approved. These

projects aimed at improving the dialogue between religious communities to promote tolerance

and pluralism, research and monitoring of violence or actions against religious communities,

improving access to justice for targeted religious communities or support to constitutional

changes to improve religious freedom. Inception missions to Bangladesh, Burma, Hong Kong,

Nigeria, Pakistan, and Poland took place to meet with officials and identify partners for the

Religious Freedom Fund in these countries.

- The variance is due to internal reallocation of contribution funds between programs.

2013–14 Departmental Performance Report

48 Section 2: Analysis of Programs by Strategic Outcomes

Strategic Outcome 2: International Services for Canadians - Canadians are

satisfied with commercial and consular services.

Program 2.1: International Commerce

Description: Through this program, DFATD delivers commercial services and advice to Canadian

business and supports its pursuit of international business opportunities.

Budgetary Financial Resources (dollars)

Main Estimates

2013–14

Planned Spending

2013–14

Total Authorities

2013–14

Actual Spending

(authorities used)

2013–14 Difference

(actual minus

planned)

154,135,950

160,918,756

156,811,145

2,675,195

Human Resources (FTEs)

Planned 2013–14

Actual 2013–14

Difference 2013–14

1,378

1,291

-87

Performance Results

Expected Results

Performance Indicators

Targets

Results

Canadian exporters,

innovators, and investors are

successful in their international

business development efforts.

# of concluded agreements facilitated by the Trade

Commissioner Service.

1,000

Not

available

% of clients who were satisfied with commercial

services provided by the Trade Commissioner Service.

75%

85%

Foreign direct investment is

facilitated, expanded or

retained.

# of successful FDI projects (Wins) facilitated by the

Trade Commissioner Service.

100

146

Performance Analysis and Lessons Learned

In November 2013, the Government of Canada launched Canada’s Global Markets Action Plan,

an ambitious pro-trade, pro-export plan to support Canadians through the pursuit of deeper

trade and investment ties with many of the largest, most dynamic and fastest-growing markets

in the world.

The Global Markets Action Plan also includes a new trade promotion plan that entrenches the

concept of “economic diplomacy” as the driving force behind the Government of Canada’s

activities through its international network of missions abroad.

The prosperity of Canadians depends on economic expansion beyond Canada’s borders into new

markets that serve to grow Canada’s exports and investments. In support of international

business development and foreign direct investment (FDI), the international commerce program

exceeded its performance targets for nine of eleven performance indicators.

Throughout the year, DFATD’s Trade Commissioner Service (TCS) worked with Canadian clients

to conclude a total of 775 commercial agreements. The TCS also facilitated 146 successful FDI

projects, which led to $3.65 billion in investments and an estimated 5,543 new jobs within

Canada.

- Actual spending was $2.7 million higher than planned spending due to supplementary funding received for the

implementation of the Global Markets Action Plan.

- These results are unavailable as a result of incomplete data capture due to a changeover of reporting systems.

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 49

In January 2014, Minister Fast launched DFATD’s International Education Strategy to maintain

and enhance Canada’s global position in education. The strategy seeks to attract more

international researchers and students to Canada, deepening the research links between

Canadian and foreign educational institutions. Over the past year, this strategy supported more

than 170 education fairs abroad, resulting in a substantial increase in the number of

international students in Canada. DFATD also provides promotion and coordination support to

Mitacs, a national not-for-profit organization that received a federal contribution to help the

next generation of innovators develop vital scientific and business skills through two-way

research and training opportunities

The enhanced Canadian Technology Accelerators (CTA) initiative was approved under the Global

Markets Action Plan. In March, a pilot CTA program—CTA@India—was launched simultaneously

in Canada and India for a total of 8 CTAs active in 2013-14 in key global markets. A total of 104

TCS clients (SMEs) participated in CTA activities in 2013-2014. Clients reported a combined total

of $29 million in additional capital raised through this initiative.

Minister Fast led a trade mission to China and Japan, which included 18 Canadian companies

and organizations, to collaborate with Chinese and Japanese companies and institutions in the

information and communications technologies and medical imaging sectors.

Commercial relations with Asia were further enhanced through the first meeting of the Canada-

ASEAN Business Forum, a major initiative of the Canada-ASEAN Business Council to expand

private-sector cooperation between Canadian and Southeast Asian businesses.

Minister Paradis led the Canadian delegation to the Indaba mining conference where he met

with African ministers, Canadian mining industry representatives, and South African government

officials to build greater cooperation in the extractives sector.

Sub-Program 2.1.1: International Business Development

Description: This sub-program helps link Canadian business clients to services, contacts and

leads that increase access to international commerce opportunities.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

120,133,152

118,920,393

-1,212,759

1,315

1,234

-81

Performance Results

Expected Result

Performance Indicators

Targets

Results

Canadian business clients

gain access to services,

contacts and leads that

increase access to

international commerce

opportunities.

# of business/trade leads disseminated.

5,000

Not

available

% of clients actively pursuing commercial agreements.

50%

61%

% of clients indicating the Trade Commissioner Service

helped them connect with customers, partners or other

contacts who otherwise would have been difficult to

identify/access.

60%

64%

- These results are unavailable as a result of incomplete data capture due to a changeover of reporting systems.

2013–14 Departmental Performance Report

50 Section 2: Analysis of Programs by Strategic Outcomes

Performance Analysis and Lessons Learned

Over the past year, the TCS helped disseminate nearly 4,000 business/trade leads to potential

Canadian clients, with 61 percent of those clients actively pursuing commercial agreements.

Over 60 percent of clients reported that the TCS helped their international business-

development efforts.

The TCS network was expanded to include officers co-located within Canadian industry

associations across the country, enhancing the Government of Canada’s knowledge and

understanding of key sectoral opportunities and challenges and increasing the accessibility of

TCS services for businesses across Canada. The Global Opportunities for Associations program

disbursed over $3 million to 39 industry associations for international business development

activities, increasing the associations’ ability to access opportunities in foreign markets.

Canada’s reputation as a responsible and reliable supplier of resources and related technology

was enhanced through Canada’s flagship resource shows, the Prospectors & Developers

Association of Canada convention and the Global Petroleum Show, where the TCS introduced

Canadian suppliers and expertise to targeted buyers from around the world. Canada’s network

of trade commissioners abroad conducted over 2,500 outreach calls in the mining, oil and gas,

and forest products sectors in 2013-14.

Through the global value chains initiatives, the TCS, in cooperation with Export Development

Canada (EDC), targeted and uncovered trade/supply chain opportunities for Canadian SMEs with

multinational enterprises. Coordinated buyers programs were organized with EDC at key events,

including the Globe, Mobile World Congress and Singapore International Water Week.

DFATD, in collaboration with the Canadian Commercial Corporation, EDC and other departments

including the Department of National Defence, developed the Export Strategy for the Defence

Procurement Strategy, launched in February 2014, which supports international sales

opportunities and participation in global value chains.

Consistent with the changes announced in the Global Markets Action Plan, going forward this

sub-program will increase its focus on the promotion of exports and trade in Canada and

abroad. By increasing the visibility of the Government’s trade promotion tools, including the

Trade Commissioner Service, Export Development Canada and the Canadian Commercial

Corporation, Canadian companies will be better placed to compete in the global marketplace.

Sub-Program 2.1.2: Foreign Direct Investment in Canada

Description: This sub-program helps ensure that foreign investors are aware of Canada as a

competitive investment location and supports efforts to ensure that foreign direct investment

(FDI) is facilitated, expanded or retained.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

23,788,907

24,187,852

398,945

-2

Performance Results

Expected Results

Performance Indicators

Targets

Results

Foreign investors are aware

of Canada as a competitive

investment location.

# of participants at investment-specific events.

400

1,612

% of participants who increased their awareness of

75%

92%

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 51

Canada as a competitive investment location.

Foreign investors

demonstrate interest in

Canadian investment

locations.

# of investment visits to Canada facilitated by the

Trade Commissioner Service.

175

316

Performance Analysis and Lessons Learned

Foreign investors’ knowledge and awareness of Canadian investment opportunities was

increased over the past year. Through DFATD’s FDI Program, meetings were conducted that

reached over 1,600 participants and assistance was provided to arrange for 316 exploratory

visits to Canadian companies by prospective foreign investors.

A total of 593 companies attended investment FDI outreach seminars in Europe and Asia, and of

those, 276 companies were identified as leads or prospects. Of the 358 companies that attended

investment-specific events that were held on the margins of global events, 128 companies were

identified as leads or prospects. The FDI program supported 21 mission-led investment events,

resulting in 198 investment leads and prospects, securing 194 business meetings and facilitating

seven investment projects.

Through the FDI program, senior private sector executives in priority sectors and markets

delivered 103 Investment Champions speaking engagements, generating 205 leads and 89

prospects. The program promoted Canada as an investment location at 14 signature events,

including the Chinese Enterprise Overseas Investment Conference, the APEC CEO Summit, the

IESE Business School’s Global Alumni Reunion and the World Economic Forum.

The Invest Canada-Community Initiatives program supported 358 projects, helping 83

municipalities and community organizations in every region of Canada attract, retain and

expand FDI.

The new Foreign Trade Zones-Marketing Program (FTZ-MP), part of the Global Commerce

Support Program, was launched. This program is designed to provide funding to support

Canadian regional organizations and non-profit organizations in their promotion of local FTZ-MP

type benefits to attract FDI.

Sub-Program 2.1.3: International Innovation, Science and Technology

Description: This sub-program helps Canadian business clients gain access to networks, partners

and resources that enhance their ability to innovate.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

10,213,891

13,702,900

3,489,009

-4

Performance Results

Expected Result

Performance Indicators

Targets

Results

Canadian clients gain access

to networks, partners and

resources that enhance

# of international research and innovation partnerships

facilitated by the TCS.

100

110

# of international research innovation leads

250

260

- The variance is due to internal reallocation within the International Commerce program.

2013–14 Departmental Performance Report

52 Section 2: Analysis of Programs by Strategic Outcomes

their ability to innovate.

disseminated.

Performance Analysis and Lessons Learned

To ensure Canadian businesses remained at the leading edge of innovation, the TCS exceeded its

target last year, disseminating 260 innovation leads and facilitating 110 international research

and innovation partnerships.

Canada co-chaired key bilateral science and technology meetings with Brazil, China, France,

Germany and India to highlight Canada’s excellence in science, technology and innovation to

increase innovation and investment opportunities. Bilateral meetings were leveraged to support

the Government of Canada’s objectives, and related action plans were developed for priority

countries to support enhanced commercial outcomes.

Increased innovation successes were facilitated in knowledge-intensive, export-driven sectors

aligned with the Global Markets Action Plan by strengthening strategic engagement with the

National Research Council, implementing the Trade Commissioner Service/Industrial Research

Assistance Program client service delivery model and formalizing cooperation with key partners

(e.g. a memorandum of understanding with Canadian Digital Media Network, the Association of

University Research Parks Canada and the Canada Science and Technology Museum

Corporation) to facilitate access by Canadian businesses to international technology networks,

partners and resources to enhance their ability to compete, innovate and secure new markets.

Program 2.2: Consular Services and Emergency Management

Description: Through this program, DFATD delivers consular services and advice to Canadians

and provides a coordinated Government of Canada’s response to emergencies abroad affecting

Canadians.

Budgetary Financial Resources (dollars)

Main Estimates

2013–14

Planned Spending

2013–14

Total Authorities

2013–14

Actual Spending

(authorities used)

2013–14 Difference

(actual minus

planned)

46,582,770

55,257,695

54,306,686

7,723,916

Human Resources (FTEs)

Planned 2013–14

Actual 2013–14

Difference 2013–14

319

354

Performance Results

Expected Result

Performance Indicators

Targets

Results

Canadians are better

informed and well

prepared to travel

safely and responsibly,

and receive

satisfactory assistance

Ratio of Canadians travelling

abroad in distress situation.

3/100,000 (for cases per

visits to the U.S.).

38/100,000 (for cases

per visits outside the

U.S.).

3/100,000 (for cases per

visits to the U.S.).

33/100,000 (for cases

per visits outside the

U.S.).

% of Canadians satisfied with

90%

96%

- At the request of the program this target was adjusted from 750 to 250.

- The variance in 2013-14 is a result of internal reallocation due to the increasing demand for consular and

emergency management services throughout the year.

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 53

abroad.

routine consular services.

% of Canadians satisfied with

the Emergency Watch and

Response Centre (EWRC)

service delivery.

75%

80%

Performance Analysis and Lessons Learned

Over the past year, Canadians traveling abroad were provided with access to up-to-date travel,

safety and security information and the best possible consular services abroad. All performance

indicators used by the department to assess the performance of this program exceeded their

targets.

In addition to handling routine and distress related cases, DFATD responded to 55 emergencies

worldwide, providing 2,300 affected Canadians with emergency consular assistance and

information including up-to-date travel advice through travel.gc.ca. In this context, DFATD,

under the leadership of Minister of State Yelich, modernized Canada’s approach to consular

services through the 21st Century Consular Plan

, which features four key initiatives 1) Focus on

Children; 2) Targeted Outreach; 3) Go Digital!; 4) Strengthen our response network. The new

plan focuses attention on helping those who truly need it most, offering assistance more

efficiently, better educating Canadians on how to make smart travel decisions, with the goal of

reducing consular issues before they arise and improving the alignment of resources to address

complex consular cases.

A Vulnerable Children’s Consular Unit was established in November 2013 and staffed with four

specialized policy analysts and five case-management officers dedicated to children’s and family

issues. The Unit has since opened over 500 cases related to abandoned, mistreated or abducted

children.

Close cooperation between Canada and the United States, the United Kingdom, Australia and

New Zealand enhanced the department’s capacity to respond to distress cases and international

emergencies through sharing of best practices and extending DFATD’s reach through partners’

networks and capacities. This cooperation was essential for the timely evacuation of Canadians

from Juba, South Sudan, and in efforts to search for Canadians in countries affected by Typhoon

Haiyan.

Sub-Program 2.2.1: Safe Travel Promotion

Description: This sub-program helps ensure Canadians travelling abroad receive timely and

accurate information on travelling safely and responsibly.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

760,530

858,422

97,892

Performance Results

Expected Result

Performance Indicators

Targets

Results

Canadians travelling abroad

% increase in the number of subscribers to travel

15%

21%

- The variance is mainly due to additional funding received through TB Central Votes (i.e. Budget Carry Forward

amounts from 2012-13 to 2013-14).

2013–14 Departmental Performance Report

54 Section 2: Analysis of Programs by Strategic Outcomes

receive timely and accurate

information on travelling

safely and responsibly.

updates.

# of followers (in follower base) for the combined travel

social media channels.

2,000

17,105

Performance Analysis and Lessons Learned

Canadians were provided with safe travel information through DFATD’s Travel.gc.ca website,

which produced 2,000 plus updates to its country-specific Travel Advice and Advisories pages

ensuring Canadians were provided with the most up-to-date information and advice. To reflect

the rapidly changing security risks abroad, travel advisories were updated 75 plus times over the

course of the year.

The number of visitors to Travel.gc.ca increased by 1.2 million from last fiscal year,

demonstrating strong public awareness of the website. DFATD Travel twitter account followers

increased by 332 percent to 17,105 followers.

Canadian missions abroad issued 721 mass emails to Canadians abroad who registered with the

Registration of Canadians Abroad service informing them of emergency incidents in the

countries they were visiting or providing advice on emergency preparedness.

Sub-Program 2.2.2: Consular Assistance for Canadians

Description: This sub-program provides Canadians in distress abroad with consular assistance

and routine citizenship, passport and consular services through Canada’s network of missions

abroad.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

23,394,657

27,909,792

4,515,135

274

304

Performance Results

Expected Results

Performance Indicators

Targets

Results

Canadians in distress abroad

receive consular assistance

consistent with published service

standards.

% of distress cases that meet established service

standards (arrest/detention visits standards).

90%

95%

% of distress cases actioned within 24 hours

(all distress cases).

85%

87%

Canadians abroad receive routine

citizenship, passport, and consular

services consistent with published

service standards.

% of clients responding satisfactorily regarding the

quality of services (timeliness of services, accuracy

of information and courteousness of staff).

90%

95%

Performance Analysis and Lessons Learned

Over the past year, DFATD handled over 234,000 consular cases, including some 6,100 related to

Canadians in distress situations travelling or living abroad.

Consular and emergency management services for Canadians were enhanced with the creation

of a new Watch Unit in May 2013 to provide early detection of emergency and security events

that could impact the safety and security of Canadians, Canadian missions or Canadian interests

- The variance is mainly due to additional funding received through TB Central Votes (i.e. Budget Carry Forward

amounts from 2012-13 to 2013-14) and the Temporary Resident Initiative.

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 55

abroad. This new unit also ensures timely notification of stakeholders and senior management

of incidents and provides the main communications channel when an international crisis

unfolds.

DFATD began standardizing its consular services throughout the United States to increase

efficiency and focus on value-added activities, such as outreach or complex case management.

The Consular Training Program was enhanced including through specialized regional training for

consular officials in Africa and Latin America which led to some 310 employees trained on

consular and passport management issues including 47 Heads of Missions and 7 Management

Consular Officer recruits.

Sub-Program 2.2.3: Emergency Preparedness and Response

Description: This sub-program enables Canadians abroad to receive timely and appropriate

emergency consular services, and maintains a whole-of-government capacity to respond to

international emergencies in a timely and coordinated manner.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

22,427,583

25,538,472

3,110,889

Performance Results

Expected Results

Performance Indicators

Targets

Results

Canadians abroad receive

timely and appropriate

emergency consular

services.

% of calls to which the Emergency Watch and Response

Centre responded that met established service standards.

80%

95%

% of Registration of Canadians Abroad (ROCA) messages

sent to registrants according to established standards.

100%

Whole-of-government

capacity to respond to

international emergencies

in a timely and coordinated

manner is maintained.

Degree to which, on a scale of 1 to 5, the emergency

planning tools, procedures and mechanisms are

implemented in responding to an emergency.

Performance Analysis and Lessons Learned

Over the past year, DFATD responded to 55 emergencies worldwide, assisting 2,300 affected

Canadians through its Emergency Watch and Response Centre, which prepared daily briefs and

received over 67,770 calls seeking consular assistance and information, including up-to-date

travel advice. The Emergency Watch Centre provides assistance to Canadians abroad seven days

a week, 24 hours a day.

To ensure DFATD is able to respond to critical incidents affecting Canadians or Canadian

interests abroad, the department further strengthened its Standing Rapid Deployment Team

(SRDT), which now includes 80 skilled and experienced officers who can be deployed within

hours to respond to international emergency situations. Over the past year, 18 SRDT members

were deployed to respond to situations in Kenya, the Philippines, South Sudan and Ukraine.

- The variance is mainly due to additional funding received through TB Central Votes (i.e. Budget Carry Forward

amounts from 2012-13 to 2013-14, and Paylist Expenditures).

2013–14 Departmental Performance Report

56 Section 2: Analysis of Programs by Strategic Outcomes

To support the Government of Canada’s mandate to respond to emergencies/major

international events, the DFATD led Interdepartmental Task Force was activated in seven

instances: the Sochi 2014 Olympic and Paralympic Winter Games, the demonstrations in Cairo,

Egypt, and Kiev, Ukraine, unrest in Juba, South Sudan, the aftermath of Typhoon Haiyan in the

Philippines and terrorist attacks in Nairobi, Kenya, and Boston, United States.

An enhanced emergency management training program was developed and implemented

including:

 40 emergency management training sessions and semi-live exercises delivered at missions

abroad;

 800 personnel trained through various security courses at missions abroad and at

headquarters.

Strategic Outcome 3: International Development and Humanitarian

Assistance - Reduction in poverty for those living in countries where Canada engages in

international development.

Program 3.1: Fragile Countries and Crisis-affected Communities

Description: Fragile states and crisis-affected communities face severe development challenges

due to conflict, instability and natural disasters within complex national and regional contexts.

This program supports short-term initiatives to ensure access to essential humanitarian services

for crisis-affected populations, and medium- to long-term activities to foster sustainable

economic growth and build the foundation for effective governance and delivery of basic

services.

Budgetary Financial Resources (dollars)

Main Estimates

2013–14

Planned Spending

2013–14

Total Authorities

2013–14

Actual Spending

(authorities used)

2013–14 Difference

(actual minus

planned)

590,680,214

690,680,214

971,317,978

866,291,228

175,611,014

Human Resources (FTEs)

Planned 2013–14

Actual 2013–14

Difference 2013–14

155

103

-52

Performance Results

Expected Results

Performance Indicators

Targets

Results

Increased access to essential

health services and education

by the more vulnerable female

and male children and youth in

crisis-affected communities.

% of children under five

receiving appropriate

and timely treatment for

malaria and other major

diseases.

By 2015, halt malaria and

start to reverse its

incidence and other major

diseases, by country (MDG

6.C).

Not available

% of vulnerable or crisis-

affected girls and boys

enrolled in school.

By 2015, ensure that boys

and girls alike will be able

to complete a full course of

primary school, by country

Not available

- Sub-program and Sub-sub-program allocation excludes 15 FTEs for branch corporate services allocated to Fragile

countries and Crisis-affected Communities.

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 57

(MDG 2.A).

Increases access to income

opportunities including jobs

and development of micro and

small enterprises, particularly

for vulnerable and

marginalized women, men and

youth.

% of economically-active

women, men and youth

employed.

By 2015, achieve

productive employment

opportunities including

women, men and youth, by

country (MDG 1.B).

15+, female:

46.9%

15+, male: 74.6%

15-24, female:

34%

15-24, male:

50.6%

Enhanced responsiveness of

humanitarian assistance to

address the immediate needs

of crisis-affected populations.

% of Consolidated

Appeals funding

requirements that are

met.

60%

65%

Performance Analysis and Lessons Learned

In 2013-14, humanitarian needs arising from natural disasters, food insecurity and conflict

reached record levels. The 2013 United Nations humanitarian appeal initially requested

$8.4 billion to meet global humanitarian needs. The global appeal was increased to $12.8 billion

in response to growing needs related to the conflict in Syria. Despite the size of the appeal and

the ongoing difficult fiscal environment for donor countries, the global response exceeded the

target by 5 percent.

Sub-Program 3.1.1: Humanitarian Assistance

Description: This sub-program provides humanitarian assistance to populations affected by

armed conflict and/or natural disasters. Through funding to experienced humanitarian partners,

Canada supports the provision of food, water and sanitation, emergency medical care, shelter,

and protection for the most vulnerable, as well as coordination and logistics for humanitarian

operations.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

506,024,694

634,422,549

128,397,855

-4

Performance Results

Expected Result

Performance Indicator

Target

Result

Improved effectiveness (leadership and

coordination, accountability, emergency

preparedness and advocacy) of humanitarian

action by the international humanitarian

system.

Degree to which, on scale of 1 to 5,

progress has been made against the four

reform areas identified by the Inter-

Agency Standing Committee principles.

Performance Analysis and Lessons Learned

Over the past year, as global humanitarian needs reached record levels, DFATD responded with

its largest contribution to date in humanitarian assistance, including food assistance, to

communities affected by conflict and food insecurity in 54 countries, and by natural disasters in

25 countries. As in previous years, countries affected by conflict received most of Canada’s

humanitarian assistance, with the largest response directed to humanitarian needs arising from

- The actual FTEs used to deliver results for this sub-program are indicated at the program level 3.1.

2013–14 Departmental Performance Report

58 Section 2: Analysis of Programs by Strategic Outcomes

the conflict in Syria where Canada’s contribution to humanitarian appeals enabled the UN World

Food Programme to distribute emergency food assistance to as many as 5.2 million conflict

affected people in 2013. In 2014 WFP is planning to distribute food assistance to more than 7

million conflict affected people. Assistance for some 3 million Syrian refugees in neighbouring

countries was provided through the UN High Commissioner for Refugees. Significant

humanitarian responses to other conflict-related emergencies included those in South Sudan

and the Central African Republic.

DFATD played a leading role in international relief efforts when Typhoon Haiyan struck the

Philippines in November 2013. Notably, Canada was one of the first countries to respond to the

devastating impact of the storm. Support through UN agencies, the International Federation of

Red Cross and Red Crescent Societies and Canadian non-governmental organizations helped to

meet urgent food, water, sanitation, shelter and medical needs.

In reaction to the crisis in the Central African Republic, which left almost 1 million people

displaced by violence, DFATD provided support through partners to address emergency needs.

The department also worked with experienced multilateral partners to deliver assistance to

those in need in South Sudan, Sudan, the Democratic Republic of Congo and Colombia, with a

focus on the protection of refugees and displaced people.

The WFP reached 80.9 million beneficiaries in 2013. This number exceeded the 71 million

anticipated in WFP’s Management Plan (2013–2015), thus exceeding its target by 110%. A

scaled-up response was required to meet the needs of the 7 million beneficiaries affected by

multiple emergencies in 2013-14, including in the Philippines and Syria. Globally, the WFP

distributed 3.1 million metric tons of food and US$506 million in cash and voucher transfers.

Sub-Program 3.1.2: Afghanistan

Description: This sub-program focuses on education, maternal, newborn and child health,

human rights, and humanitarian assistance—with a particular focus on women, girls, and boys.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

72,919,193

91,516,897

18,597,704

-20

Performance Results

Expected Result

Performance Indicator

Target

Result

Increased access for girls and boys to

learning opportunities that meet

their different priorities and

interests.

Gross enrolment of students in

general education at the

national level disaggregated by

sex.

7.8 million

by 2014

7.7 million

Performance Analysis and Lessons Learned

Significant progress was made toward achieving the target for this sub-program. DFATD

continued to empower women, youth and children through education and health programming

in Afghanistan. Against a target of 7.8 million, a total of 7.7 million Afghan children, almost

40 percent of whom are girls, are now enrolled in formal and community-based schools, up from

only one million boys (and no girls) in 2001. Over 8,400 girls were enrolled in school in four

Afghan provinces, and 99 percent of the first cohort completed Grade 12 levels by the end of

2013 with the help of DFATD funding.

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 59

Through contributions to the World Bank Education Quality Improvement Project, the Afghan

Ministry of Education improved access to quality education for girls through the repair and

construction of over 1,800 formal schools. Since 2011, over 187,000 Afghan teachers received

training, and more than 6,000 scholarships were awarded to women enrolled in teacher training

colleges.

DFATD’s commitment to improving maternal, newborn and child health was demonstrated

through a successful partnership with the Aga Khan Foundation. The construction of the new 86

bed provincial hospital in Bamyan started in early 2013 and is now 62% complete. With

Canadian funding, the Aga Khan Foundation supported the creation of the Centre of Excellence

for maternal and child health at Faizabad Provincial Hospital, in Badakhshan Province. Canada

has also been the single-largest donor to help eradicate polio in Afghanistan. Support to UNICEF

and WHO ensured that over 8 million children are vaccinated against polio through ongoing

campaigns.

Sub-Program 3.1.3: Haiti

Description: This sub-program focuses on sustainable economic growth, rule of law, democratic

governance, and continued support for the health and welfare of Haitian women and youth,

with a focus on maternal, newborn and child health.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

50,718,902

63,652,673

12,933,771

-18

Performance Results

Expected Results

Performance Indicators

Targets

Results

Increased agricultural

production.

Net per capita agricultural production index.

100 by 2015

106.64

Improved population access to

health services.

% of women aged 15-49 monitored during

pregnancy (at least four antenatal visits).

53.8%

by 2012

67.3%

Performance Analysis and Lessons Learned

In 2013-14, DFATD’s development programming in Haiti exceeded its performance targets,

despite the country’s weak governance, difficult political dynamics and extreme vulnerability to

natural disasters. Targets for agricultural production and access to health care were surpassed.

Food security was improved through support for local agricultural production, with $8.9 million

in agricultural credit disbursed through 19 locations in 2013-14. To date, more than 9,600

Haitian agribusinesses (28 percent women-owned) have benefited from the provision of $12.3

million in agricultural credit, supporting increased agricultural production.

Efforts to strengthen the Haitian health care system have included support for 130 vaccination

centres, hospitals and other institutions. DFATD’s support has increased access to health care

facilities for women and children. As of March 2014, more than 72,000 pregnant women and

212,000 children under five received free medical treatment over a period of 18 months.

Through $20 million in Canadian funding to the International Organization for Migration, 5575

Haitian families (or some 20,000 people) were successfully resettled from camps in the Champs

2013–14 Departmental Performance Report

60 Section 2: Analysis of Programs by Strategic Outcomes

de Mars into secure housing (50 percent of families assisted are headed by women). As of

March 31, 2014, over 4300 families have been resettled.

Sub-Program 3.1.4: South Sudan

Description: This sub-program supports work in South Sudan as part of the Muskoka Initiative

on Maternal, Newborn and Child Health, as well as in the areas of food security and improved

governance. It also supports access to basic life-saving services, economic resources, technical

knowledge and skills, and humanitarian assistance.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

15,162,080

18,925,817

3,763,737

-6

Performance Results

Expected Result

Performance Indicator

Target

Result

Increase use of quality maternal,

newborn and child health services by

women, children and newborns in

targeted areas.

# of safe deliveries by

skilled birth attendants.

80,000 by 2015

30,456

Performance Analysis and Lessons Learned

Political power struggles and unresolved conflict tipped the country towards a crisis in

December 2013. As the impact of the quickly evolving crisis on development programming was

assessed, disbursements were affected. Most development initiatives were able to adjust their

approach in order to continue to meet pressing needs. However, projects in the more severely

affected areas were interrupted due to insecurity.

Despite challenges faced in 2013–14, development programming was able to make progress

against targets. In efforts to improve maternal, newborn and child health service delivery, more

than 1,152,376 children under the age of five received preventive and curative health services;

Vitamin A supplements were provided to 118,700 children under the age of five; 98,642

pregnant women received antenatal care; and trained health workers, including midwives,

supervised over 30,456 safe deliveries.

Through food for work activities, beneficiaries increased and diversified their agricultural

production, built community assets (such as community gardens) and filled short-term food

gaps, all of which is helping avoid a potential famine as a result of the insecurity. More than

15,717 households were employed and 109,994 beneficiaries were supported. Additionally,

7,230 households were supported to increase crop and vegetable production, benefitting

approximately 50,610 people.

Up until the crisis erupted in December 2013, efforts to strengthen governance structures in

South Sudan saw approximately 575 civil servants trained on public financial management.

Improvement to the South Sudan Electronic Payroll System removed approximately 11,000

ghost workers from state payrolls.

In September 2014, Minister Baird announced that the Office of the Embassy located in Juba

would be upgraded to full embassy status with a full-time ambassador.

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 61

Sub-Program 3.1.5: West Bank and Gaza

Description: This sub-program supports sustainable economic growth (West Bank), food security

(Gaza and West Bank), and justice-sector reform (West Bank) and reflects government of

Canada development priorities in the region prior to the Israel-Hamas conflict in 2014.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

44,077,195

55,995,142

11,917,947

-4

Performance Results

Expected Result

Performance Indicator

Target

Result

Increase effectiveness

(transparency, equitability and

predictability) of justice system

institutions and processes.

Perception of criminal justice practitioners on

effectiveness of the justice system (on a scale

from “poor” to “good” for transparency,

equitability and predictability).

Good

Performance Analysis and Lessons Learned

Development programming in the West Bank over the past year met its target to increase its

effectiveness of justice system institutions and processes. The Office of the Attorney General

and Prosecution Service became more effective, with the backlog of cases awaiting disposition

falling for the first time since tracking began in 2008, from 5,008 cases in 2012 to 3,693 in 2013.

Justice and security institutions were strengthened with the advancement of the Courthouses

Construction project in Tulkarem. Design work is under way for the Hebron facility. Recognizing

that sustainable economic growth in the West Bank is a key factor in social stability, regional

security and the viability of a future Palestinian state, DFATD committed funding to support job

creation, entrepreneurship and innovation.

In support of food security for the region, institutions were strengthened through DFATD

contributions to the WFP. In 2013, 244,499 beneficiaries (122,201 male and 122,298 female)

received food vouchers, and 155,322 children (78,264 male and 77,058 female) received date

bars and milk though a school feeding program.

Program 3.2: Low-income Countries

Description: Low-income countries face pervasive poverty and limited institutional capacity, but

generally have stable governance and public security. Programming in these countries seeks to

strengthen education and health for children and youth, address food insecurity, foster inclusive

and sustainable economic growth, and build the foundations for capable, inclusive, transparent

and accountable governance systems.

Budgetary Financial Resources (dollars)

Main Estimates

2013–14

Planned Spending

2013–14

Total Authorities

2013–14

Actual Spending

(authorities used)

2013–14 Difference

(actual minus

planned)

917,574,328

966,445,870

791,652,540

-125,921,788

2013–14 Departmental Performance Report

62 Section 2: Analysis of Programs by Strategic Outcomes

Human Resources (FTEs)

Planned 2013–14

Actual 2013–14

Difference 2013–14

337

286

-51

Performance Results

- Sub-program and Sub-sub-program allocation excludes 118 FTEs for branch corporate services allocated to Low-

income Countries.

- No result for Tanzania was available.

Expected Results

Performance Indicators

Targets

Results

Increase sustainable

agricultural

production by rural

poor women, men

and youth.

Annual production of

agricultural goods in

targeted regions of

DFATD interventions.

Between 1990 and 2015,

halve the proportion of

people who suffer from

hunger, by country (MDG

1.C).

Not available.

Rate of adoption by

farmers of new farming

techniques and crop

varieties in targeted

regions DFATD

interventions.

Between 1990 and 2015,

halve the proportion of

people who suffer from

hunger, by country (MDG

1.C).

Not available.

Increased health

services to mothers,

newborns and

children under five.

% of live births attended

by an accredited health

professional.

Between 1990 and 2015,

reduce by three quarters

the maternal mortality

rates, by country (MDG

5.A).

Countries

Result

Year

Bangladesh:

Ethiopia:

Ghana:

Mali:

Mozambique:

Pakistan:

Senegal:

Vietnam:

31.7

68.4

56.1

54.3

65.1

92.9

2011

2010

2011

Increased

accountability of

public and civil

institutions to

respond to the

needs of women,

men and children.

On a five-point scale,

average program rating of

progress of DFATD low-

income countries of focus

toward achieving this

result.

Develop further an open,

rule-based, non-

discriminatory system, by

country (MDG 8.A).

Not available.

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 63

Performance Analysis and Lessons Learned

In 2013-14, DFATD programming focused on interventions to provide the conditions required for

low-income countries to achieve middle-income status, including addressing food insecurity,

health services, and the institutional needs of women and children. Many sub-programs were

successful in reaching their performance targets.

Food security initiatives remain on track, with increased agricultural production in Ethiopia,

Ghana, Mali, Senegal and Vietnam. For example, in Ethiopia, annual yields of rice increased by

64 percent, in Ghana, food production increased by 7 percent, and in Mali, rice production

increased by 19,800 tons.

As a global leader in improving health services for mothers, newborns and children under five,

DFATD supported initiatives in low-income countries to provide training and resources for

health care workers. Progress in this area was achieved in Bangladesh, Ethiopia, Ghana,

Mozambique, Pakistan and Tanzania. Distribution of nutritional supplements in Bangladesh has

reduced the prevalence of stunting for under-five children from 41 percent in 2011 to

38.7 percent in 2013. Efforts to eradicate measles in Mozambique were supported through the

provision of vaccinations to approximately 4 million children.

A key DFATD priority has been an increasing focus on the accountability of public and civil

institutions to respond to the needs of women, men and children. Results for this priority are

largely on track in Ghana, Mali, Mozambique, Senegal, Tanzania and Vietnam. Vietnam has

improved transparency in the areas of policy and economic legislative development. In

Mozambique, decentralisation of the education system and improved access to primary

education increased steadily. In Ghana, DFATD has been supporting the creation of institutions

responding to children and early or forced marriage.

Sub-Program 3.2.1: Bangladesh

Description: This sub-program focuses on improving basic education and promoting equality

between men and women, investing in maternal, newborn, and child health and support to

sustainable economic growth through enhanced public finance management systems and by

increasing skills for employment.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

74,075,284

54,666,032

-19,409,252

-4

Performance Results

Expected Result

Performance Indicators

Targets

Results

Increase delivery of

quality health services,

particularly for children

and youth.

% of fully immunized children aged 12-23

months.

90% by 2015

78.4%

% of children under five who are underweight.

33% by 2015

35.1%

Contraceptive prevalence rate.

72% by 2015

62%

Performance Analysis and Lessons Learned

In 2013-14, development programming in Bangladesh was on track to meet all health service

delivery and education targets. Working with the Government of Bangladesh, antenatal care

services were provided to pregnant women approximately 240,000 times, and over 2 million

2013–14 Departmental Performance Report

64 Section 2: Analysis of Programs by Strategic Outcomes

children received polio and measles vaccinations. DFATD strengthened the delivery of nutrition

services in 11 impoverished districts and contributed to the provision of food and micronutrient

supplements to pregnant women and children.

With DFATD funding, access to pre-primary education was improved in Bangladesh for over

342,000 poor children (61 percent girls) and primary education for over 711,000 children

(63 percent girls).

To improve government transparency, DFATD provided support to assist the Bangladesh Office

of the Comptroller and Auditor General to better plan and conduct government audits and track

and report key audit findings.

Sub-Program 3.2.2: Ethiopia

Description: This sub-program increases sustainable economic growth and addresses the

structural causes of food insecurity, focusing on increasing agricultural productivity, farmers’

incomes, and improving nutrition.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

102,785,115

75,839,903

-26,945,212

-2

Performance Results

Expected Result

Performance Indicators

Targets

Results

Increased agricultural

production and

commercialization in

targeted regions.

% increase in agricultural productivity of

participating households.

11.1%

Not available

Annual yield/production level.

89%

55% in the south

and 25% in the

north

Performance Analysis and Lessons Learned

While development programming in Ethiopia did not meet its 2013-14 targets for improved

agricultural production, rice farmers in southern Ethiopia increased their annual yields by

55 percent, while production in the north increased by 25 percent. These annual increases are

on track to exceed overall program targets. Six million food-insecure Ethiopians benefited from

the Productive Safety Net Program, which enabled families to accumulate livestock between

10 percent and 15 percent faster than non-participating households.

With DFATD’s support, efforts were made to reduce barriers for female participation in the

workforce and enable inclusive sustainable economic growth. Over 1,600 women have

registered for Ethiopia’s Women Entrepreneurship Development Program, receiving US$5

million in loans so far. Other initiatives focused on improving the business environment for

micro-enterprises in the country, including the launch of an online trade registration and

licensing system.

- At the time of publication of this report, the actual result was not available. It is expected by fall 2014.

- This performance indicator is obsolete and the target was established for a 5 year period. The actual result above

is for 2013-14 only. An improved indicator is being developed and performance reporting will be adjusted accordingly

in 2014-15.

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 65

DFATD supported treatment for over 50,000 severely malnourished Ethiopian children, with a

recovery rate of 85 percent. A total of 2,817,936 children were provided with vitamin A

supplements, and 1,903,643 children with deworming treatment.

Sub-Program 3.2.3: Ghana

Description: This sub-program supports food security and initiatives to secure the future of

children and youth, complemented by efforts to improve governance and accountability and

enhance the environment within Ghana for increasing economic growth.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

89,869,334

66,265,693

-23,603,641

-3

Performance Results

Expected Results

Performance Indicators

Targets

Results

Increase access to sanitation services

for women, men, children and youth.

% of rural population with access to

sanitation.

53% by

2015

Not

available

Increase effectiveness of national and

local governments to respond to the

needs of women, men, girls and boys.

% of overall targets met by the

government of Ghana with respect to the

Performance Assessment framework of

Multi-donor Budget Support.

80% by

2015

76%

Increased equitable access to basic

services related to food security and

agriculture by women, men, children

and youth.

Aggregation of annual production of key

staple food crops, expressed in metric

tons.

37.5

million

tons

by 2015

31.7

million

tons

Performance Analysis and Lessons Learned

Largely as a result of capacity issues within the Government of Ghana and continued political

instability in the region, development programming in Ghana did not fully meet its performance

targets for food security, safe drinking water and expanded basic sanitation as these targets are

expected to be met by 2015. The Government of Ghana’s performance against the Multi-Donor

Budget Support Performance Assessment Framework fell below the target level of 80 percent.

Critical programming decisions were delayed for much of 2013, pending results of the court

challenge to the 2012 elections, which caused cash flow difficulties for the country.

Ghana did improve its food security, with a substantial 7 percent increase in annual food

production, which was lower than expected in terms of yields per hectare. An improvement in

this figure by 2015 is anticipated given current trends.

DFATD is working with the Ghanaians to improve health services and nutrition. Community-

based management of severe acute malnutrition has been implemented in 59 out of 96

vulnerable districts in northern Ghana, providing assistance to 567,500 mothers with children

under 24 months old.

The total population with access to safe water reached 87 percent in 2012, exceeding the UN

Millennium Development Goal target level by 10 percent. In DFATD-targeted regions, 81 percent

of the population have access to safe water in rural areas, 12 percent above the target level.

- This program never emerged due lack of funding and human resources challenges for the Government of Ghana.

2013–14 Departmental Performance Report

66 Section 2: Analysis of Programs by Strategic Outcomes

DFATD also contributed to training 4,200 school children in basic hygiene, allowing 168

communities to attain open defecation free status. Overall, DFATD helped to finance 959 local

infrastructure projects, including 413 school blocks, 95 health centres, 38 water systems and 163

sanitation facilities.

Sub-Program 3.2.4: Mali

Description: This sub-program supports children and youth, food security, and programming to

strengthen government functions in Mali.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

45,755,561

34,787,206

-10,968,355

-33

Performance Results

Expected Results

Performance Indicators

Targets

Results

Increased

agricultural

production.

Annual level of rice production.

2.5 million tons

1.984 million tons

Annual level of market-garden vegetable

production.

193,200 tons by

2015

252,090 tons

Annual level of shea production.

180,000 tons by

2015

158,000 tons

Improved access to

basic health

services for women

and children.

% of childbirth assisted by qualified

personnel.

60% by 2016

58.6%

% of infant immunization coverage

against diphtheria, tetanus, pertussis and

polio.

90%

88%

Performance Analysis and Lessons Learned

In 2013-14, development programming in Mali exceeded one target and achieved significant

progress in three other areas of performance. Following the coup d’état in Mali in March 2012,

Canada was on the front lines of efforts to assist the people of Mali during a critical period in

their country’s history.

Since May 2013, DFATD announced investments of $75 million in support of Mali’s Sustainable

Recovery Plan for 2013-14, which included support to UNICEF to address malnutrition and

sanitation issues and support through the WFP for pregnant and nursing women and children.

DFATD helped provide measles vaccines for 960,000 children and improved vaccine storage

through the acquisition of 130 solar refrigerators and two cold rooms.

Food security was increased, with annual rice production reaching 1.984 million tons, an annual

increase of more than 19,800 tons since 2009. This was made possible through the irrigation of

nearly 10,000 hectares of new land in the regions of Timbuktu and Mopti, meeting the annual

food needs of more than 243,000 people. A reduction in the rates of moderate to acute

malnutrition was observed, with 69,834 children improving their nutritional status in the regions

of Kayes and Sikasso.

With respect to education for children, DFATD facilitated the printing and distribution of

871,683 textbooks and educational materials for 383,400 students, as well as guides for 13,200

teachers. To demonstrate its commitment to democracy and the rule of law, DFATD funded an

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 67

international election-assessment team, including Canadian and international experts, to

monitor Mali’s July 2013 presidential election.

Sub-Program 3.2.5: Mozambique

Description: This sub-program supports children and youth with a focus on maternal, newborn

and child health, education and sustainable economic growth. It also supports initiatives to

strengthen transparency, accountability and effectiveness of national and provincial public

institutions within Mozambique.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

124,290,230

97,912,400

-26,377,830

Performance Results

Expected Result

Performance Indicator

Target

Result

Increased use of key services (health care,

HIV/AIDS, clean water) by women, men, girls

and boys.

% of births delivered in a health care

facility.

65%

69%

Performance Analysis and Lessons Learned

Development programming in Mozambique surpassed the targets for improving maternal and

child health services. In 2013, the percentage of mothers giving birth in a health facility

increased to 69 percent from 63.8 percent in 2012. Approximately 4 million children under five

were vaccinated for measles, which is a substantial contributor to childhood deaths in the

country.

With DFATD’s support, Mozambique made significant progress on institutional reforms, with a

focus on financial management. The proportion of expenditures made directly through the

Government of Mozambique’s Integrated Electronic Financial Tracking System grew to

77 percent, from 53 percent in 2012. Progress was also achieved toward decentralization, with

35 percent of the total state budget now being spent at the provincial and district levels. DFATD

supported access to quality education through the recruitment of 8,500 teachers and provision

of 13 million school books to children and youth.

Sub-Program 3.2.6: Pakistan

Description: This sub-program supports children and youth in Pakistan, with a focus on

education, sustainable economic growth, women’s economic empowerment and promoting

human rights.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

42,486,286

121,486,963

79,000,677

-1

- The variance between planned and actual spending in Low-income countries reflects the unused portion of the

Pakistan-Canada Debt for Education Conversion initiative and the funding received to forgive the debts relating

to the 1976 loan made to the government of the Republic of the Union of Myanmar (Burma).

2013–14 Departmental Performance Report

68 Section 2: Analysis of Programs by Strategic Outcomes

Performance Results

Expected Results

Performance Indicators

Targets

Results

Improved access to quality public

sector education services for girls

and boys.

Net primary enrolment rate in targeted

provinces.

100%

by 2015

57%

# of public school teachers trained in modern

teaching methods.

308,000

420,023

Improved enabling environment

supporting women’s participation in

sustainable national economic

growth.

% of women’s labour force participation.

25%

by 2015

21.5%

Female-to-male ratio of estimated earned

income.

35:100

21:100

Performance Analysis and Lessons Learned

In 2013-14, development programming in Pakistan is on track to meet all targets for improved

access to quality basic education. In partnership with the Aga Khan Foundation, pre-primary and

primary systems and teacher training programs were strengthened. Twenty-three teachers and

education managers were supported to complete a two-year Masters of Education program.

Since 2006, over 420,000 teachers have been trained in modern and innovative teaching

techniques.

To address gender disparities, DFATD supported the creation of a unit responsible for gender

mainstreaming within the Election Commission of Pakistan, increasing female commission staff

from 8 to 27. For the 2013 election, DFATD helped train over 243,000 staff, of which 25 percent

were female. A total of 3,750 extremely poor women were employed through road and

community infrastructure maintenance, improving community access to rural areas by

maintaining 8,213 km of rural roads.

Sub-Program 3.2.7: Senegal

Description: This sub-program supports children and youth in Senegal with a focus on basic

education and food security, emphasizing increased agriculture, nutrition and microfinance.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

79,092,849

58,308,340

-20,784,509

-2

Performance Results

Expected Results

Performance Indicators

Targets

Results

Increased value added in

agroforestry operations and

processing in targeted areas.

# for farmers supported to increase their

production in targeted areas.

266,570

by 2015

88,500

Increased efficiency of the

education system at all levels.

Rate of primary school completion.

85% by

2015

65.9%

- Middle and secondary enrolment rate in targeted provinces could not be collected in 2013-14.

- The above target is a miscalculation. The target should read 103,350 by 2015.

- Following the implementation of a new education policy, the Government of Senegal revised this target to 68%

by 2015.

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 69

Performance Analysis and Lessons Learned

Over the past year, development programming in Senegal made significant progress toward the

targets for the country. DFATD supported 88,500 Senegalese farmers, including more than

46,700 women. Rice production increased from 25,000 tons in 2008 to 56,917 tons in 2013, with

per hectare yields increasing from 4.9 tons in 2011 to 5.5 tons in 2013. As a result, DFATD

directly improved food security for over 535,000 Senegalese, including over 280,000 women.

Support for agricultural operations and processing helped created 2,617 jobs, including 1,496 for

women.

In the education sector, DFATD supported the training of over 47,000 educators, with the overall

school enrolment rate reaching 94 percent and the national completion rate for students in

primary school increasing to almost 70 percent.

Canada continues to support Senegal’s efforts to secure membership in the New Alliance for

Food Security and Nutrition, which aims to attract private investment for inclusive agricultural

growth. Also with Canada’s support, Senegal was accepted as a candidate for the Extractive

Industries Transparency Initiative. Related results included DFATD support for Senegal’s National

Office for the Fight against Fraud and Corruption, as well as improvements to its Ministry of

Economy and Finance to ensure transparency in the management of public finances.

Sub-Program 3.2.8: Tanzania

Description: This sub-program provides support to secure the future of children and youth in

Tanzania, stimulate sustainable economic growth, and promote more accountable and inclusive

governance.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

136,125,715

103,594,026

-32,531,689

-2

Performance Results

Expected Results

Performance Indicators

Targets

Results

Enhanced effectiveness of the government

and civil society organizations to address the

needs and aspirations of the Tanzanian

population.

Survival rate for primary

and secondary education.

100%

Average primary

survival rate: 72%

Average

secondary

survival rate: 77%

Improved equitable utilization of gender

sensitive services for women, men, girls, boys

and the vulnerable.

% of births attended by a

skilled health worker.

80% by

2015

62% (2011)

Performance Analysis and Lessons Learned

Although performance targets

for development programming in Tanzania were not fully

achieved in 2013-14 there were positive gains made in every sector of programming. For

example, improvements in public financial management were achieved, notably in revenue

management, budgeting, planning, budget execution, control and oversight. For example, a new

- Government and development partners assess performance against commitments as agreed in the Partnership

Framework Memorandum that was signed in May 2011 and the Performance Assessment Framework (PAF).

2013–14 Departmental Performance Report

70 Section 2: Analysis of Programs by Strategic Outcomes

human resources and payroll system increased data accuracy from 60 percent in 2009 to

95 percent in 2013.

To support sustainable economic growth, DFATD worked with financial service providers,

including commercial banks that use mobile money platforms, to increase access to financial

services. Now 57.4 percent of the Tanzanian working population can access finance through

formal institutions, surpassing the Bank of Tanzania’s target of 50 percent by 2016.

Access to health care services was improved within Tanzania over the past year. The percentage

of women delivering their babies at health facilities increased from 50 percent in September

2013 to 72 percent by March 2014, and the percentage of women receiving post-natal care

within two days of childbirth increased from 33 percent to 78 percent by March 2014.

The partnership announced by Prime Minister Harper in June 2013 on Transparency in the

Extractive Sector in Tanzania enabled Canada to work with governments, civil society and

industry to improve transparency and governance in this sector. With DFATD’s support,

environmental audits were conducted on eight large-scale mines, 27 medium-scale mines, 76

small-scale mines and 51 gold processing sites, triggering improvements in compliance with

environmental best practices among audited mines.

Sub-Program 3.2.9: Vietnam

Description: This sub-program supports poverty reduction through sustainable economic

growth programming, consistent with Vietnam’s development priorities.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

25,456,083

18,891,757

-6,564,326

-4

Performance Results

Expected Result

Performance Indicators

Targets

Results

Improved enabling environment of more

effective and accountable public institutions

for economic growth.

Regulatory quality score.

- 0.52 by 2015

- 0.68

Government effectiveness

score.

- 0.30 by 2015

- 0.29

Performance Analysis and Lessons Learned

Development programming in Vietnam made progress toward achieving its targets and met one

of them; however, the country has made significant development advancement over the past

two decades and was upgraded to lower-middle income country status in 2010.

DFATD supported Vietnam’s efforts to improve policy transparency and clarify roles and

responsibilities associated with the development and implementation of economic legislation.

- These indicators were updated in 2012. They use a scale that ranges from -2.5 (weak) to 2.5 (strong). The

Regulatory quality score captures perceptions of the ability of the government to formulate and implement sound

policies and regulations that permits and promotes private sector development. Progress towards this target was

slightly weaker than expected.

- The Government Effectiveness score captures perceptions of the quality of public services, the quality of civil

service and the degree of its independence from political pressures, the quality of policy formulation and

implementation, and the credibility of the government’s commitment to such policies. Progress towards this target

was stronger than expected.

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 71

DFATD also contributed to improving the regulatory framework in key reform areas, such as the

banking sector, anti-corruption, state-owned enterprise management, and taxation.

Business licence reform in targeted areas contributed to estimated savings for businesses of

US$15 million per year in compliance costs. In support of private sector development, the

business registration process facilitated 306 new certificates of business registration in the Soc

Trang Province, 47 percent more than last year. A total of 80 SMEs and 1,368 household

businesses benefited from small-scale infrastructure projects that reduced transportation costs

to local markets by 20 percent.

DFATD funding enabled increased agricultural productivity and better food safety practices,

demonstrated by a 21.7-percent increase in agricultural revenues. More than 80,000 farmers

(25 percent women) were trained in new production technologies, environmentally sustainable

practices and pest management. DFATD’s support for high-yield and high-quality agricultural

and production models in the Hà Tinh Province helped lead to increased incomes of between

25 percent and 30 percent for 2,300 farmers.

Sub-Program 3.2.10: Other Low-income Countries Assistance Programs

Description: Programming in these countries is characterized by modest budgets and a targeted

focus on their development priorities in line with increasing food security, stimulating

sustainable economic growth, securing the future of children and youth, and supporting

governance.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

179,388,552

141,650,901

-37,737,651

Performance Results

Expected Results

Performance

Indicators

Targets

Results

Improved access to basic health

services, particularly for

underserved populations.

% of births attended by

skilled birth

attendants.

Increase in the %

for identified

countries by 2015.

Countries

Results

Year

Benin:

Burkina

Faso:

DRC:

Kenya:

Malawi:

Zimbabwe:

Zambia:

81.4

65.9

93.6

43.8

71.4

46.5

66.2

2012

2010

2012

2009

2010

2007

2011

Improved quality of primary

education for girls and boys.

Primary school

completion rates,

disaggregated by

gender.

Increase in rate

for identified

countries by 2015.

Qualitative reporting

provided below.

Improved agricultural productivity,

especially by women, youth and

other small holder farmers in

targeted countries.

# of farmers who

successfully increase

their production.

8 million by 2015

13.045 million

2013–14 Departmental Performance Report

72 Section 2: Analysis of Programs by Strategic Outcomes

Increased use of health services for

girls, boys, women and men.

Anti-retro therapy

coverage among

people with advanced

HIV infections.

Increase in

coverage for

identified regional

programs by 2015.

1.6 million patients

Performance Analysis and Lessons Learned

Over the past year, DFATD made a number of small, diverse and strategically targeted

investments in some low-income countries. Most programming is on track, with the following

key results for 2013-14.

 In Nigeria, contributions to government-led Maternal, Newborn and Child Health projects

provided essential services to 5.4 million pregnant women and 27 million children under

five. In partnership with other donors, Canada provided an estimated 2 million children (12

to 60 months of age) with deworming tablets and 850,000 pregnant women with blood-

building tablets.

 In Malawi, support for improved nutrition of mothers and children under five, and funding

for 277 metric tons of therapeutic food, contributed to the treatment of 31,086

malnourished children.

 In Kenya, Canada provided support for greater access to a safe learning environment for

3,000 children (1,675 girls) living in vulnerable regions, including refugee camps and

marginalized, drought-prone regions.

 In the Democratic Republic of Congo, Canada provided training for 97 male and female

members of management teams in health zones of targeted regions.

 In Burkina Faso, the use of financial centres for entrepreneurs and farmers increased loans

to $14 million by March 2014, more than $9 million above the initial target.

 In Benin, support for the Faîtière des caisses d'épargne et de crédit agricole mutuel du Bénin

has seen its savings volumes grow by 38.3 percent in four years to reach a total of

approximately $166 million in 2013, providing greater access to finance for agricultural

development.

 Investment via the Department’s Pan Africa Regional Development Division has permitted

the support to the Pan Africa Bean Research Alliance which has enabled over 13 million

farm households to increase their productivity as a result of better seeds, seed systems and

crop management techniques.

Program 3.3: Middle-income Countries

Description: Middle-income countries face challenges in sustainable economic growth and

development. Despite stronger economic and social foundations, they still face significant

inequality and poverty. This program delivers technical assistance to foster equal access to

economic opportunities and to strengthen local economies, to expand service delivery to reach

marginalized groups, and to build accountable, democratic institutions.

Budgetary Financial Resources (dollars)

Main Estimates

2013–14

Planned Spending

2013–14

Total Authorities

2013–14

Actual Spending

(authorities used)

2013–14 Difference

(actual minus

planned)

337,884,532

324,116,753

322,974,722

-14,909,810

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 73

Human Resources (FTEs)

Planned 2013–14

Actual 2013–14

Difference 2013–14

162

141

-21

Performance Results

Expected Results

Performance

Indicators

Targets

Results

More competitive local

economies, especially for

micro, small and medium-

sized enterprises, and

women-led enterprises in

poorer areas.

Level of integration

of micro, small, and

medium-sized

enterprises in local

and regional

markets, per country.

By 2015, achieve full

integration of

productive employment

and decent work (MDG

1.B).

Not available.

Increased access to quality

education for marginalized

female and male children

and youth, in particular

those living in remote

communities.

Total net ratio in

primary education,

both sexes.

By 2015, ensure that

boys and girls alike will

be able to complete a

full course of primary

school, by country

(MDG 2.A).

Countries

Results

Year

Bolivia:

Columbia:

Honduras:

Indonesia:

Peru:

Ukraine:

86.8

86.5

95.3

93.5

98.4

2011

2012

2013

2012

Strengthened citizen

participation to sustain social

and economic progress.

World Bank

Accountability Score.

By 2015, further

develop an open, ruled-

based, non-

discriminatory system,

by country (MDG 8.A).

Countries

2007

2012

Bolivia:

Columbia:

Honduras:

Indonesia:

Peru:

Ukraine:

0.00

-0.18

-0.24

-0.07

0.06

0.04

-0.13

-0.11

-0.51

0.03

0.07

-0.29

Performance Analysis and Lessons Learned

In 2013-2014, DFATD met, or is on track to meet, most development targets for middle-income

countries. Progress toward sustainable economic growth was evident through increased

international investment in countries such as Bolivia, Honduras and Peru. Agricultural sales

increased in Honduras by $450,000 more in revenues and the Caribbean Region saw an increase

of $329,518 in the value of exports.

To help secure better futures for children and youth, DFATD committed to many short- and

long-term investments in children’s health and education. In Colombia, DFATD programs

supported 61,341 at-risk children and adolescents recruited for armed action as they sought

protection from violence and exploitation. In Bolivia, 1,175 health clinic personnel and 643

community volunteers were trained to improve nutritional outcomes for mothers, newborns

and children.

- Sub-program and Sub-sub-program allocation excludes 37 FTEs for branch corporate services allocated to Middle-

income Countries.

- Result for the Caribbean Region was not available.

- http://info.worldbank.org/governance/wgi/index.aspx?fileName=va.pdf#doc

- Results for the Caribbean Region were not available for both 2007 and 2012.

2013–14 Departmental Performance Report

74 Section 2: Analysis of Programs by Strategic Outcomes

Through development programming, public services, governance and democratic transparency

have also improved across many middle-income countries. For example, the Juvenile Justice

Reform Project was implemented in Ukraine’s judicial system.

Sub-Program 3.3.1: Bolivia

Description: This sub-program supports the future of children and youth in Bolivia with a focus

on maternal and child health, as well as initiatives to stimulate sustainable economic growth

focused on skills training, business development and effective partnerships between non-

governmental organisations, extractive sector companies and communities.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

13,998,696

13,433,431

-565,265

Performance Results

Expected Result

Performance Indicator

Target

Result

Increased consumption of

micronutrients trough complementary

and fortified food supplements in the

target population.

% of children between 6 and 23 months

who receive and consume micronutrients in

powder.

60% by

2015

72%

Performance Analysis and Lessons Learned

In 2013-14, development programming in Bolivia exceeded its target focused on improving

maternal and child health, with the percentage of children between six months and 23 months

who received and consumed micronutrients increasing from 37 percent in 2007 to 72 percent in

2013. A total of 852 health professionals were trained to better implement health monitoring

systems.

DFATD supported equal access to economic opportunities through the targeted provision of

technical assistance, including training on the cultivation, production and processing of export-

oriented crops for 391 families. With this support, 4,149 women improved their access to

productive resources (e.g. markets, property, credit and technology) and formal employment.

Sub-Program 3.3.2: Caribbean Region

Description: This sub-program supports sustainable economic growth with a focus on

accountable public institutions, entrepreneurship, and connectivity to markets, as well as

enhancing security through strengthening the rule of law and reducing vulnerability to natural

disasters.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

42,463,324

40,501,502

-1,961,822

-9

Performance Results

Expected Result

Performance Indicators

Targets

Results

Improved business

development and

increased trade

Amount of private sector

investment in infrastructure related

to public-private partnerships.

$US150 million by

2015

$US50 million

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 75

and economic

activities.

Gender breakdown of male and

female in senior management

positions in Caribbean SMEs.

Minimum 5% increase

in females

participating in

COMPETE by 2014.

Not available.

Performance Analysis and Lessons Learned

Development programming in the Caribbean region is on track to meet targets to support equal

access to economic opportunities, and to create the conditions for more competitive and

inclusive local economies in the Caribbean region.

With DFATD support, the Compete Caribbean partnership helped strengthen several

investment/export promotion agencies in the region, resulting in an increase in FDI and

employment. For example, the Eastern Caribbean Trading Agriculture and Development

Organization increased its exports to the United Kingdom, at a retail value of $329,518. Through

support from the International Monetary Fund to the Caribbean Technical Assistance Centre

(CARTEC), regulatory capacities in the credit union sectors are enabling the creation of credit

union acts in three Eastern Caribbean countries. DFATD is supporting Caribbean countries in

their private sector development through over $19 million in funding for the Partnership for

CARICOM Private Sector Development initiative, implemented by the World Bank Group’s

International Finance Corporation.

Canadian community colleges established partnerships with community colleges in ten

Caribbean countries, strengthening their ability to deliver technical and vocational education

and training. For example, the CARTEC project is improving Public Financial Management in the

Caribbean through technical assistance, internships and training programs.

Sub-Program 3.3.3: Colombia

Description: This sub-program supports the future of children and youth in Colombia, focusing

on increasing access to basic education and protection of human rights, as well as stimulating

sustainable economic growth with a focus on effective corporate social responsibility.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

33,461,644

32,017,523

-1,444,121

-3

Performance Results

Expected Result

Performance Indicator

Target

Result

Increased social and economic benefits for

the most vulnerable groups from

environmentally sustainable social and

economic development of their

communities.

# of vulnerable and at-risk youth actively

involved in economic development

opportunities.

3,600 by

2015

2,211

Performance Analysis and Lessons Learned

While development programing in Colombia did not meet its target for involvement of at-risk

youth in economic development opportunities, substantial progress was achieved. DFATD

supported the reintegration of 5,517 out-of-school children and adolescents back into the

- This performance indicator is no longer being tracked by the implementing partner.

2013–14 Departmental Performance Report

76 Section 2: Analysis of Programs by Strategic Outcomes

formal education system, with an additional 2,415 students benefiting from flexible education

models tailored to their needs.

Progress was made towards providing at-risk youth with economic development opportunities

with 2,211 youth with technical and vocational training in conflict-affected rural areas of the

Nariño Department.

Support services were provided to 39,843 children, adolescents and lactating/pregnant women

affected by armed conflict and natural disasters. 5,809 internally displaced households received

better access to public services including water, sanitation, education and health services.

To increase security and stability, 70,998 children and adolescents at-risk of recruitment by

armed groups were assisted in protecting themselves from violence and abuse. In the Nariño

Department, 2,840 youth were trained in leadership and decision-making and they now

participate in anti-violence protection networks.

DFATD also supported improved production and commercialization of agricultural products for

1,882 families. Production improvements included an 80 percent increase in yield for pepper

producers in the conflict-affected Putumayo Department.

Sub-Program 3.3.4: Honduras

Description: This sub-program supports food security and securing the future of children and

youth, particularly in rural areas.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

30,091,297

28,473,743

-1,617,554

Performance Results

Expected Result

Performance Indicators

Targets

Results

Improved delivery of quality

basic education.

% of children who successfully complete grade

100% by

2015

81%

# of school days per year.

200 by 2015

200

Performance Analysis and Lessons Learned

In 2013-14, development programming in Honduras made good progress toward meeting

performance targets through improving the delivery of quality education. In partnership with

the Government of Honduras, a sustained focus on education sector governance contributed to

DFATD reaching its goals.

DFATD provided assistance to the education system that helped improve standardized test

scores. Graduation rates have increased to 81 percent in 2013 from 69 percent in 2000. The

percentage of grade 6 graduates declined by 9 percent; however, the level of over 13 year old

students was high in the previous year, suggesting repeat students.

In the area of food security, through DFATD support, 1,106 new producers (38 percent women)

were trained in crop management and water and soil conservation. In support of sustainable

coffee production in Honduras, DFATD enabled lines of credit for 23 cooperatives, leading to

increased coffee production on 1,521 hectares of land, benefiting 805 families.

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 77

Through the WFP, micronutrients were provided to 14,229 children under the age of two, and

micronutrients and food rations were provided to 4,153 pregnant and lactating women.

Through contributions to health care services, 30,258 adolescents had better access to age- and

gender-sensitive services, and 420 health care workers received training in topics ranging from

gender equality to HIV/AIDS prevention.

Sub-Program 3.3.5: Indonesia

Description: This sub-program supports sustainable economic development in response to

country-identified development priorities.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

23,655,704

22,490,017

-1,165,687

-2

Performance Results

Expected Results

Performance Indicators

Targets

Results

Improved planning and

implementation of economic

development programs and

strategies by provincial and district

governments in targeted areas.

Local government public financial management

assessment scores.

80% by

2013

66.25%

Level of vendor satisfaction with the

procurement system (on a 10-point scale).

5.84 by

2013

5.6

Improved natural resource

management and sustainable use

of selected watersheds and

community-based forests that

generate and protect incomes for

the poor.

% increase of income in 1,200 poor households

in targeted area.

100% by

2015

49%

# of market-oriented agroforestry-based

enterprises developed.

100 by

2016

Performance Analysis and Lessons Learned

Development programming in Indonesia made progress toward achieving its performance

targets over the past year. DFATD, in support of Indonesia’s Corruption Eradication Commission,

focused on preventing corruption at the local level, thereby increasing public satisfaction with

local government procurement, administration and licensing. With DFATD’s assistance, local

governments in ten districts/cities met minimum service standards for health and education

service delivery.

In support of sustainable economic development, DFATD helped Indonesia advance towards

compliance with the Extractive Industries Transparency Initiative, as well as develop and

implement Watershed Management Plans to encourage sustainable use of Indonesia’s vast

natural resource base. Training was provided to over 5,700 local governments and civil society

organizations to increase their respective capacities to carry out gender-responsive planning and

budgeting.

Sub-Program 3.3.6: Peru

Description: This sub-program supports securing the future of children and youth in Peru and

sustainable economic growth in response to country-identified development priorities.

2013–14 Departmental Performance Report

78 Section 2: Analysis of Programs by Strategic Outcomes

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

18,091,999

17,348,435

-743,564

Performance Results

Expected Result

Performance Indicator

Target

Result

Improved efficiency of basic

education for children and youth

of both sexes in rural areas.

% of students from rural areas that complete

primary school within the prescribed time

frame.

80% by

2015

65.8%

(62.7% boys,

69% girls)

Performance Analysis and Lessons Learned

Over the past year, development programming in Peru made good progress toward meeting its

performance target in support of securing a better future for children and youth. Despite

progress against education targets, a setback in the 2013 graduation rate for boys occurred as a

result of an economic slowdown. DFATD is working to address structural issues, such as the low

capacity of teachers and student absences during seasonal work. A total of 3,000 officials were

trained to provide quality primary education, and 140 officials trained to support the graduates’

transition to the formal labour market. Investments in intercultural bilingual education helped

62,324 indigenous children living in the Andes and the Amazon regions receive better quality

education.

Progress was made in support of sustainable economic growth with the issuance of over 2,600

microloans to the owners of micro, small and medium-sized enterprises (MSMEs), and business

development support for 789 MSMEs working in the extractive sector. DFATD supported greater

transparency in the extractive sector to ensure revenues are used to provide basic services to

Peruvians. As a result, 88,000 impoverished Peruvians are benefiting from improved

infrastructure and access to public services. Recognizing the significant role played by women in

the management of natural resources, conflict resolution training was provided for 1,963

women, contributing to a decreased number of active conflicts in Peru for the first time in five

years.

Through the Canada-Peru G-7 Partnership for Extractives and Transparency, in 2013-2014

Canada has provided technical support to thirty Peruvian municipalities. This funding enhanced

their capacity to better manage mining royalties, benefitting as many as 183,466 citizens due to

the execution of 139 public projects in prioritized areas including education, health and

infrastructure.

Sub-Program 3.3.7: Ukraine

Description: This sub-program provides technical cooperation to increase democratic

governance, rule of law and economic opportunities for Ukrainians and reflects Government of

Canada development priorities in Ukraine prior to the change in Government in Ukraine in 2014.

Since then, Canadian assistance has been augmented to include support for Ukraine’s stability

and security, particularly in the wake of Russian and Russian-sponsored aggression aimed at

undermining Ukraine’s country’s democratic future, along with Ukrainian sovereignty and

territorial integrity.

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 79

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

23,157,623

22,211,976

-945,647

-3

Performance Results

Expected Results

Performance Indicators

Targets

Results

Increased competitiveness of

Ukrainian SMEs and small hold

farmers.

% of SMEs sales/revenues

of overall revenues, per

oblast.

Zaporizhia: 20%

Ivano-Frankivsk: 23%

By 2016

Zaporizhia: 43.7%

Ivano-Frankivsk: 23%

Improved business enabling

environment for Ukrainian

women and men.

# of SMEs registered per

10,000 people, per oblast.

Zaporizhia: 87

Ivano-Frankivsk: 70

Lviv: 95

By 2016

80 (National

average)

Performance Analysis and Lessons Learned

Significant progress was achieved over the past year through development programming in

Ukraine. Recognizing the importance of economic growth for governance and stability in

Ukraine, DFATD supported the efforts of SMEs to improve their productivity by adopting value-

chain principles and organizing cooperatives to increase access to credit and improve

competitiveness. Support for agricultural initiatives helped an estimated 10,200 small holder

farmers increase production, including a 20-percent increase for dairy farmers and a 70-percent

increase in income for horticulture farmers.

Technical assistance from DFATD helped create economic development agencies and business

support centres in select cities, with the World Bank now ranking Ukraine 112 out of 189

countries in its 2014 ease of doing business index. DFATD supported a Research and Policy

Dialogue Initiative on Migration and Remittances aimed at raising Ukrainian policy-makers’

awareness of remittances as a potential source of investment.

In support of Ukraine’s democratic path, the Canadian Government supported the deployment

of 26 Canadian election observers as part of an independent Canadian mission to monitor and

report upon the repeat parliamentary elections of 5 districts across Ukraine in December 2013.

For the Presidential election in May of 2014 the Canadian government deployed 126 election

observers with the Organization for Security and Co-operation in Europe and 128 independent

Canadian election observers to ensure the democratic will of Ukraine was recognized and free of

interference. DFATD also supported the Central Electoral Commission with the production of

new elections training manuals that were distributed to 100,000 election commissioners and

assisted in the development of an online training system for 6,000 commissioners ahead of the

May 2014 Presidential elections.

DFATD worked with the Ukrainian judicial system to improve the capacity of over 350 judges

and stakeholders in dealing with juvenile issues, a successful initiative that is now being

implemented throughout Ukraine. In support of Ukrainian governance, the department assisted

Ukraine in its reform of legislation related to public access to information and broadcasting.

- Disaggregated performance results no longer available as such, national average data was used.

2013–14 Departmental Performance Report

80 Section 2: Analysis of Programs by Strategic Outcomes

Sub-Program 3.3.8: Other Middle-income Countries Assistance Programs

Description: Programming in these countries and regions is characterized by targeted initiatives,

aligned with their development priorities, focused on increasing food security, stimulating

sustainable economic growth, securing the future of children and youth, and supporting

democratic governance.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

146,243,646

139,777,496

-6,466,150

-5

Performance Results

Expected Results

Performance

Indicators

Targets

Results

Improved accountability of

select government

institutions and civil society

organizations.

World Bank Voice

and Accountability

Score

Improvement

in the score

for identified

countries by

2015.

Countries

2007

2012

Cuba:

Egypt:

Guatemala:

Jordan:

Morocco:

Nicaragua:

Philippines:

South

Africa:

Sri Lanka:

-1.84

-1.12

-0.20

-0.65

-0.73

-0.24

-0.11

0.57

-0.43

-1.43

-0.74

-0.39

-0.73

-0.61

-0.53

0.04

0.56

-0.60

Increased agricultural

productivity and distribution.

Per Capita

Agricultural

Production Index

Improvement

in the index

for identified

countries by

2015.

Countries

Gross, 2012

Net, 2012

Cuba:

Guatemala:

Nicaragua:

95.22

112.88

120.81

99.29

112.43

122.17

Performance Analysis and Lessons Learned

In 2013-14, development programming in middle-income countries continued to provide

targeted support for sustainable economic growth programming, principally through partners.

Support for the development of enabling business and investment environments is one of many

successes this year. In the Philippines, improvements to the business registration process in

seven target cities provided an estimated $14.2 million in private sector savings in 2013.

DFATD supported a number of Public Private Partnership infrastructure projects in middle-

income countries, including the establishment of APEC’s Public Private Partnership Centre in

Indonesia, which is designed to facilitate greater private investment in infrastructure. The

Centre receives guidance and assistance from an expert advisory panel co-chaired by Canada

(DFATD). Resulting projects will contribute to sustainable economic growth and could lead to

commercial opportunities for Canadians.

The expansion of local and private sector development in Sri Lanka helped to increase incomes

from approximately $16 to $80 per month by providing training to nearly 3,300 marginalized Sri

Lankans, approximately 44 percent of whom were women.

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 81

Program 3.4: Global Engagement and Strategic Policy

Description: DFATD engages with multilateral and international organizations to advance

Canadian development and humanitarian priorities. These partners have the capacity, expertise,

and mandate to address global challenges, achieve sustainable development results, including in

fragile and conflict-affected states, and respond effectively and efficiently in humanitarian

crises. Initiatives supported by this program help Canada shape international development

policy, promote an effective and efficient multilateral development and humanitarian system,

and address global problems.

Budgetary Financial Resources (dollars)

Main Estimates

2013–14

Planned Spending

2013–14

Total Authorities

2013–14

Actual Spending

(authorities used)

2013–14 Difference

(actual minus

planned)

955,135,772

1,145,186,733

1,143,250,475

188,114,703

Human Resources (FTEs)

Planned 2013–14

Actual 2013–14

Difference 2013–14

223

194

-29

Performance Results

Expected Results

Performance Indicators

Targets

Results

Increased effectiveness of Canadian

development cooperation through

engagement with, and investment

in, multilateral and global

organizations, to address

humanitarian and development

challenges.

Progress in global food

security, health, education,

and employment rates in

developing countries by

2015.

Targets for

the MDG 1

to 6, by

country.

Significant progress,

with some targets

already met ahead of

2015 deadline. See UN

report

Increased ability to advance

Canada’s development priorities in

Canada and globally.

Evidence of Canadian

influence in shaping the

international development

agenda.

Qualitative

reporting.

Qualitative reporting

provided below.

Coherence between aid and

non-aid policies within

multilateral organizations.

Qualitative

reporting.

Qualitative reporting

provided below.

Performance Analysis and Lessons Learned

Under this program, substantial progress was made over the past year, with some targets being

met ahead of the Millennium Development Goals (MGD) 2015 deadline. The United Nations

(UN) publishes progress reports

vii

for nine regions on their achievements towards selected

targets.

Canada continues to advocate for maternal, newborn and child health to remain a significant

goal as part of the post-2015 agenda. This goal was advanced through planning and

implementation efforts related to the Toronto Saving Every Women, Every Child: Within Arm’s

- Sub-program and Sub-sub-program allocation excludes 88 FTEs for branch corporate services allocated to Global

Engagement and Strategic Policy.

2013–14 Departmental Performance Report

82 Section 2: Analysis of Programs by Strategic Outcomes

Reach conference which was hosted by the Prime Minister and attended by Melinda Gates, the

Queen of Jordan and the leading Canadian partners of the MNCH network.

Canada played a strong role in bringing accountability and results to the forefront of discussions

with many global partners, as reflected in the annual G-8 accountability report. DFATD also

successfully persuaded G-20 members to explore the use of innovative financing mechanisms to

lower remittance costs to developing countries.

Canada’s views on modernizing the definition of Official Development Assistance, shaping the

post-2015 development agenda, and advancing the Global Partnership for Effective

Development Co-operation influenced outcomes for the UN Open Working Group on

Sustainable Development and the OECD’s Development Assistance Committee. DFATD

undertook extensive consultations to prepare a whole-of-government approach to engagement

on the post-2015 development agenda. Canadian funding to the United Nations Development

Programme supported global consultations on education interventions contributing to the post-

2015 program development process.

Sub-Program 3.4.1: International Development Policy

Description: This sub-program leads Canada’s international development policy, including

poverty reduction, gender equality, environmental sustainability, health and education,

economic growth, food security and nutrition, governance, fragility and conflict, and human

rights. It represents and promotes Canada’s positions on these issues in international forums

such as at the United Nations and the Organisation for Economic Co-operation and

Development’s Development Assistance Committee.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

13,842,534

16,064,218

2,221,684

106

-12

Performance Results

Expected Result

Performance Indicator

Target

Result

Strengthened evidence-based

decision making in the DFATD priority

areas.

% of programs that integrate at least one

thematic priority in their programming.

100%

Performance Analysis and Lessons Learned

The International Development Policy sub-program met its performance target for 2013-14,

with all bilateral country Official Development Assistance programs addressing at least one

thematic priority. Over the past year, a focus was placed on improving the quality of evidence

used to inform decision making on development programming.

DFATD has enhanced the impact of its international development assistance by leveraging

partnerships and increasing coherence between development programming and foreign policy

and trade objectives. DFATD prepared for the first high-level meeting of the Global Partnership

for Effective Cooperation, including developing a new approach to development partnerships

with civil society and engagement with the private sector. Progress was also made in advancing

Canadian positions in preliminary discussions on the post-2015 development agenda.

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 83

Sub-Program 3.4.2: Multilateral Strategic Relationships

Description: This sub-program focuses on strategic relationships with multilateral and

international organizations. Long-term institutional support and funding enables Canada to pool

resources with other member states and achieve more through collective efforts.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

601,698,961

717,861,599

116,162,638

-14

Performance Results

Expected Result

Performance

Indicator

Targets

Results

Increased alignment

between

programming of

multilateral

development

organizations and

developing country

national plans for

poverty reduction

strategies.

Progress on

commitments to the

international aid

effectiveness

agenda, namely the

Paris Declaration.

85% of aid flows to

government sectors

reported in recipient

governments’ budgets as

per the Paris Declaration.

Paris Declaration target not

met - only 63% of aid reported

in recipient countries budgets.

Multilateral Organisation

Performance Assessment

Network (MOPAN) target is

improvement over previous

assessment for each

multilateral organization.

MOPAN target met - Progress

toward alignment, meeting its

target, with improvements

over previous assessments for

organizations assessed in

2013.

Performance Analysis and Lessons Learned

DFATD remains committed to ensuring that its multilateral efforts support the priorities of

recipient countries and make use of existing country systems and procedures that are working

effectively. To reduce costs and maximize results, DFATD encouraged its multilateral partners to

focus on their core priorities, taking into account their particular areas of expertise at the

country and international levels.

In 2013-14, DFATD continued to enhance the effectiveness of its multilateral investments

through the Multilateral Organisation Performance Assessment Network (MOPAN) initiative.

Data collected by MOPAN over the past year demonstrated improved alignment of its

programming with developing country strategies, meeting its target with improvements over

previous assessments. The Paris Declaration target of ensuring that 85 percent of aid flows for

the government sector were captured in partner government budgets was not met as a result of

challenges in coordinating reporting from national governments, donor governments and

multilateral organizations. For countries reporting on this indicator in 2013, 63 percent of

scheduled development cooperation funding for the government sector was reflected in

developing countries’ national budgets, an increase from 57 percent in 2010.

In July 2013, DFATD published A Review of African Development Bank (AfDB) Program

Evaluation Reporting

viii

from 2007 to 2012. The preliminary findings indicated that the

evaluations included in the review did not provide an adequate level of coverage of the AfDB’s

program-level development results. The AfDB demonstrated a clear commitment to addressing

- The actual FTEs used to deliver results for this sub-program are indicated at the program level 3.4.

2013–14 Departmental Performance Report

84 Section 2: Analysis of Programs by Strategic Outcomes

challenges related to the frequency, quality, usefulness and methodology of the evaluations. A

similar evaluation of the Inter-American Development Bank is under way.

Sub-sub-program 3.4.2.1: International Financial Institutions

Description: This sub-sub-program involves the provision of long-term institutional support to

International Financial Institutions, which is governed by the International Development

(Financial Institutions) Act. This includes organizations such as the African Development Bank,

the Asian Development Bank, the Caribbean Development Bank, the Inter-American

Development Bank, and the International Fund for Agricultural Development, the Global

Environment Facility and the Multilateral Fund for the Implementation of the Montreal Protocol.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

246,592,694

321,514,561

74,921,867

-9

Performance Results

Expected Result

Performance

Indicators

Targets

Results

Improved

conditions for

economic

growth in

developing

countries (e.g.

improved

infrastructure,

private sector

development,

and agricultural

development).

Level of access by

developing countries

to infrastructure as

measured by

indicators such as:

improved water

source, rural (% rural

population with

access) and electric

power consumption

(kWh per capita).

Improved water source (rural)

East Asia & Pacific:

Europe & Central Asia:

Latin America &

Caribbean:

Middle East & N.

Africa:

Sub-Saharan Africa:

81.4%

89.4%

79.7%

80.1%

46.8%

East Asia & Pacific:

Europe & Central Asia:

Latin America &

Caribbean:

Middle East & N.

Africa:

Sub-Saharan Africa:

84.6%

88.8%

82.3%

82.7%

52.5%

Electric power (kWh per capita)

Electric power (kWh per

capita)

East Asia & Pacific:

Europe & Central Asia:

Latin America &

Caribbean:

Middle East & N.

Africa:

Sub-Saharan Africa:

1973

4046

1906

1494

531

East Asia & Pacific:

Europe & Central Asia:

Latin America &

Caribbean:

Middle East & N.

Africa:

Sub-Saharan Africa:

2582

2955

1985

1696

535

Level of access by

developing countries

to capital markets as

measured by

indicators such as

foreign direct

investment (FDI), net

inflows (balance of

FDI, net inflows (in billion US$)

FDI, net inflows (in US$)

East Asia & Pacific:

Europe & Central Asia:

Latin America &

Caribbean:

Middle East & N.

Africa:

Sub-Saharan Africa:

101.4

86.2

76.6

27.8

East Asia & Pacific:

Europe & Central Asia:

Latin America &

Caribbean:

Middle East & N.

Africa:

Sub-Saharan Africa:

385

40.7

156.6

1.8

10.3

- The actual FTEs used to deliver results for this sub-sub-program are indicated at the program level 3.4.

- Improved water source figures show the percentage of the overall population using an improved drinking water

source, prevented from contamination. The Electrical power consumption figure refers to energy power consumed

per capita calculating energy loss during transmission from power plant to distribution to homes by kilowatt per hour.

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 85

payment, current

US$); domestic credit

provided by banking

sector (percentage of

gross domestic

product).

Domestic credit provided by

banking sector

Domestic credit provided by

banking sector

East Asia & Pacific:

Europe & Central Asia:

Latin America &

Caribbean:

Middle East & N.

Africa:

Sub-Saharan Africa:

134.1%

47.9%

67.1%

40.7%

78.9%

East Asia & Pacific:

Europe & Central

Asia:

Latin America &

Caribbean:

Sub-Saharan Africa:

141.5%

64.3%

71.7%

78.9%

Performance Analysis and Lessons Learned

In 2013-14, DFATD continued to support international financial institutions to enable sustainable

economic growth in developing countries. This sub-sub program partly achieved its expected

results focusing on private sector and agricultural advancement. For instance, in 2013, the Inter-

American Development Bank trained over 22,000 public trade officials and private

entrepreneurs in trade and investment, supported five regional and sub-regional integration

agreements and cooperation initiatives, and financed over 1,300 international trade

transactions. The Asian Development Bank provided 831,000 borrowers, mostly women, with

microfinance loans and enhanced the quality of education for more than 19 million students in

2013.

DFATD’s support for the World Bank Group’s Facility for Investment Climate Advisory Services

helped to implement 74 investment climate reforms in developing countries in 2013, of which

two thirds targeted Sub-Saharan Africa. Reduced red tape lowered the cost of compliance by

least $30 million, and industry-specific reforms led to over $328 million in new investment.

International financial institutions also directly promote economic growth through their private

sector operations in developing countries. For example, DFATD is a member of the Multilateral

Investment Fund of the Inter-American Development Bank which provides technical assistance,

loans and equity investments to support private-sector led development projects in Latin

America and the Caribbean. These projects provide low-income populations with basic services,

access to finance and markets, as well as employment skills.

Sub-sub-program 3.4.2.2: International Development Institutions

Description: This sub-sub program activity provides long-term institutional support to

international development organizations, such as the United Nations Development Programs

and UNICEF. It also supports sector-focused global organizations like the Global Fund to Fight

AIDS, Tuberculosis and Malaria and the Consultative Group on International Agricultural

Research.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

250,932,616

280,001,445

29,068,829

-1

- Foreign direct investment (FDI) figures refer to investment flow into the country through FDI and external

interest. The domestic credit provided by the banking sector represents the amount of domestic credit that

contributes to overall GDP.

- Results for the Middle East & North Africa Region were not available.

- The actual FTEs used to deliver results for this sub-sub-program are indicated at the program level 3.4.

2013–14 Departmental Performance Report

86 Section 2: Analysis of Programs by Strategic Outcomes

Performance Results

Expected Results

Performance Indicators

Targets

Results

Improved conditions

for social

development

(including education

and health) in

developing countries.

Human Development

Index (HDI) value for

developing countries, by

region.

Arab States:

East Asia & Pacific:

Europe & C. Asia:

South Asia:

Latin America &

Caribbean:

Sub-Saharan Africa:

0.588

0.643

0.702

0.516

0.704

0.389

Arab States:

East Asia & Pacific:

Europe & C. Asia:

South Asia:

Latin America &

Caribbean:

Sub-Saharan Africa:

0.652

0.683

0.771

0.558

0.741

0.475

Strengthened

coherence of UN

programming at the

country level.

# of countries in which

the UN and host

government have

adopted a consolidated

program and resource

framework for the UN

system aligned with

national priorities and

plans

Performance Analysis and Lessons Learned

This sub-sub-program exceeded its expected results in 2013-14, with conditions improving for

social development, including education and health, in developing countries in targeted regions.

The UN reported the creation of 6.5 million jobs in developing countries and increased access to

emergency obstetric care in 34 countries in 2013. DFATD contributed to improved coherence of

UN programming, with 36 countries adopting a “Delivering as One” approach to UN

development assistance.

DFATD maintained its long-standing support to UNICEF, supporting the provision of health

services for more than 8.7 million children under the age of five over the past year. DFATD

played a leadership role in transforming the funding model of the Global Fund to Fight AIDS,

Tuberculosis and Malaria to improve the impact of the organization’s investments.

Support was provided to the Consultative Group on International Agricultural Research in

achieving sustainable food security and reducing poverty in developing countries through

research and innovation. As a result, 385,153 additional farmers are now using new agricultural

technologies and innovations, such as improved crop varieties and land management practices.

Sub-sub-program 3.4.2.3: Political Organizations

Description: This sub-sub-program involves the provision of long-term institutional support to

several political organizations as a member of both the Commonwealth and the Francophonie.

DFATD actively engages with these organizations, including through participating in their

governing bodies and policy dialogues, and providing strategic advice aimed at improving their

effectiveness.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 87

7,359,795

8,400,000

1,040,205

Performance Results

Expected Results

Performance Indicators

Targets

Results

Enhanced democratic

governance in developing

member countries of the

Commonwealth and La

Francophonie.

% of elections that take place in

developing member countries that are

judged to be free and fair (pertains only

to countries where the organization has

deployed an observation mission).

50%

45%

Improved access to

secondary and tertiary

education in developing

member countries of the

Commonwealth and La

Francophonie.

% of overall secondary and tertiary

enrolment in developing member

countries.

Secondary:

68% Tertiary:

27%

Commonwealth:

Secondary: 69%

Tertiary: 15%

La Francophonie:

Secondary: 61%

Tertiary: 21%

Performance Analysis and Lessons Learned

This sub-sub program is making good progress toward achieving its expected results. Over the

past year, the Organisation Internationale de la Francophonie (OIF) supported countries of La

Francophonie undergoing crises and democratic transition. Action plans for the Central African

Republic were developed in support of the promotion of human rights, justice and fair elections.

The OIF also continued electoral support activities in the Central African Republic, Comoros,

Guinea, Guinea-Bissau, Madagascar, Mali and Togo.

DFATD continued to assist with the Commonwealth of Learning initiatives aimed at improving

access to learning using distance and technology-based approaches, such as Scaling Up Support

for Lifelong Learning for Farmers in Sub-Saharan Africa. This is increasing learning opportunities

for hard-to-reach small holder farmers, particularly women, who have limited access to

education and vocational training.

Sub-sub-program 3.4.2.4: Humanitarian Assistance Organizations

Description: This sub-sub-program involves the provision of long-term institutional support to

humanitarian assistance organizations, including the WFP, the Canadian Foodgrains Bank, the

International Committee of the Red Cross, the UN High Commissioner for Refugees, and the

United Nations Office for the Coordination of Humanitarian Affairs. These organizations provide

emergency goods and services, including water and sanitation, food, shelter, medical care, and

protection for populations afflicted by conflict and/or natural disasters.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

96,813,856

107,945,593

11,131,737

-4

Performance Results

Expected Result

Performance Indicator

Target

Result

- The actual FTEs used to deliver results for this sub-sub-program are indicated at the program level 3.4

- The actual FTEs used to deliver results for this sub-sub-program are indicated at the program level 3.4.

2013–14 Departmental Performance Report

88 Section 2: Analysis of Programs by Strategic Outcomes

Strengthened capacity of the

International Humanitarian

System to respond to

humanitarian crises.

% of Humanitarian Coordinator Pool members

trained on using international law and

protection in humanitarian coordination, and

in working with UN and non-UN partners.

75%

100%

Performance Analysis and Lessons Learned

In 2013-14, the Humanitarian Assistance Organizations sub-sub program exceeded its

established performance target, with 100 percent of Humanitarian Coordinator Pool members

being fully trained. Spending on humanitarian institutions was higher than planned this year due

to an increase in needs and global crises, such as South Sudan, Central African Republic and

Syria.

Sub-Program 3.4.3: Multilateral and Global Programming

Description: This sub-program involves programming with multilateral organizations and

international initiatives to address global problems such as communicable diseases, the

environment, and sustainable economic growth. DFATD engages directly with these

organizations to ensure effectiveness, provides strategic policy advice, and ensures that they

receive periodic independent evaluations or assessments.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

326,891,138

396,621,519

69,730,381

-3

Performance Results

Expected Result

Performance Indicator

Target

Result

Enhanced coherence between

supported multilateral and global

programming and DFATD’s

priorities.

% of alignment between DFATD

priorities, and DFATD-supported

multilateral and global programming.

100%

Performance Analysis and Lessons Learned

Over the past year, this sub-program met its target with 100 percent of the primary multilateral

organizations receiving DFATD funding, ensuring their programming supported DFATD priorities.

In 2013-14, DFATD continued to deliver on commitments under the New Alliance for Food

Security and Nutrition to support agriculture programming in Ethiopia, Ghana and Senegal,

helping small holder farmers increase their productivity and benefit from improved market

access. Canada has taken a leadership role, on behalf of G7 countries, to support Senegal in

joining the New Alliance and developing its Cooperation Framework in November 2013. To date,

close to half a billion dollars in pledges from international and Senegalese private sector

investors have been made in support of this work.

DFATD worked with multilateral partners and donors to improve small holder farmers’ economic

resilience to extreme climate conditions and increase their use of improved seeds, fertilizers and

new crop production methods. DFATD helped promote climate-smart agriculture in Bangladesh

by introducing more than 310,000 farmers to new, climate-adaptive production technologies

and agronomic practices.

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 89

Canada invested in health through UN agencies, training 6,629 health care providers in quality

maternal, neonatal and emergency obstetric care. In addition, 141 maternal clinics were

provided with equipment and materials in the Democratic Republic of Congo and six districts in

Zimbabwe received emergency obstetrics commodities. This includes $15 million to the World

Health Organization (WHO) to address emerging health crises plus additional funding provided

in the current fiscal year (2014-15) to address the Ebola crisis, including $6.3 million to the WHO

($750,000 of which is in-kind support), $1.7 million to Médecins sans Frontières and $305,000 to

the International Red Cross and Red Crescent Societies.

In its spring 2013 report, the Auditor General of Canada concluded that the former CIDA’s

funding allocations were consistent with government priorities. In response to

recommendations from this report, DFATD is working with partners to ensure that complete

reporting on results achieved through core funding is available, and that reporting on Official

Development Assistance is improved.

Sub-sub-program 3.4.3.1: Health Programming

Description: This sub-sub-program involves the provision of funding to multilateral/international

organizations and global initiatives for health programming. DFATD’s multilateral and global

health programs focus on preventing and treating major diseases such as HIV/AIDS, tuberculosis

and malaria, and on addressing maternal, newborn and child health through improved nutrition,

strengthening health systems, and reducing the burden of leading diseases.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

224,545,842

282,517,402

57,971,560

-3

Performance Results

Expected Results

Performance Indicators

Targets

Results

Increased use of

prevention and treatment

services for major diseases

affecting poor people in

developing countries.

# of regions which have met MDG

targets for HIV/AIDS, Malaria, and

Tuberculosis (MDG 6).

9 by

2015

The HIV/AIDS target is

already met or is on track to

be met in 3 out of 9 regions

by 2015.

The tuberculosis target is

already met or is on track to

be met in 5 out of 9 regions

by 2015.

Of the 103 countries that

had ongoing malaria

transmission in 2000, 59 are

meeting the MDG goal of

- Prior to 2015, DFATD will report on the number of regions for which the target is already met or is expected to be

met by 2015. There are 9 regions in total. The data sources used to report results achieved is the “Millennium

Development Goals: 2013 Progress Chart”, which can found at http://www.un.org/millenniumgoals/pdf/report-

2013/2013_progress_english.pdf.

- Northern Africa, Sub-Saharan Africa, Eastern Asia, South-Eastern Asia, Southern Asia, Western Asia, Oceania,

Caucasus & Central Asia, Latin America & the Caribbean.

2013–14 Departmental Performance Report

90 Section 2: Analysis of Programs by Strategic Outcomes

reversing the incidence of

malaria.

65 & 66

Increased utilization of

basic healthcare services

by mothers and children in

developing countries.

# of regions which have met MDG

Target 4.A: Reduce by two thirds,

between 1990 and 2015, mortality of

children under five.

9 by

2015

Target already met or on

track to be met by 2015 in 5

out of 9 regions.

# of regions which have met MDG

Target 5.A: Reduce maternal mortality

by three quarters and MDG Target 5.B:

Achieve universal access to

reproductive health.

9 by

2015

5A: Target already met or on

track to be met by 2015 in 2

out of 9 regions.

5B: Target already met or on

track to be met by 2015 in 1

out of 9 regions.

Performance Analysis and Lessons Learned

Canada’s support to combatting infectious diseases such as HIV/AIDS, tuberculosis and malaria

has contributed to significant results. For example, in 2013, with support from Canada and other

international donors, the Global Fund to Fight AIDS, Tuberculosis and Malaria put 1.9 million

new HIV-affected individuals on lifesaving antiretroviral therapy, treated 1.5 million cases of

tuberculosis and distributed 50 million bednets to prevent malaria. Despite these important

results, it is unlikely that the global health community will fully achieve the UN Millennium

Development Goals (MDGs) in the area of combatting infectious diseases by 2015. Strong

support from donors and most-affected countries themselves for prevention and treatment

services will continue to be required to eliminate these diseases as public health threats in the

developing world.

In this regard, in 2013-14 DFATD undertook preparations for Every Woman, Every Child Summit

hosted by the Prime Minister in Toronto May 28-30, bringing together global and Canadian

leaders to galvanize support for a renewed global commitment for maternal, newborn and child

health.

With regards to nutrition, Canada’s leadership is helping to reduce maternal and infant

mortality, and to improve the health of mothers and children in the world’s poorest countries

through the Muskoka Initiative. For example, through the Scaling Up Nutrition (SUN) Movement

and other global initiatives, Canada provided policy leadership to strengthen global coordination

on nutrition, including leading a donor working group on tracking nutrition investments and

leading a SUN donor coordination group in Senegal. In addition, with Canada’s support, the

Micronutrient Initiative has ensured that an average of more than 180 million children receive

two doses of vitamin A each year – a key nutritional element important for healthy

development, immunity and eyesight; more than 300 million people were reached with iodized

salt to prevent iodine deficiency every year – the main cause of preventable mental

impairments; and nearly 2 million pregnant women received iron and folic acid supplements for

healthier pregnancies each year.

- http://www.who.int/gho/malaria/en/

- Given that malaria is not present globally, it is more relevant to assess progress on a country basis (rather than

regionally).

- East Africa, Caucasus and Central Asia.

- East Africa.

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 91

Ensuring that children receive life-saving vaccines is a significant part of DFATD’s commitment to

improving maternal, newborn and child health. Canada has played a leadership role in GAVI, the

Vaccine Alliance, through direct support and as a founding and leading donor to the

pneumococcal Advance Market Commitment (AMC), which incentivizes vaccine makers to

produce suitable and affordable vaccines for the world’s poorest countries. Since 2010, more

than 10 million children in 40 countries have been immunized against pneumonia, with 500,000

deaths potentially averted.

Sub-sub-program 3.4.3.2: Sectors/Themes Other Than Health

Description: This sub-sub-program involves the provision of funding to multilateral/international

organizations and global initiatives for programming in sectors/themes other than health. This

includes specific initiatives aligned with development and foreign policy objectives, often related

to economic growth, the environment, education, and good governance.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

102,345,296

114,104,117

11,758,821

Performance Results

Expected Results

Performance Indicators

Targets

Results

Increased access to

nutritious food by

school-age children.

Annual # of beneficiaries of school-feeding programs

11.2 million

18.6 million

Increased access to

primary education by

girls and boys in

developing countries.

Regions where, by 2015, children everywhere, boys

and girls alike, will be able to complete a full course

of primary school.

9 by 2015

2 regions

out of 9

met.

Performance Analysis and Lessons Learned

In 2013-14, this sub-sub program partly achieved its expected results. DFATD contributed to

increased access to nutritious food by school-age children in Africa, which increased enrolment

of children in school in 94 percent of Canadian-funded projects. Through the WFP, 18.6 million

children—the majority in Africa—were provided with school meals and take-home rations in

2013.

Despite impressive progress at the start of the decade, progress in reducing the number of

children out of school has slowed down considerably in recent years. Out of the nine regions of

focus, only two met the MDG target that children everywhere, boys and girls alike, were able to

complete primary school.

In 2013-14, DFATD integrated three crosscutting themes in its programming, including

increasing environmental sustainability, advancing equality between women and men, and

helping to strengthen governance institutions and practices. On environment sustainability,

DFATD’s support helped over 3 million small holder farmers access timely and accurate agro

- The actual FTEs used to deliver results for this sub-sub-program are indicated at the program level 3.4.

- DFATD will report on the number of regions for which the target is already met or is expected to be met by 2015.

There are 9 regions in total.

2013–14 Departmental Performance Report

92 Section 2: Analysis of Programs by Strategic Outcomes

meteorological forecasts, enabling them to more effectively mitigate the effects of climate

variability.

DFATD worked with multilateral partners to advocate for, and assist in, the implementation of

their institutional commitments on gender equality and multilateral programming. In 2013-14,

DFATD participated in the development of new action plans on gender equality for UNICEF and

the United Nations Development Programme. DFATD also provided funding to the World Health

Organization for the establishment of a newly strengthened Gender, Equity and Human Rights

Unit to improve its institutional performance on gender equity. In 2013-14, DFATD launched

guidance notes to provide direction ensuring compliance with requirements of Canada’s Official

Development Assistance Accountability Act. These notes will help ensure governance

considerations are integrated into the development of policies and programs.

Program 3.5: Canadian Engagement for Development

Description: This program focuses on cost-effective initiatives that draw on the expertise,

networks, and opportunities available to Canadian organizations to increase Canadians’

engagement in international development. Programming involves co-investment in

development proposals from Canadian civil society organizations, academic institutions, and

professional associations to help deliver Canada’s development objectives.

Budgetary Financial Resources (dollars)

Main Estimates

2013–14

Planned Spending

2013–14

Total Authorities

2013–14

Actual Spending

(authorities used)

2013–14 Difference

(actual minus

planned)

267,942,474

242,245,091

241,527,494

-26,414,980

Human Resources (FTEs)

Planned 2013–14

Actual 2013–14

Difference 2013–14

114

113

-1

Performance Results

Expected Result

Performance Indicator

Target

Result

Enhanced engagement of

Canadians and Canadian

organizations in international

development and the delivery of

international development results

aligned with DFATD priorities.

On a scale of 1 to 5, average rating of

alignment of 50 to 60 representative

Canadian partners’ initiatives delivering

international development results with

DFATD priority themes: Food Security,

Children and Youth, Economic Growth,

Security and Stability, and Democracy.

3.5

3.48

Performance Analysis and Lessons Learned

In 2013-14, the Canadian Engagement for Development program met or exceeded most of its

expected results for the year. Major accomplishments related to improved sustainable

agricultural development through this program included the following:

- Sub-program and Sub-sub-program allocation excludes 41 FTEs for branch corporate services allocated to

Canadian Engagement for Development.

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 93

 The Canadian Physicians for Aid and Relief increased rural farm incomes in Ethiopia, Malawi,

Tanzania, and Uganda through the formation of producer groups and provision of business

management training. Farmers in Ethiopia adopted improved crop varieties resulting in a

134 percent greater yield in 2013.

 Trade Facilitation Office Canada helped 520 developing country exporters from 23 countries

grow their businesses, which resulted in new export sales of over $2.4 million for companies

from Burkina Faso, Ecuador, Guyana and Haiti.

 The Canadian International Food Security Research Fund has resulted in the application of

Canadian science and technology to increase agricultural yields and profits in developing

countries, such as efficient millet harvesting techniques in India, and the production of high-

market value indigenous vegetables in Africa. The Fund has also supported the production

and marketing of products of an otherwise invasive fish species in Bolivia, designed and

delivered cattle vaccines to Africa, and applied Canadian science and technology to reduce

fruit losses in storage and shipping.

 The Canada Fund for African Climate Resilience was successful in rehabilitating small scale

irrigation infrastructure, diversifying farming systems, improving weather forecasting,

rehabilitating mangroves, and utilizing shellfish and fish stocks sustainably. Some 2,000

smallholder farmers received training and other support services directly through the

project, and an estimated 400,000 farmers benefited from radio programming targeting

climate smart agriculture.

Key accomplishments related to work on child and maternal health through this program

included:

 The Primate’s World Relief and Development Foundation vaccinated 119,955 children and

provided bicycle ambulances to 45 communities in Burundi, Mozambique and Tanzania.

 World Vision provided vitamin A to 165,000 children and mothers in Tanzania, and mobile

clinics supported by the Presbyterian World Service and Development provided pre-natal

care to 1,496 pregnant women and primary health care to 15,000 children in Malawi.

 The Association of Universities and Colleges of Canada improved the health of over 100,000

rural poor in 38 countries by training local health workers and traditional birth attendants,

providing education on hygiene and sanitation and distributing medical equipment for

health care centres.

Sub-Program 3.5.1: Partners for Development

Description: This sub-program aims to leverage Canadians’ development expertise and initiative

by issuing calls for, and funding, sustainable development proposals.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

248,814,845

224,894,713

-23,920,132

Performance Results

Expected Results

Performance Indicators

Targets

Results

Improved local capacity to

deliver sustainable health

and education services to

marginalized women, men

On a scale of 1 to 5, rating of 15-20 representative

initiatives of how Canadian partners have helped to

improve their partners’ capacity to deliver basic services

to underserved communities.

3.5

2013–14 Departmental Performance Report

94 Section 2: Analysis of Programs by Strategic Outcomes

and children.

Enhanced sustainable

employment opportunities,

including rural livelihoods

for poor women, men and

youth.

On a scale of 1 to 5, average rating of 15-20

representative initiatives of how Canadian partners have

contributed to increased employment opportunities and

better livelihoods in rural and urban areas.

3.5

3.64

Enhanced political and

socio-economic processes,

wherein poor and

marginalized segments of

society increasingly find

their voice.

On a scale of 1 to 5, rating of 10-20 representative

initiatives of how Canadian partners have contributed to

enhance political and socio-economic processes,

wherein poor and marginalized segments of society

increasingly find their voice.

3.5

3.57

Performance Analysis and Lessons Learned

In 2013-14, the Partners for Development sub-program met or exceeded all of its expected

results. DFATD supported 194 high-impact international development initiatives proposed by

Canadian organizations. Examples of how Canadian partners improved capacities within

developing countries to deliver health and education services include:

 The Colleges and Institutes Canada increased the employability of graduates in regions of

Mozambique, Senegal and Tanzania in key economic sectors such as mining, agriculture,

construction and tourism, resulting in over 80 percent employment of graduates.

 The Association of Universities and Colleges of Canada enhanced employment opportunities

in 27 countries by building expertise to sustainably manage natural resources, strengthening

support for SMEs, increasing access to demand-driven skills training, and supporting

learning initiatives leading to business growth.

Canadian partners strengthened the capacity of several local organizations, in particular:

 The Federation of Canadian Municipalities facilitated the establishment of 36 new local

economic development services in seven countries. Local government personnel and over

500 elected local government officials are demonstrating leadership in advancing local

economic development and participatory governance models. This has led to the

establishment of 80 new local services including One Stop Service Units and Local Economic

Development Centres in Cambodia, Tanzania and Vietnam, where citizens and local

entrepreneurs can register for services such as land and housing permits.

Sub-Program 3.5.2: Global Citizens

Description: This sub-program aims to engage Canadians as global citizens through awareness

raising, education, and participation in international development.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

13,943,750

11,448,902

-2,494,848

-5

Performance Results

Expected Result

Performance Indicator

Target

Result

Increased engagement

of Canadians as global

On a scale of 1 to 5, average ratings of at least 10

participants for each of 5 representative partners’

3.5

3.75

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 95

citizens in international

development

initiatives.

initiatives regarding the value of their participation in

increasing their engagement and knowledge of

international development.

Performance Analysis and Lessons Learned

In 2013-14, the Global Citizens sub-program exceeded its expected result, supporting a number

of training and engagement projects to increase awareness among Canadians of international

development issues. The International Youth Internship funded 329 internships with 24

Canadian organizations, with over 80 percent of participating youth remaining employed in

international development work and/or continuing their participation in international

development initiatives.

In August 2013, the International School Twinning Initiative pilot, a partnership between

Canadian and developing country schools, came to completion. Of the students that participated

in the program, 86 percent became engaged as global citizens and demonstrated an increased

understanding of international development issues. DFATD is exploring ways in which the best

elements of the pilot could be incorporated into a refreshed program that would increase the

number of communities that could benefit from the initiative.

Strategic Outcome 4: Canada’s International Platform - DFATD maintains a

mission network of infrastructure and services to enable the Government of Canada to achieve

its international priorities.

Program 4.1: Governance, Strategic Direction and Common Service Delivery

Description: Through this program, DFATD provides governance, strategic direction and

leadership, manages change, delivers services and provides infrastructure to the mission

platform.

Budgetary Financial Resources (dollars)

Main Estimates

2013–14

Planned Spending

2013–14

Total Authorities

2013–14

Actual Spending

(authorities used)

2013–14 Difference

(actual minus

planned)

650,086,909

714,341,149

620,548,488

-29,538,421

Human Resources (FTEs)

Planned 2013–14

Actual 2013–14

Difference 2013–14

4,364

4,083

-281

Performance Results

Expected Result

Performance Indicators

Targets

Results

Efficient and cost-

effective common

services and

support for

Canada’s

representation

abroad are

provided.

% of clients (OGDs, partner and co-locator representatives)

who feel they have the information and/or services they

needed from DFATD to carry out their mandate.

75%

89%

% of Common Services delivered in compliance with service

delivery standards.

75%

90%

% of corrective measures recommended in external audit

management letters and internal audit reports that were

100%

90%

2013–14 Departmental Performance Report

96 Section 2: Analysis of Programs by Strategic Outcomes

implemented within set time frames.

Performance Analysis and Lessons Learned

This program supports the delivery of a broad range of common services to Canada’s network of

174 missions abroad, including: materiel management and procurement services; banking and

financial services; real property management; mission security; information management and

information technology support; and human resource management of locally engaged staff

(LES), including LES supporting the work of over 30 partner departments and co-locators

working abroad.

The department exceeded its targets for eleven of the 14 performance indicators assessed for

this program, an increase from seven in 2012-13. The target was achieved for one performance

indicator, and two targets were not achieved, compared to four not achieved in 2012-13. The

two targets that were not met – two audit recommendations and a Departmental security plan

as a result of amalgamation – are currently progressing towards completion.

Over the past year, 90 percent of common services were delivered in compliance with service

standards, an increase since 2012-13. Overall, 89 percent of mission partners felt they received

the information and services they needed from DFATD to carry out their mandates, which

exceeded the target and the previous year’s results.

Strategia, a new integrated planning and reporting system, was launched in November 2013 to

streamline and improve mission planning and reporting. Strategia integrates four major mission

planning functions into a single online portal, enhancing the alignment of mission plans and

activities with budget allocations.

Ongoing automation of key mission network management tools continued to increase the

efficiency of the network, including: the Foreign Service Directives portal; online modules for

submitting requests for transportation services, property and materiel, Management and

Consular Officer (MCO) help and human resource re-classifications; an automated materiel

management system; and by the costing automation tool, which generates the cost of position-

change requests within the network.

Sub-Program 4.1.1: Mission Platform Governance and Common Services

Description: This sub-program provides the costing framework for common services so that

clients and partners at missions receive cost-effective and efficient common services and

infrastructure support.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

139,619,909

141,399,743

1,779,834

2,239

2,087

-152

Performance Results

Expected Results

Performance Indicators

Targets

Results

Clients and partners at missions receive cost

effective and efficient common services and

infrastructure support in accordance with

service standards (procurement, logistics,

% of service standards action times in

compliance with the Service Level

Agreement (diplomatic mail,

procurement and logistics).

75%

92%

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 97

diplomatic mail, banking and financial

services).

% of financial services provided within

established service standards.

75%

95%

Departmental and OGD clients receive

services related to human resources and

positions modifications abroad in

accordance with services standards.

% of partners who agree that human

resources services were in compliance

with established services standards.

75%

82%

Performance Analysis and Lessons Learned

Through a common services costing and delivery framework, this sub-program ensures that

missions receive cost-effective and efficient common services such as procurement, contracting,

logistics support, diplomatic mail, banking and financial services.

The department exceeded all of its performance targets for this sub-program over the past year.

A new mail-tracking module was introduced, allowing missions to accurately track mail and

parcels, thereby achieving a 94-percent compliance rate with service standards for diplomatic

mail. Transportation services were also improved through outreach to clients, consolidation of

shipments and more strategic travel itineraries.

Progress was made on the Procurement Modernization Initiative, which implemented a new

governance structure to enhance procurement service delivery, accountability and reporting.

DFATD continued to deliver high-quality human resources services to mission partners,

achieving 82-percent compliance with established service standards, a notable 12-percent

increase over 2012-13.

Sub-Program 4.1.2: Real Property

Description: This sub-program facilitates centralized decision making on property planning and

project management, so that the Government of Canada receives timely and cost effective

property services and maintenance in support of its programs abroad.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

354,110,009

309,044,320

-45,065,689

152

148

-4

Performance Results

Expected Result

Performance Indicators

Targets

Results

The Government of Canada

receives efficient and

effective property services in

support of its programs

abroad.

% of program managers who indicate that the mission

Platform offers the functional real property for the

delivery of their programs.

85%

91%

% of capital dollars re-invested to maintain the value of

Crown asset.

Performance Analysis and Lessons Learned

This sub-program supports the management of DFATD’s real property portfolio abroad, which

includes 2,256 Crown-owned and leased properties, with an estimated combined value of

$3.2 billion. Over the past year, this sub-program exceeded its performance targets.

- This target was adjusted mid-year to align with the other program targets.

- The variance is mainly due to unused funds from the Special Purpose Allotments.

2013–14 Departmental Performance Report

98 Section 2: Analysis of Programs by Strategic Outcomes

To improve the efficiency and cost-effectiveness of the international platform, DFATD continued

to lower the cost of accommodating Canada’s representatives abroad by reducing the size of

official residences. Budget 2012 announced that “The Government will sell some Official

Residences abroad and move to more practical and economical ones, generating capital revenue

of $80 million.” The residences that have been sold or are due for sale are either far too large or

costly for Canadian taxpayers. Over the long-term, these sales will mean significant ongoing

operational savings.

DFATD continued to implement the government’s new office standard, Workplace 2.0, through

retrofitting and renovating new diplomatic office space abroad, with the goal of reducing costs

and providing enhanced collaborative workspace. Workplace 2.0 has been implemented in the

mission in Hong Kong, and missions in Yangon, Burma, and Bangalore, India, are under way, with

completion expected by the end of fiscal year 2014-15.

In 2013-14, DFATD invested $201.6 million

in major capital projects and $10.9 million on

approximately 460 maintenance projects abroad. In addition, DFATD re-invested $156.9

million—5 percent of the replacement value of its portfolio—to maintain the value of Crown

assets.

In order to optimize real property management, a modernization plan was developed and

implemented that included more than 25 initiatives and strategies. This plan included the

development of new policies and the implementation of a performance measurement and risk

management framework to improve management of property projects. A memorandum of

understanding with Parks Canada was also put in place to support the protection of the heritage

value of DFATD properties.

Sub-Program 4.1.3: Security

Description: This sub-program provides on-site security inspections, safety audits and risk

assessments to ensure that missions are secure, personnel are safe, and federal partners’ and

other co-locators’ assets and information are protected at missions abroad. It includes the

implementation of the Departmental Security Plan (DSP), through which work in this sub-

program is coordinated and monitored.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

53,002,052

50,927,256

-2,074,796

224

215

-9

Performance Results

Expected Result

Performance Indicator

Target

Result

Missions are secure, personnel are safe,

and government and partner assets and

information are protected at missions

abroad.

Degree to which, on a scale of 1 to 5, the

Departmental Security Plan is effectively

implemented.

Performance Analysis and Lessons Learned

DFATD consistently works to enhance the security of personnel and information in Canada and

abroad through a domestic security strategy and the implementation of its DSP. Following

- The variance from last year in major capital projects spending is mainly attributable to the London Chancery

project.

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 99

amalgamation, DFATD is updating the DSP to reflect the needs of the new department and the

evolving security environment. This period of transition for the DSP is reflected in a lower-than-

expected performance score relative to the target for this sub-program.

To improve the department’s awareness of its security environment, almost all missions now

use DFATD’s Security Incident Reporting Tool. The tool was used to report approximately 925

incidents in 2013-14.

Training for Security Program Managers was enhanced, including specialized training for high-

risk missions, such as the High Commission of Canada in Nairobi, Kenya, and Juba, South Sudan.

Security and emergency management briefings were delivered and personnel at missions and

HQ received training through various security courses.

To improve security at key missions abroad, DFATD deployed six additional Security Program

Managers and five Security Support Officers and provided additional security equipment to the

High Commission of Canada in Kenya, the Embassy of Canada to Israel, the Representative Office

of Canada to the Palestinian Authority, the Office of the Embassy of Canada (and now full

embassy) to South Sudan and the Embassy of Canada to Ukraine.

Critical infrastructure protection projects were implemented to substantially enhance security at

Canadian chanceries, for example, at the Embassy of Canada to Mali, the Embassy of Canada to

Lebanon, the Embassy of Canada to Egypt, the Embassy of Canada to Zimbabwe and the High

Commission of Canada in South Africa. In 2013-14, DFATD’s capital projects incorporated the

design, acquisition and installation of a full range of physical security protection measures,

including armoured vehicles, X-ray machines, metal detectors, radio networks, ballistic- and

blast-resistant materials and closed-circuit television systems.

Sub-Program 4.1.4: Information Management / Information technology

Description: This sub-program facilitates the delivery of information management/information

technology (IM/IT) services across Canada’s network of missions abroad.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

37,236,405

40,498,531

3,262,126

303

292

-11

Performance Results

Expected Result

Performance Indicators

Targets

Results

Clients at missions receive

information management/

information technology services in

accordance with service

standards.

% of mission procurement requests made using

Shop@DFATD that met service delivery standards.

80%

95%

% of documents at missions stored in a folder

structure within official corporate repositories.

75%

77%

% of mission call centre requests addressed that

met the service delivery standards.

95%

Performance Analysis and Lessons Learned

Through this sub-program, collectively DFATD and Shared Services Canada (SSC) provide

Canada’s network of missions abroad with 24/7 access to a global telecommunications

- The variance is mainly due to internal reallocation.

2013–14 Departmental Performance Report

100 Section 2: Analysis of Programs by Strategic Outcomes

infrastructure. Over the past year, these services as well as information management at

missions exceeded targets, while performance expectations were achieved for mission call

centre requests.

To ensure that IM/IT priorities were aligned to the business needs of the newly amalgamated

department, DFATD collaborated with SSC to strengthen the integration of departmental IM/IT

planning, governance, project oversight and risk management. This was achieved through

enhanced collaboration and consultation with clients and the application of optimized business

practices.

The completion of the renewal of SIGNET—the IT infrastructure supporting Canada’s

international mission network—was a major accomplishment for the DFATD/SSC partnership in

2013-14. This renewal provided a common desktop, with improved mobility and collaboration

tools, for use by DFATD and its partners abroad.

Sub-Program 4.1.5: Other Government Departments Locally Engaged Staff

Description: This sub-program enables locally engaged staff (LES) supporting other government

departments (OGD) at missions to receive timely and efficient salary payments.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

66,118,534

78,678,638

12,560,104

1,446

1,341

-105

Performance Results

Expected Result

Performance Indicators

Targets

Results

OGD LES at missions

receive timely and

efficient salary

payments.

% of OGD LES managed according to updated Terms and

Conditions of Employment.

90%

100%

% of salary adjustments to OGD LES implemented in a timely

manner.

90%

100%

Performance Analysis and Lessons Learned

DFATD acts as the employer for 5,345 LES at missions abroad, of which 1,375 support the work

of over 30 partner departments and co-locators. This sub-program enables DFATD to provide

these LES with timely, accurate and efficient salary payments, while maintaining and updating

the policy framework and procedures governing LES working at Canada’s network of missions

abroad.

Over the past year, the performance of this sub-program exceeded both of its targets. The Total

Compensation Review continued, and updates to 25 terms and conditions of employment were

implemented.

To increase the efficiency of providing LES benefits, plans to outsource the administration of the

pension plan for LES in the United States were finalized and new or updated insurance benefits

were implemented in 19 countries. A contracting framework was developed and provided to the

Treasury Board Secretariat to further facilitate contracting of benefits providers and advisors

required to support the provision of LES benefits. The LES social security affiliation policy was

drafted, and a review was initiated in 2013-14. This policy provides guiding principles to ensure

- The variance is due to funding received for the LES Salary revisions.

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 101

that local and international laws are respected, LES are valued, risks are mitigated, and

administrative complexity is minimized.

Program 4.2: Government of Canada Benefits

Description: This program is the vehicle through which the department and central agencies

manage statutory and other payments to Government of Canada employees abroad, including

both Canada-based staff (CBS) and Locally Engaged Staff (LES).

Budgetary Financial Resources (dollars)

Main Estimates

2013–14

Planned Spending

2013–14

Total Authorities

2013–14

Actual Spending

(authorities used)

2013–14 Difference

(actual minus

planned)

201,565,520

201,565,519

229,870,882

229,133,960

27,568,441

Human Resources (FTEs)

Planned 2013–14

Actual 2013–14

Difference 2013–14

-8

Performance Results

Expected Result

Performance Indicators

Targets

Results

Timely and appropriate

Foreign Service

Directives (FSD) and LES

allowances, benefit

payments and other

services are delivered

sustainably.

Degree to which, on scale of 1 to 5, the department

demonstrated leadership in the interdepartmental

governance structures and National Joint Council.

% of required FSD payments to CBS that were made

accurately and within established service standards.

80%

95%

% of required payments to service providers and LES

that were made accurately and within established

services standards.

75%

93%

Performance Analysis and Lessons Learned

In 2012, the responsibility for the administration of all LES pensions, insurance and social

security policies and payments was transferred from the Treasury Board Secretariat to DFATD.

Through the Government of Canada Benefits program, DFATD manages the administration and

payments associated with Foreign Service Directives (FSDs), as well as payments to LES pension,

insurance and local social security programs.

FSDs are policies governing the benefits, allowances and conditions of employment for CBS

serving abroad, including relocation to and from missions and education allowances for

dependent children. Consequently, this program also supports cooperation between DFATD and

the National Joint Council (NJC) of the Public Service of Canada. The NJC’s FSD Committee

reviews and recommends changes to FSDs during a cyclical review process that usually occurs

every three years.

This program met its targets for one performance indicator and exceeded its targets for two

indicators. Over the past year, DFATD led interdepartmental consultations to develop and draft

a comprehensive package of FSD proposals, which was endorsed by DFATD senior management

and partner departments. DFATD also presented a series of proposals, policies and positions

that were endorsed by the various interdepartmental governance structures and the NJC.

2013–14 Departmental Performance Report

102 Section 2: Analysis of Programs by Strategic Outcomes

The department achieved effective governance of LES pension, insurance, and social security

programs through quarterly meetings of the LES Pension and Benefits Governance Committee,

which provides strategic advice and serves as a focal point for management of the LES Pension

and Benefits Program. In 2013-14, initial discussions were held regarding the modernization of

LES benefits.

The U.S. Pension Investment Committee provides advice and recommendations on the U.S.

pension trust assets, including developing investment policy, overseeing investment managers

and reviewing the fund’s performance. In 2013-14, a review of the investment strategy for the

U.S LES pension plans was undertaken, and charging principles were developed to ensure

efficient fiscal management.

Sub-Program 4.2.1: Foreign Service Directives Payments

Description: This sub-program delivers Foreign Service Directives (FSD) benefits and services.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

134,983,879

162,318,222

27,334,343

-6

Performance Results

Expected Results

Performance Indicators

Targets

Results

Clients are satisfied with services

related to allowances and other

benefits they receive under the

Foreign Service Directives.

% of CBS employees (CBS at missions and CBS who

relocated back to Canada) who responded that they

were satisfied with FSD services.

75%

82%

Clients have a good level of

knowledge and awareness of

Foreign Service Directive benefits

and related services.

% of CBS employees (CBS at missions and CBS who

relocated back to Canada) who responded that they

had a good awareness of FSD benefits, policy and

procedures.

75%

88%

Performance Analysis and Lessons Learned

This sub-program ensures FSD clients receive timely and accurate allowances and other benefits,

while contributing to a high level of knowledge and awareness of FSD benefits and services. This

sub-program also manages the administration and payment of FSD benefits to ensure they are

delivered sustainably.

Targets for both performance indicators were exceeded in 2013-14: 82 percent of CBS

responded that they were satisfied with FSD services—the highest overall satisfaction rating

since the client-service questionnaire was launched in 2009—and 88 percent of CBS responded

that they had a good, very good or excellent knowledge of the FSD benefits, policy and

procedures. The latter result was due to efforts to increase CBS client awareness of FSDs that

included a redesigned website, a new Foreign Service handbook and an extended pre-posting

program.

In 2013-14, the financial management of FSDs was strengthened with the completion of the FSD

forecasting model that increased the accessibility of FSD data for managers, which supported

- The variance is due to funding received for expenditure fluctuations for allowances provided to CBS working

abroad, as well as through TB Central Votes, such as Operating Budget Carry forward amounts.

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 103

trends analysis and timely FSD decision making. The FSD forecasting model contributed to a

reduction in annual FSD expenditures that fell within 5 percent of the forecast.

Implementation of the FSD Portal continued with the automation of 11 FSDs, which increased

the efficiency and cost-effectiveness of FSD administration. The FSD Portal enables CBS at

missions to request and certify travel allowances electronically, as well as view monthly

allowances and payments.

Sub-Program 4.2.2: Employer contributions to LES Pensions, Insurance and Social Security

Programs

Description: This sub-program enables the management and administration of LES pensions,

insurance plans and enrolment in local social security programs to ensure LES are appropriately

compensated.

2013-14 Financial Resources (dollars) 2013-14 Human Resources (FTEs)

Planned

Spending

Actual Spending

Difference

Planned

Actual

Difference

66,581,640

66,815,738

234,098

-2

Performance Results

Expected Result

Performance Indicators

Targets

Results

LES are

appropriately

compensated

(pensions,

insurances and

social security)

% of LES employees who indicated they were aware of where to

obtain information on pensions, insurance and social security

programs and appropriate service standards.

75%

60%

% of LES clients that received services within service standards

pertaining to pensions, insurance and social security programs.

75%

78%

Performance Analysis and Lessons Learned

Since 2012, DFATD has assumed responsibility from the Treasury Board Secretariat for the

administration of all LES pensions, insurance and social security payments, using international

labour market analysis, for more than 5,350 LES in 107 countries.

DFATD is also responsible for issuing mission-specific Terms and Conditions of Employment,

which provide information on the mission-specific compensation and benefit programs for LES.

This sub-program exceeded one target but did not meet the target for a second performance

indicator that was used for the first time. The department will proactively promote where this

information is already available and monitor the situation in order to ensure that results are

being adequately captured and clients are provided with appropriate support.

Internal Services

Description: The internal services program provides the essential support functions that enable

DFATD to carry out its mandate, including governance and management support; learning and

development; resource management services; and asset management services.

Budgetary Financial Resources (dollars)

Main Estimates

2013–14

Planned Spending

2013–14

Total Authorities

2013–14

Actual Spending

(authorities used)

2013–14 Difference

(actual minus

planned)

2013–14 Departmental Performance Report

104 Section 2: Analysis of Programs by Strategic Outcomes

273,700,251

273,697,079

300,970,624

279,215,822

5,518,743

Human Resources (FTEs)

Planned 2013–14

Actual 2013–14

Difference 2013–14

2,104

1,984

-120

Performance Analysis and Lessons Learned

Governance, Management and Support

Pursuing the objectives of amalgamation has been central to the agenda of the executive

committee, both in terms of the organizational adjustments that need to be made and in its day

to day activities. The department also sought the views of staff through formal and informal

engagement channels.

The constituting legislation was passed in June 2013. The new governance and organizational

structures put in place have enabled greater policy coherence and program coordination and

efficiencies. We have seen some concrete progress in the elaboration of our New Directions

policy on development, and in the agility of our response to natural disasters, such as Typhoon

Haiyan, and major foreign policy crises, such as Ukraine. The role of head of mission has been

adjusted to reflect the importance of integrating the various departmental objectives in mission

activities. To build a common organizational culture while fostering essential expertise, human

resource planning is increasingly reducing the barriers to a more flexible, consolidated

workforce, beginning with the executive cadre.

Some of the key corporate tools are also being integrated to support the objectives of

amalgamation. For example, Strategia, was launched to consolidate planning processes at our

missions, eventually to include political, trade and development planning. The human resources

management system of the two old departments was merged, while interim solutions were

adopted for the financial management systems as full harmonization is being developed.

Amalgamation entailed significant work to ensure integration of corporate planning,

performance and risk management functions. Corporate Governance Committees were fully

integrated and aligned to the mandate of the new department, and work began on a new

Program Alignment Architecture to take effect in 2015-16. DFATD’s risk management function

was assessed as “Acceptable”, the highest rating possible, through the 2013-14 Management

Accountability Framework (MAF) process.

DFATD communications ensured that domestic and international audiences were aware of

Canadian foreign policy, trade and international development initiatives abroad through various

media platforms. Ministerial participation in high-level summits, conferences and bilateral visits

was supported, and communications materials were developed to support the department and

ministers, including 707 news releases, 417 speeches, 226 media advisories, 228 photo releases

and 16 web videos, resulting in distribution of these products to nearly 5 million recipients.

DFATD responded to nearly 3,954 media inquiries and answered 54,548 calls and emails from

the public. Internally, visibility of communications activities was ensured through development

of a new integrated DFATD intranet site.

High-quality legal services supported departmental clients and Government of Canada partners

on international matters, such as trade, investment, and strategic negotiations. Overall, DFATD

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 105

tabled 50 treaties in the House of Commons with assistance from legal services, an increase of

over 60 percent from 2012-13.

The CIDA and DFAIT Internal Audit functions merged while continuing to ensure high risk areas

were audited. Management Action Plans were developed in response to audit

recommendations and subsequently presented to the Departmental Audit Committee for their

review. DFATD’s merged audit function was assessed as “Acceptable”, the highest rating

possible, through the 2013-14 MAF process.

The Office of the Inspector General conducted 10 mission inspections, 4 investigations and 4

evaluations and studies ensuring senior management are well informed on the strength of the

department’s management framework. DFATD’s evaluation function was assessed as

“Acceptable”, the highest rating possible, through the 2013-14 MAF process.

DFATD created an office for Values and Ethics and Workplace Wellbeing to increase awareness

and compliance with the Values and Ethics Code for the Public Service and DFATD’s Values and

Ethics Code, and Code of Conduct for Representatives Abroad. Work was undertaken to improve

the department's capacity to manage interpersonal conflicts more effectively and to enhance

employee well-being. DFATD’s values and ethics work received a MAF rating of ‘”Acceptable”,

the highest rating possible, for 2013-14.

Resource Management Services

Over the past year, DFATD focused on the effective amalgamation of resources, including careful

identification of potential risks and cost-saving areas. The department ensured that Information

Management/Information Technology (IM/IT) priorities were consolidated and aligned to the

business needs of the new department. The IM/IT Strategy Committee reviewed 39 projects

valued at an estimated $25 million, of which $7.7 million was secured through the departmental

management reserve. The renewal of SIGNET was completed in 2013-14, providing an improved

IT platform for employees and partners.

Human resource strategies were put in place for the new department, and a WorkForce

Management Committee was established to ensure transparency and consistency regarding

human resources activities. DFATD standardized its HR business processes through the

successful implementation of the Government of Canada Common HR Business Processes and

financial reporting procedures. The Financial Management Advisor model was revised to ensure

high-quality client service. DFATD’s financial and human resource management functions were

assessed as “Acceptable”, the highest rating possible, through the 2013-14 MAF process.

A Corporate Health Strategy was developed in collaboration with departmental stakeholders

and is the framework for all departmental related health programs, services or wellness

initiatives.

Corporate training was aligned to new departmental needs and priorities, particularly for

financial management and the rollout of the new DFATD corporate platform, for both Canadian

and LES. Workshops and seminars were developed and delivered with the objective of bringing

greater cohesion between the development, policy, and trade streams. Learning road maps for

employees across the streams were improved to foster awareness across the newly

amalgamated department.

Foreign Language (FL) capacity of the workforce was improved through the provision of FL

training, extended to include development staff, including providing in-country immersion

opportunities and promoting FL testing to assist HR staffing.

2013–14 Departmental Performance Report

106 Section 2: Analysis of Programs by Strategic Outcomes

Asset Management Services

Alignment of accommodation planning and operations with DFATD’s Domestic Accommodation

Real Estate Strategy continued over the year, and commodity strategies were developed to

optimize the supply chain life cycle and enhance the management of the acquisition of materiel

and assets at DFATD headquarters. Following an assessment of the supply chain for goods and

services, a new governance structure for procurement was pilot tested to identify opportunities

to strengthen service delivery, accountabilities and functional authorities.

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 107

Section 3: Supplementary Information

Financial Statements Highlights

The financial highlights presented within this Departmental Performance Report are intended to

serve as a general overview of the department’s financial position and operations. The

department’s consolidated financial statements (unaudited) are prepared in accordance with

accrual accounting principles and are therefore different from the information published in the

Public Accounts of Canada, which are prepared on an appropriation basis. The detailed

consolidated financial statements of the department can be found on the department’s

website

The charts below illustrate the March 31, 2014, ending balances for each major financial

statement grouping, along with the corresponding change from the previous fiscal year.

DFATD: Condensed Statement of Operations and Departmental Net Financial Position

(unaudited)

For the Year Ended March

31, 2014

($ millions)

2013–14

Planned

Results

2013–14

Actual

2012–13

Actual

Difference

(2013–14

planned minus

actual)

Difference

(2013–14 actual

minus 2012–13

actual)

Total expenses

2,608

5,093

2,594

(2,485)

2,499

Total revenues

340

115

355

255

(240)

Net cost of operations

before government

funding and transfers

2,268

4,978

2,239

(2,710)

2,739

Departmental net financial

position

1,165

1,257

(92)

Expenses

The department’s overall expenses increased by $2,499 million during 2013-14, primarily due to

the amalgamation of the former DFAIT with the former CIDA, which was slightly offset by the

transfer of Passport Canada to Citizenship and Immigration Canada (CIC) and Employment and

Social Development Canada (ESDC).

Expenses by Program

2.0%

19.0%

3.2%

1.2%

17.2%

12.2%

5.8%

11.8%

4.0%

13.5%

4.8%

5.4%

International Policy Advice and Integration

Diplomacy and Advocacy

International Commerce

Consular Services and Emergency Management

Fragile States and Crisis-Affected Communities

Low-Income Countries

Middle-Income Countries

Global Engagement and Strategic Policy

Canadian Engagement for Development

Governance, Strategic Direction and Common Service Delivery

Government of Canada Benefits

Internal Services

2013–14 Departmental Performance Report

108 Section 3: Supplementary Information

Revenues

The $240-million decrease in revenue is entirely due to the transfer of Passport Canada to CIC.

Excluding this transfer, departmental revenues have not changed significantly. Revenues earned

on behalf of the government were $771.1 million in 2013-14 compared to $141 million in 2012-

13. These revenues are returned to the Consolidated Revenue Fund (CRF) and are not available

for use by the department.

Revenue breakdown

DFATD: Condensed Statement of Financial Position (unaudited)

March 31, 2014 ($ millions)

2013–14

2012–13

Difference

Total net liabilities

1,297

413

884

Total net financial assets

1,118

265

853

Departmental net debt

179

148

Total non-financial assets

1,344

1,405

(61)

Departmental net financial position

1,165

1,257

(92)

On the amalgamation date of June 26, 2013, former CIDA’s asset and liability balances were

transferred to DFATD. On July 2, 2013, Passport Canada’s assets and liabilities were transferred

to CIC and ESDC.

Liabilities

The department’s total liabilities increased by $884 million (or 214 percent) in 2013-14,

compared to 2012-13, mainly as a result of the amalgamation of the former DFAIT with the

former CIDA, which was slightly offset by the transfer of Passport Canada’s liabilities to CIC.

Liability Breakdown

12.7%

7.0%

69.6%

6.5%

4.2%

Consular fees

Co-locator revenue

Gain on disposal of

tangible capital assets

Foreign exchange gain

Other

87.1%

2.5%

10.4%

20%

40%

60%

80%

100%

Accounts payable and accrued

liabilities

Vacation pay and compensatory

leave

Employee future benefits

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 109

Assets

The department’s total assets increased by $792 million (or 47.4 percent) in 2013-14. The

amalgamation of the former DFAIT with the former CIDA was the main reason for the $866-

million increase in payments to the CRF, which was slightly offset by the transfer of Passport

Canada’s assets to CIC and ESDC. The “Due from CRF” increase is the result of timing differences

at year-end between the time when a transaction affects departmental authorities and when it

is processed through the CRF, and is directly related to the significant increase in the amount of

accounts payable and accrued liabilities transferred from the former CIDA. Non-financial assets

have decreased slightly due mainly to the transfer of Passport Canada’s tangible capital assets to

CIC and ESDC.

Asset breakdown

Financial Statements

To view the financial statements and related documents, please visit the Office of the Chief

Financial Officer

53.7%

41.5%

3.9%

0.8%

10%

20%

30%

40%

50%

60%

Tangible capital assets Due from the

Consolidated Revenue

Fund

Accounts receivable

and advances

Other

2013–14 Departmental Performance Report

110 Section 3: Supplementary Information

List of Supplementary Information Tables

The supplementary information tables listed in the 2013–14 Departmental Performance Report

can be found on DFATD’s website.

 Departmental Sustainable Development Strategy

 Details on Transfer Payment Programs

Ex-Foreign Affairs and International Trade Canada

o Afghanistan Counter-Narcotics Program

o Anti-Crime Capacity Building Program

o Canada Fund for Local Initiatives

o Commonwealth Secretariat

o Counter-Terrorism Capacity Building Program

o Food and Agriculture Organization of the United Nations

o Global Commerce Support Program

o Global Partnership Program

o Global Peace and Security Fund and its component programs

o Grants and Contributions in Aid of Academic Relations

o International Atomic Energy Agency

o International Criminal Court

o International Labour Organization

o International Organisation of La Francophonie

o International Science and Technology Partnership Program

o Investment Cooperation Program

o North Atlantic Treaty Organization Civil Administration

o Organisation for Economic Co-operation and Development

o Organization for Security and Co-operation in Europe

o Organization of American States

o Payments in Lieu of Taxes on Diplomatic, Consular and International

Organizations’ Property in Canada

o Projects and Development Activities Resulting from Francophonie Summits

o United Nations Educational, Scientific and Cultural Organization

o United Nations Organization

o United Nations Peacekeeping Operations

o World Health Organization

o World Trade Organization

Ex-Canadian International Development Agency

o International Development Assistance

o International Financial Institutions

o Advance Market Commitment for Pneumococcal Vaccine

 Horizontal Initiatives

o Global Peace and Security Fund

 Internal Audits and Evaluations

o Internal Audits

o Internal Evaluations

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 111

 Response to Parliamentary Committees and External Audits

 Sources of Respendable and Non–Respendable Revenue

 Up-Front Multi-Year Funding

o Centre for International Governance Innovation

 User Fees Reporting

o Access to Information

o International Experience Canada

o Export/Import Fees

o Consular Services

o Specialized Consular Services

o User Fee Reporting Totals

Tax Expenditures and Evaluations

The tax system can be used to achieve public policy objectives through the application of special

measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department

of Finance Canada publishes cost estimates and projections for these measures annually in the

Tax Expenditures and Evaluations

xii

publication. The tax measures presented in the Tax

Expenditures and Evaluations publication are the sole responsibility of the Minister of Finance.

2013–14 Departmental Performance Report

112 Section 4: Organizational Contact Information

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 113

Section 4: Organizational Contact Information

Foreign Affairs, Trade and Development Canada (DFATD)

Tel.: 1-800-267-8376 (toll-free in Canada);

613-944-4000 (National Capital Region and outside Canada)

TTY: 613-944-9136

Fax: 613-996-9709

www.international.gc.ca

Enquiries Services

Foreign Affairs, Trade and Development Canada

125 Sussex Drive

Ottawa, ON K1A 0G2

email: enqserv@international.gc.ca

Tel.: 1-800-267-8376 (toll-free in Canada);

613-944-4000 (National Capital Region and outside Canada)

Fax: Fax: 613-996-9709

Other Portfolio Related Contacts

Canadian Commercial Corporation

50 O'Connor Street, Suite 1100

Ottawa, ON K1A 0S6

Tel.: 1-800-748-8191 (toll-free in Canada); 613-996-0034 (National Capital Region and outside

Canada)

Fax: 613-995-2121

www.ccc.ca

International Joint Commission (Canadian Section)

234 Laurier Avenue West, 22nd Floor

Ottawa, ON K1P 6K6

Tel.: 613-947-1420

Fax: 613-993-5583

www.ijc.org

Export Development Canada (EDC)

150 Slater Street

Ottawa, ON K1A 1K3

Tel.: 613-598-2500 (local); 1-800-267-8510 (toll-free North America)

TTY: 1-866-574-0451

www.edc.ca

2013–14 Departmental Performance Report

114 Section 4: Organizational Contact Information

Roosevelt Campobello International Park

459 Route 774

Welshpool, New Brunswick E5E 1A4

Tel.: 506-752-2922 (local) or 1-877-851-6663 (toll-fee)

Fax: 506-752-6000

www.fdr.net

International Development Research Centre (IDRC)

150 Kent Street

Ottawa, ON K1P 0B2

Postal Address: P.O. Box 8500

Ottawa, ON K1G 3H9

Tel.: 613-236-6163

Fax: 613-238-7230

www.idrc.ca

National Capital Commission (NCC)

202-40 Elgin Street

Ottawa, ON K1P 1C7

Tel.: 613-239-5000 or 1-800-465-1867 (toll-free)

TTY: 613-239-5090 or 1-866-661-3530 (toll-free)

Fax: 613-239-5063

www.ncc-ccn.gc.ca

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 115

Appendix: Definitions

Appropriation: Any authority of Parliament to pay money out of the Consolidated Revenue

Fund.

Budgetary expenditures: Include operating and capital expenditures; transfer payments to

other levels of government, organizations or individuals; and payments to Crown corporations.

Departmental Performance Report: Reports on an appropriated organization’s actual

accomplishments against the plans, priorities and expected results set out in the corresponding

Reports on Plans and Priorities. These reports are tabled in Parliament in the fall.

Full-time equivalent: Is a measure of the extent to which an employee represents a full person-

year charge against a departmental budget. Full-time equivalents are calculated as a ratio of

assigned hours of work to scheduled hours of work. Scheduled hours of work are set out in

collective agreements.

Government of Canada outcomes: A set of 16 high-level objectives defined for the government

as a whole, grouped in four spending areas: economic affairs, social affairs, international affairs

and government affairs.

Management, Resources and Results Structure: A comprehensive framework that consists of an

organization’s inventory of programs, resources, results, performance indicators and

governance information. Programs and results are depicted in their hierarchical relationship to

each other and to the Strategic Outcome(s) to which they contribute. The Management,

Resources and Results Structure is developed from the Program Alignment Architecture.

Non-budgetary expenditures: Include net outlays and receipts related to loans, investments and

advances, which change the composition of the financial assets of the Government of Canada.

Performance: What an organization did with its resources to achieve its results, how well those

results compare to what the organization intended to achieve and how well lessons learned

have been identified.

Performance indicator: A qualitative or quantitative means of measuring an output or outcome,

with the intention of gauging the performance of an organization, program, policy or initiative

respecting expected results.

Performance reporting: The process of communicating evidence-based performance

information. Performance reporting supports decision making, accountability and transparency.

Planned spending: For Reports on Plans and Priorities (RPPs) and Departmental Performance

Reports (DPRs), planned spending refers to those amounts that receive Treasury Board approval

by February 1. Therefore, planned spending may include amounts incremental to planned

expenditures presented in the Main Estimates.

A department is expected to be aware of the authorities that it has sought and received. The

determination of planned spending is a departmental responsibility, and departments must be

able to defend the expenditure and accrual numbers presented in their RPPs and DPRs.

Plans: The articulation of strategic choices, which provides information on how an organization

intends to achieve its priorities and associated results. Generally a plan will explain the logic

behind the strategies chosen and tend to focus on actions that lead up to the expected result.

2013–14 Departmental Performance Report

116 Section 4: Organizational Contact Information

Priorities: Plans or projects that an organization has chosen to focus and report on during the

planning period. Priorities represent the things that are most important or what must be done

first to support the achievement of the desired Strategic Outcome(s).

Program: A group of related resource inputs and activities that are managed to meet specific

needs and to achieve intended results and that are treated as a budgetary unit.

Results: An external consequence attributed, in part, to an organization, policy, program or

initiative. Results are not within the control of a single organization, policy, program or initiative;

instead they are within the area of the organization’s influence.

Program Alignment Architecture: A structured inventory of an organization’s programs

depicting the hierarchical relationship between programs and the Strategic Outcome(s) to which

they contribute.

Report on Plans and Priorities: Provides information on the plans and expected performance of

appropriated organizations over a three-year period. These reports are tabled in Parliament

each spring.

Strategic Outcome: A long-term and enduring benefit to Canadians that is linked to the

organization’s mandate, vision and core functions.

Sunset program: A time-limited program that does not have an ongoing funding and policy

authority. When the program is set to expire, a decision must be made whether to continue the

program. In the case of a renewal, the decision specifies the scope, funding level and duration.

Target: A measurable performance or success level that an organization, program or initiative

plans to achieve within a specified time period. Targets can be either quantitative or qualitative.

Whole-of-government framework: Maps the financial contributions of federal organizations

receiving appropriations by aligning their Programs to a set of 16 government-wide, high-level

outcome areas, grouped under four spending areas.

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 117

List of Acronyms

ACCBP

Anti-Crime Capacity Building Program

AMC

Advance Market Commitment

APEC

Asia-Pacific Economic Cooperation

APP

Authorized Programming Process

ASEAN

Association of Southeast Asian Nations

CAN-MNCH

Canadian Network for Maternal, Newborn and Child Health

CARICOM

Caribbean Community

CARTEC

Caribbean Technical Assistance Centre

CBS

Canada-based Staff

CETA

Comprehensive Economic and Trade Agreement

CIC

Citizenship and Immigration Canada

CIDA

Canadian International Development Agency

CRF

Consolidated Revenue Fund

CRP

Corporate Risk Profile

CTA

Canadian Technology Accelerators

CTCBP

Counter-Terrorism Capacity Building Program

DFAIT

Foreign Affairs and International Trade Canada

DFATD

Foreign Affairs, Trade and Development Canada

DPR

Departmental Performance Report

DRC

Democratic Republic of the Congo

DSP

Departmental Security Plan

EDC

Export Development Canada

EITI

Extractive Industries Transparency Initiative

ESDC

Employment and Social Development Canada

European Union

EURATOM

European Atomic Energy Community

EWRC

Emergency Watch and Response Centre

FDI

Foreign Direct Investment

FIPA

Foreign Investment Protection and Promotion Agreements

Foreign Language

FSD

Foreign Service Directives

FTA

Free Trade Agreements

FTZ-MP

Foreign Trade Zones-Marketing Program

GAVI

Vaccine Alliance

HDI

Human Development Index

HIV/AIDS

Human Immunodeficiency Virus infection/Acquired Immunodeficiency

Syndrome

Human Resources

IAE

International Assistance Envelope

IAEA

International Atomic Energy Agency

2013–14 Departmental Performance Report

118 Section 4: Organizational Contact Information

ICAO

International Civil Aviation Organization

IESE

IESE Business School

IGF

Intergovernmental Forum

IM/IT

Information Management/Information Technology

LES

Locally Engaged Staff

LGTB

Lesbian, Gay, Bisexual, and Transgender

MAF

Management Accountability Framework

MCO

Management and Consular Officer

MDG

Millennium Development Goals

MISCA

Mission to the Central African Republic

MNCH

Maternal, Newborn and Child Health

MOPAN

Multilateral Organisation Performance Assessment Network

NATO

North Atlantic Treaty Organization

NCA

Canada-India Nuclear Cooperation Agreement

NJC

National Joint Council

OAS

Organization of American States

OECD

Organization of Economic Cooperation and Development

OGD

Other Government Department

OIF

Organisation Internationale de la Francophonie

PAA

Program Alignment Architecture

RCMP

Royal Canadian Mounted Police

ROCA

Registration of Canadians Abroad

RPP

Report on Plans and Priorities

Strategic Objective

SRDT

Standing Rapid Deployment Team

SSC

Shared Services Canada

START

Stabilization and Reconstruction Task Force

SUN

Scaling Up Nutrition

Treasury Board

TCS

Trade Commissioner Services

TISA

Trade in Services Agreement

TPP

Trans-Pacific Partnership

United Nations

UNESCO

UN Educational, Scientific and Cultural Organization

UNICEF

United Nations International Children's Emergency Fund

UNSC

United Nations Security Council

WFP

World Food Program

WHO

World Health Organization

WMD

Weapon of Mass Destruction

WTO

World Trade Organization

Departmental Performance Report 2013-14

Foreign Affairs, Trade and Development Canada 119

Endnotes

Department of Foreign Affairs, Trade and Development Canada,

http://www.international.gc.ca/international/index.aspx?lang=eng

Department of Foreign Affairs, Trade and Development Act, http://www.laws-lois.justice.gc.ca/eng/acts/F-

27.5/FullText.html

iii

Treasury Board of Canada Secretariat Whole-of-Government Framework, http://www.tbs-sct.gc.ca/ppg-cpr/frame-

cadre-eng.aspx

Public Accounts of Canada, http://www.tpsgc-pwgsc.gc.ca/recgen/cpc-pac/index-eng.html

Century Consular Plan, http://travel.gc.ca/assistance/emergency-info/consular/plan

Millennium Development Goals: 2013 Progress Chart, http://www.un.org/millenniumgoals/pdf/report-

2013/2013_progress_english.pdf

vii

Ibid.

viii

A Review of African Development Bank (AfDB) Program Evaluation Reporting, http://www.acdi-cida.gc.ca/acdi-

cida/acdi-cida.nsf/eng/DEN-11158210-HNQ

Foreign Affairs, Trade and Development Canada: Office of the Chief Financial Officer,

http://www.international.gc.ca/finance/index.aspx

Foreign Affairs, Trade and Development Canada: Office of the Chief Financial Officer,

http://www.international.gc.ca/finance/index.aspx

Foreign Affairs, Trade and Development Canada: Planning and Performance,

http://www.international.gc.ca/department-ministere/plans/index.aspx

xii

Department of Finance Canada: Government of Canada Tax Expenditures, http://www.fin.gc.ca/purl/taxexp-

eng.asp