ARCHIVED - RPP 2006-2007
Department of Foreign Affairs and International Trade

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2.1 How the Department Works

2.1.1 Reason for Existence (Mandate)

The department's mandate as it pertains to foreign affairs is to:

• conduct all diplomatic and consular relations on behalf of Canada;
• undertake all official communications between the Government of Canada and the governments of other countries, as well as between the Government of Canada and international organizations;
• conduct and manage international negotiations as they relate to Canada;
• coordinate the direction given by the Government of Canada to the heads of Canada's diplomatic and consular missions;
• manage Canada's diplomatic and consular missions;
• have a role in relation to the Canadian International Development Agency (CIDA);
• administer the Foreign Service of Canada;
• foster the development of international law and its application in Canada's external relations; and
• carry out other duties and functions such as those noted in the Canadian Passport Order.

The department's mandate as it pertains to international commerce is the advancement of Canada's economic interests abroad through the:

• development of trade and economic policy; management of bilateral, regional and multilateral trade relations, oversight of trade law and management of import and export controls;
• delivery of Canada's international business development and outward investment services, including commercial intelligence to Canadian business about opportunities related to exports of goods, services and technology;
  • promotion of foreign direct investment to Canada through strategic and targeted attraction activities;
  • promotion of innovation and science and technology flows with foreign parties; and
• provision of financing for certain export transactions under the Canada Account, which are negotiated, executed and administered by EDC on behalf of the Government of Canada.

With respect to the department's management of Canada's missions abroad, it is important to recognize the spread and complexity of this responsibility. This country has a formal presence in 159 of the world's 192 independent states. Outside Canada, there are 299 locations at which the services of the federal government can be accessed. The number of points of service in each country or other entity depends on the breadth of its bilateral relationship with Canada. For instance, there are more points of service in the United States than in any other country, underscoring the significance of Canada's relations with that nation.

The department also serves the foreign diplomatic community accredited to Canada (173 foreign diplomatic missions, 126 of which are in Ottawa and 47 of which are in either New York City or Washington, D.C., 525 foreign consular posts and nearly 20 international organizations and other offices). At present, there are approximately 8,000 foreign representatives and accredited members of their families in Canada.

2.1.2 Benefits for Canadians

The department delivers a number of value-added services to Canadians pertaining to foreign affairs and international commerce.

Foreign Affairs: First, the department leads and coordinates a government-wide approach to the pursuit of Canada's global agenda, while promoting Canadian values and culture internationally. Second, it analyzes national and international trends and developments for Canadians, providing timely and practical information on global issues and travel. Third, it manages Canada's network of missions worldwide, delivering cost-effective and efficient services and infrastructure to enable the international operations of the Government of Canada as well as other partners co-located at those missions (see Part II, section 2.1.3.4 and Part III, sections 3.2.1.4 and 3.2.2 for more information about Canada's missions). Finally, it provides passport and consular services to Canadians, enabling their participation in the international community.

International Trade: Much of the department's commerce-related work involves the provision of wide-ranging services to Canadian business. This includes opening and expanding markets through negotiated agreements and facilitating export and investment transactions. The benefits of this work are reaped by Canadian companies and, by extension, the entire Canadian economy.

The expansion of global commerce, including two-way trade and investment, generates employment and business opportunities for Canadians at home and abroad. A strengthened Canadian economy, built on open flows of trade, investment and technology, enables both federal and provincial governments to provide Canadians with the social and other programs that they desire. Furthermore, trade liberalization is a significant contributor to the Government of Canada's innovation agenda. Opening new markets for Canadian firms stimulates investment that can raise productivity by generating new ideas and technologies, while foreign investment in this country helps to transfer technology and know-how to Canadians.

These benefits that the department provides to Canadians are incorporated into its Management, Resources and Results Structure-Program Activity Architecture (MRRS-PAA) (see Part II, section 2.1.3.9 for more information on the MRRS-PAA).

2.1.3 Governance and Accountability

2.1.3.1 Structure and Management Team

The Minister of Foreign Affairs, Peter MacKay, and the Minister for International Trade, David Emerson, are accountable to Parliament for the management and oversight of the department.

Mr. MacKay is supported by Josée Verner, Minister for International Cooperation, La Francophonie and Official Languages, who is responsible for the Canadian International Development Agency (CIDA). Mr. MacKay's Parliamentary Secretaries are Deepak Obhrai and Peter Van Loan. The Foreign Affairs Minister is the chair of the Cabinet Committee on Foreign Affairs and National Security and a member of the Cabinet Committee on Priorities and Planning. Mr. Emerson is assisted by his Parliamentary Secretary, Helena Guergis. He is the vice-chair of the Cabinet Committee on Economic Affairs.

The Deputy Ministers of Foreign Affairs and International Trade support the Ministers in determining the overall direction of the department. The Deputy Ministers and Associate Deputy Minister are responsible for the department's strategic outcomes and related program activities.

Within the foreign affairs component of the department, two bureaus (Communications and Executive Services) report directly to the Deputy Minister of Foreign Affairs, while the Office of the Inspector General and Passport Canada report to the Associate Deputy Minister.

Below the levels of Deputy Minister and Associate Deputy Minister, the department's foreign affairs component has a Legal Adviser and seven Assistant Deputy Ministers (ADM). These ADMs develop policies and initiatives to achieve the department's worldwide objectives. In so doing, they are accountable for the main departmental programs and the performance of their respective branches.

Within the international trade component, a Senior Adviser reports directly to that Deputy Minister. Also reporting to the Deputy Minister for International Trade are three ADMs responsible for each of the three branches (Global Operations; Investment, Innovation and Sectors; and Trade Policy and Negotiations). The Chief Air Negotiator reports jointly to the Deputy Ministers of International Trade and Transport and conducts negotiations that are vital to Canada's air carriers, airport communities, tourists, business travellers, investors and shippers.

Accountability below the ADM level throughout the department is governed by the Management, Resources and Results Structure-Program Activity Architecture. Accordingly, all of the department's branches contribute to achieving the strategic outcomes identified in the MRRS-PAA as follows:

• The two geographic branches (Bilateral Relations and North America), four functional branches (Strategic Policy and Planning, International Security, Global Issues and Protocol) and the Office of the Legal Adviser support the strategic outcome of Advancing Canada's Interests Internationally.
• The following branches support the strategic outcome of Serving Government Abroad: Bilateral Relations, North America, Corporate Services and Human Resources.
• The Consular Affairs Bureau and Passport Canada support the strategic outcome of Serving Canadians Abroad.
• The branches, Global Operations, Investment, Innovation and Sectors, and Trade Policy and Negotiations, support the strategic outcome of advancing Canada's international commercial interests at home and abroad.

In keeping with the reintegration of the department, the following central functions report jointly to both Deputy Ministers: Corporate Services, Human Resources, the Strategic Policy and Planning Branch, and the Protocol Office. Corporate Services and Human Resources provide essential infrastructure to the whole department. The core functions of the two branches, including finance, information technology, property management, administration and human resources services, support all departmental strategic outcomes. As a global player, the department requires a highly robust and secure information technology infrastructure and related support in order to provide the services and results Canadians expect. The department also continues to lead enhancement of the international gateway (http://canadainternational.gc.ca/ci/main_menu-e.aspx) on the main Government of Canada website.

The work of the Strategic Policy and Planning Branch ensures that the international economic dimension is appropriately reflected in Canada's foreign policy. The branch undertakes research on and analysis of cross-cutting international issues, including broad economic questions with implications for Canada's foreign policy. Through the work of the department's Policy Committee, the branch sets annual policy priorities to guide corporate planning and alignment of resource allocation. The branch also identifies gaps in Canada's international policies and carries out policy planning and development to address them. And, it explores the implications of new global trends and issues with other foreign ministries to identify ways in which Canada can collaborate with other countries on emerging policy issues, including those of economic importance.

The two geographic branches-North America, which concentrates on the United States and Mexico, and Bilateral Relations, which covers the rest of the world-manage and coordinate Canada's relations with their designated part of the world, providing resources and guidance to Canada's missions on all aspects of foreign policy, international trade and consular services. They provide policy advice to Ministers and, at missions abroad, manage all of the department's program activities as well as the initiatives of other federal departments and agencies co-located there.

The Legal Adviser is the principal source of legal services and advice to the Government of Canada on international issues.

The Office of the Inspector General is central to the department's commitment to provide Canadian taxpayers with services and benefits of real value by:

• undertaking audits, evaluations, special investigations and inspections of missions in order to provide objective information with which to assess the department's management and control frameworks;
• helping managers develop Results-based Management and Accountability Frameworks (RMAFs) and Risk-Based Audit Frameworks (RBAFs) for a number of program areas, including grants and contributions;
• conducting performance assessments of programs to ascertain whether they are meeting stated objectives and producing expected results;
• promoting awareness of the Values and Ethics Code for the Public Service, while ensuring a workplace environment in which staff is comfortable reporting any alleged wrongdoing (a newly approved Code of Conduct for Canadian Representatives Abroad developed in collaboration with federal partners is available at http://www.fac-aec.gc.ca/ department/conduct-abroad-en.asp); and
• implementing the following Treasury Board measures governing the federal Public Service: the Policy on the Prevention and Resolution of Harassment in the Workplace; guidelines on conflict of interest, political activities and post-employment; and the Policy on Internal Disclosure of Information concerning Wrongdoing in the Workplace.

All audits of programs at Headquarters and missions abroad are conducted using risk-based assessment methods.

Within the department are two special operating agencies: Passport Canada and the Physical Resources Bureau. Passport Canada operates much like a private-sector enterprise, financing its operations entirely from the fees charged for passports and other travel documents. It also maintains a revolving fund that allows it to carry over surpluses and deficits. The Physical Resources Bureau is responsible for the cost-effective acquisition, management, development and disposal of real property and materiel required to support program delivery abroad. The department manages over 2,000 properties abroad (chanceries, official residences and staff quarters), valued at approximately $2 billion.

2.1.3.2 Formal Decision-Making Committees

The following committees and groups guide corporate decision making for the department as a whole (i.e. for both the foreign affairs and international trade components):

• The senior forum for decision making and priority setting is Executive Committee, chaired by the Deputy Ministers. It covers all major policy, program and management issues facing the department. Meeting regularly, its membership is limited to the Deputy Ministers, Associate Deputy Minister, their Executive Assistants, all ADMs, the Legal Adviser and the Directors General (DGs) of Communications and Executive Services.
• The Governing Board, also chaired by the Deputy Ministers, is made up of Executive Committee members as well as Heads of Missions (HOMs) in numbers equal to the total number of other members. HOMs from a representative cross-section of posts serve a two-year term. This advisory group, which meets twice a year on average, is also expected to play a major role in setting longer-term direction for the department.
• The Forward Planning Meeting, which takes place every Monday morning, brings together all members of Executive Committee, all DGs and the Departmental Assistants in the Ministers' offices. Its purpose is to share information on issues and events related to the week ahead.
• The Management Committee, chaired by the Associate Deputy Minister, meets on a weekly basis. In addition to the chair, this committee is made up of the ADMs of Corporate Services and Human Resources, along with designated DGs. Its decisions on virtually all financial and program management issues facing the department are referred to Executive Committee for final approval.
• The Policy Committee, chaired by the ADM, Strategic Policy and Planning, is responsible for reviewing all mediumand longer-term policy initiatives before final consideration by Executive Committee. It meets biweekly and its membership consists of all ADMs. The committee liaises between Cabinet committees and the Executive and Management Committees. The Policy Committee agenda is shaped by those issues currently before relevant Cabinet committees as well as by the department's business plans and strategic priorities. The Policy Committee also reviews all major policy initiatives and helps craft priorities that guide corporate planning and the alignment of resources. Its recommendations are referred to Executive and Management Committees for final decision.
• The Human Resources Advisory Committee, which meets monthly, advises on human resources strategies, policies and programs, labour-management relations and the department's position on central agency initiatives and directives on cross-cutting issues such as classification conversion, employment equity and official languages. Chaired by the ADM, Human Resources, the committee is made up of DGs and Heads of Missions selected on the basis of achieving balanced representation among the department's geographic, operational and corporate sectors as well as between rotational and non-rotational positions.
• The Audit and Evaluation Committee, which meets twice a year, reviews the annual audit and evaluation plan of the Office of the Inspector General as well as the specific audits and evaluations it conducts. The Associate Deputy Minister chairs this group, which also includes all ADMs, the Inspector General, the DGs of audit and evaluation from the Canadian International Development Agency and Citizenship and Immigration Canada as well as representatives from the Office of the Auditor General and Treasury Board Secretariat.
• Common services supplied by the department to federal partners at missions abroad are overseen by three committees. First, the ADM Committee for Common Services Abroad, chaired by the ADM of Corporate Services, is made up of ADMs from all federal departments and agencies that carry out programs outside Canada. It is responsible for decisions related to the governance and strategic direction of common service delivery. Second, the interdepartmental DG Committee for Common Services Abroad decides on general principles and application of the Interdepartmental Memorandum of Understanding (MOU) on Operations and Support at Missions Abroad (see Part III, section 3.2.2.1), which governs delivery of these services. Third, the director-level Interdepartmental Working Group for Common Services Abroad decides on day-to-day operational issues and serves as the first level of dispute resolution under the MOU.
• The Committee on Representation Abroad (CORA), chaired by the Director of Common Services Abroad, Planning and Coordination Division, provides a forum at which bureaus across the department can discuss proposed position changes at missions abroad. It meets monthly to review proposals from the department as well as its partners and co-locators at missions abroad, making recommendations to the responsible geographic and functional ADMs. It also reviews requested changes to the category assigned to missions, studying all financial and operational implications before making recommendations to either Executive Committee or Management Committee.

These committees make up the formal decision-making structure of the department. However, certain issues cannot always be addressed within the time frames of this structure. As a result, like any other organization, the department also makes use of informal networks of governance. Both formal and informal means of decision making are necessary to deal with the complexity and volatility of the international environment in which the department operates. By carrying out decision making in this manner, the department increases its organizational agility in addressing unforeseen and/or rapidly changing issues and events such as the December 2004 Indian Ocean tsunami.

The international trade component of the department has the Strategic Directions Committee, which provides the challenge function for policy and program initiatives prior to their consideration by Executive Committee. Chaired by the DG of Policy and Consultations, this committee is attended by all trade and other relevant DGs as well as representatives of Export Development Canada and the Canadian Commercial Corporation (see Part II, section 2.1.3.5 for more information on these two organizations).

2.1.3.3 The Foreign Service

The department's Foreign Service employees fall into three categories: political/economic officers, management/consular officers and trade commissioners, all of which are rotational, relocating regularly between Headquarters and Canada's missions abroad. Trade commissioners also serve at regional offices across Canada.

Political/economic officers focus on shaping Canada's policies on a wide range of issues, such as international human rights, the environment, disarmament and the Middle East Peace Process. These officers typically spend a considerable amount of time working with their international counterparts. Some of the department's foreign policy work is done by nonrotational specialist officers.

Management/consular officers provide help and advice to Canadians outside the country in dealing with issues such as incarceration, death, child abduction and evacuation in the event of a political emergency or natural disaster. They also coordinate the services provided by the department to all Government of Canada departments and agencies operating outside Canada, including contracting, procurement and human resources management. At Headquarters, management/consular officers exercise budgetary and human resources authority.

Trade commissioners make up the Trade Commissioner Service (TCS), a worldwide network of some 1,000 highly skilled professionals with preferred access to contacts in international business. This number includes 650 locally engaged staff at 149 missions around the world. They are instrumental in promoting Canadian economic interests in the global marketplace. The main client groups of TCS are the Canadian business community, for trade and outward investment, and the provinces and municipalities, for inward investment. Its primary objective is to create an internationally competitive private sector and assist companies in achieving success in foreign markets. The service's main activities include helping the country's entrepreneurs succeed in foreign markets by developing and accessing export markets; developing international business contacts; identifying trade barriers, foreign business leads and strategic alliances; promoting two-way investment and joint venture partnering; facilitating licensing, franchising and venture capital linkages as well as acquisition and dissemination of technology and related information; promoting R&D collaboration and commercialization; promoting corporate social responsibility; and advocating Canadian commercial interests. These officers also deal with trade policy issues that arise in their territory and complement the work of trade policy specialists, which is undertaken in missions such as Geneva and Brussels.

2.1.3.4 Canada's Missions Abroad

Canada has a formal presence in 159 of the world's 192 independent states. Outside Canada, there are 299 locations at which the services of the federal government can be accessed. The number of points of service in each country or other entity depends on the breadth of its bilateral relationship with Canada. For instance, there are more points of service in the United States than in any other country, underscoring the significance of Canada's relations with that nation.

Worldwide, federal government services are available at Canada's:

• 172 full-service embassies, high commissions and deputy high commissions; permanent missions to major international organizations such as the United Nations, the Organization of American States (OAS) and the European Union; consulates general; consulates headed and staffed with Canada-based and locally engaged staff; offices and representative offices;
• 98 consulates headed by honorary consuls; and
• 13 new consulates in the United States that do not provide consular services. These are headed by honorary consuls and are part of the government's Enhanced Representation Initiative (ERI) to increase the Government of Canada's presence in that country.

In addition, there are 16 other locations at which consular services only are provided, under agreements with the governments of Australia and Sweden.

The missions represent the Government of Canada and advance Canadian interests (federal, provincial, territorial and municipal) in designated countries, areas or multilateral organizations by performing one or more of the following functions:

• advocating Canadian policies and perspectives to foreign governments and international institutions;
• building and maintaining relationships inside and outside government to raise Canada's profile and providing the basis for successful advocacy of specific Canadian objectives;
• reporting and interpreting local views and information from a Canadian point of view (i.e. what they mean to Canada and Canadians);
• managing the overall international business development functions by engaging with senior corporate executives and government officials of the countries in which they are located. This level of access is instrumental in advocating Government of Canada positions on trade and commerce and provides valuable information and intelligence;
• providing Canadians abroad with consular and passport services; and
• supplying infrastructure and related services to support the international operations of other departments and agencies as well as additional partners co-located at missions abroad.

The missions play a growing role in support of Canada's domestic programs and activities. In carrying out these functions, missions ensure the integration and coordination of all federal programs and activities outside Canada. Heads of Missions act on behalf of the entire Government of Canada, not just the Department of Foreign Affairs and International Trade. Program managers at missions report to their HOMs and to the relevant program authorities in their home departments or agencies.

Each mission has a Committee on Mission Management, usually chaired by the HOM. Its members are the mission's program managers. Meeting weekly, the committee coordinates the mission's policies and programs and oversees its management. While decisions are typically made by consensus, the HOM has the final authority. All federal employees at missions abroad, regardless of their home departments or agencies, act as members of a cohesive Government of Canada team.

The department provides goods, services and real property to other government departments and agencies co-located at missions abroad. The purpose is to:

• ensure a consistent federal approach to Canada's representation abroad;
• enable all federal partners with international operations to deliver their programs and services effectively outside the country; and
• maintain economies of scale.

As part of its transformation agenda, the department is working to re-categorize Canada's missions abroad in order to better align them with the country's international priorities as well as the department's resources, program activities and results, and ensure greater understanding inside and outside the department about the role of missions and expected results.

2.1.3.5 The Department's Portfolio

The following organizations outside of the department's direct governance structure make up what is known as its portfolio:

The Canadian International Development Agency supports sustainable development in developing countries in order to reduce poverty, and contributes to a more secure, equitable and prosperous world. It reports to Parliament through the Minister for International Cooperation. The authority of CIDA is articulated in the Department of Foreign Affairs and International Trade Act, the Annual Appropriation Acts and the International Development (Financial Institutions) Assistance Act. CIDA is currently listed under Schedule 1.1 of the Financial Administration Act. CIDA's website address is http://www.acdi-cida.gc.ca/index-e.htm.

The International Development Research Centre (IDRC) is a Crown corporation created by Parliament in 1970 to help developing countries use science and technology to find practical, long-term solutions to their social, economic and environmental problems. Support is directed toward developing an indigenous research capacity to sustain policies and technologies that developing countries need to build healthier, more equitable and more prosperous societies. IDRC's website address is http://www.idrc.ca/en/ev-1-201-1-DO_TOPIC.html.

Export Development Canada (http://www.edc.ca/) is also a parent Crown corporation under Schedule III of the Financial Administration Act. It is a financial institution that provides trade-related financial and insurance services to Canadian exporters and investors.

The Canadian Commercial Corporation (http://www.ccc.ca/index.html) is a parent Crown corporation under Schedule III of the Financial Administration Act. It is an export sales agency that works to expand Canada's international trade, in particular by participating in foreign government procurement and infrastructure projects.

The North American Free Trade Agreement (NAFTA) Secretariat (Canadian Section) (http://www.nafta-secalena.org/canada/index-eng.aspx) is an agency of the Government of Canada under Schedule 1.1 of the Financial Administration Act. The secretariat helps to administer the dispute settlement provisions of the North American Free Trade Agreement.

Rights & Democracy (the International Centre for Human Rights and Democratic Development) is a non-partisan organization created by Parliament in 1988 to encourage and support the universal values of human rights and the promotion of democratic institutions and practices around the world. This organization receives most of its funding from Canada's Overseas Development Assistance Budget, through the department. Each year, Rights & Democracy submits a report on its activities to the Minister of Foreign Affairs, who tables it in Parliament. More information can be found at http://www.ichrdd.ca/site/home/index.php?lang=en.

The International Joint Commission is an independent bi-national (Canada and the United States) organization established by the Boundary Waters Treaty of 1909. Its purpose is to help prevent and resolve disputes over the use and quality of boundary waters and to give advice on related issues. The International Joint Commission website can be found at http://www.ijc.org/en/home/main_accueil.htm.

The Roosevelt Campobello International Park Commission administers the Roosevelt Campobello International Park on the Bay of Fundy as a memorial to former United States President Franklin Roosevelt. The commission was created by an international treaty in 1964, which specifies that the two countries share the costs of the park's development, operation and maintenance. The department approves the Canadian budget. More information can be found on the park's website at http://www.fdr.net/englishii/.

2.1.3.6 Key Partners

The department works closely with a wide range of domestic and foreign partners, including:

• other federal departments and agencies;
• provincial, territorial and municipal governments;
• the private and voluntary sectors in Canada;
• Canadian non-governmental organizations and citizens' groups;
• the Canadian academic community;
• foreign cultural and academic communities with an interest in Canada;
• Canadian and international media;
• representatives of foreign governments, companies and international institutions; and
• organizations involved in science, technology and innovation.

Its client groups include parliamentarians, federal departments and agencies with international operations, provincial governments and others co-located at missions abroad, and Canadians, particularly those with an interest in foreign policy, global business, international travel and study abroad.

2.1.3.7 The Transformation Agenda and the Rationale Behind It

Since January 2005, the department has been transforming its structure, processes and culture in order to bring sharper focus to its role in delivering Canada's international policies.

The transformation agenda was devised to address certain realities affecting the department's foreign affairs operating environment, including the growing importance of diplomacy carried out by world leaders; the increasing international engagement of other public- and private-sector players; and the evolution of the department from a policy-oriented organization to one also heavily involved in program and project design, management and delivery, especially with respect to security issues. As a result of these factors, the department has recognized the urgent need to redefine its role within the Government of Canada and modernize its organization and structure in order to best represent Canada and protect Canadian interests in a constantly changing world.

In January 2005, the trade component of the department began implementation of an agenda to modernize its structure, processes and culture in response to the globalization of international commerce and its increasing importance to the Canadian economy. The Global Operations Branch (initially called the World Markets Branch) provided a new focal point in the department to address the global commerce challenges of the 21st century. The branch has led the development of over-arching strategies in specific priority markets (e.g. Brazil, India, China, among others). These strategies integrate all commercial policies, programs and initiatives undertaken at missions abroad with the support of Headquarters, regional offices and key players at the federal, provincial and municipal levels.

2.1.3.8 The Policy and Governance/Accountability Structure at a Glance

The following graph shows at a glance the governance and accountability structure of the department as a whole and how it relates directly to its strategic outcomes and stated priorities for the planning period. More details on this relationship and the department's planning process in general are provided in the sections that follow. As indicated in the graph, there are four elements that make up governance and accountability: strategic direction, functions, structures and management processes.

2.1.3.9 The Department's Management, Resources and Results Structure-Program Activity Architecture

Since the department's reintegration took place near the end of the 2005-2006 fiscal year, the department was unable to prepare a new, merged Management, Resources and Results Structure-Program Activity Architecture in time for use in putting together this report. Instead, this document reflects the combination of two separate PAAs, which were developed for the previously separate departments of Foreign Affairs Canada and International Trade Canada. The chart below brings together these two PAAs, listing the four strategic outcomes of the reintegrated department: three pertaining to foreign affairs and one to international trade.¹

¹ Full descriptions of the strategic outcomes and their associated program activities are presented in Part III (foreign affairs) and Part IV (international trade). Elsewhere in the document, the strategic outcomes are identified only by their main themes (e.g. Advancing Canada's Interests Internationally).

Meanwhile, the department is working on a more complete, merged PAA. First, it has recently completed work on a single, interim PAA, which has been approved by Treasury Board of Canada. Second, it is continuing to develop a more fully integrated and comprehensive PAA.

The MRRS-PAA is made up of four critical elements:

• clearly defined strategic outcomes;
• a Program Activity Architecture, showing how the department's programs relate to and support the strategic outcomes;
• alignment of the department's resources with its results-based outcomes; and
• a governance structure that is specific about accountability for the use of resources in support of strategies, outcomes and priorities.

The MRRS-PAA is essentially a vertical structure, into which the department's Strategic Planning Framework fits horizontally. In other words, the priorities for the planning period, which are identified in the framework, cut across the department's nine program activities listed in the MRRS-PAA. The framework, first established in 2002, provides the direction needed to achieve the department's priorities for the planning period. It identifies outcomes for the one- to threeyear period as well as accountabilities and performance indicators with which the department will measure its performance.

As a matrix, the MRRS-PAA and Strategic Planning Framework makes clear the department's system of corporate accountability. The MRRS-PAA sets out which ADMs are responsible for the department's program activities as well as which DGs. The same ADMs are also accountable for delivering on the planned outcomes specified in the framework.

To measure the performance of its senior staff (ADMs to Directors), the department is guided by performance management agreements. These agreements enable senior managers to:

• assess how they contribute to addressing the department's priorities and achieving planned outcomes; and
• make adjustments, where appropriate, to improve individual and organizational performance.

In addition, as part of its ongoing transformation agenda, the department will provide all employees with performance appraisals. Staff will evaluate their accomplishments against expectations on an annual basis with their immediate supervisors. The benefit of these tools will be to close any remaining accountability gap within the department.

2.1.4 The Department's Combined Voted Funding and Statutory Spending

The following pro forma table summarizes the combined vote funding and statutory spending of the two former departments before they were reintegrated. Readers will find exact figures for the foreign affairs and international trade in the financial tables at the end of Parts III and IV, respectively.

Department of Foreign Affairs and International Trade 2006-2007 Summary of Voted and Statutory Items
Vote / Statutory Items	Current Main Estimates ($ millions)
Vote 1: Operating expenditures	1,025.8
Vote 5: Capital expenditures	115.7
Vote 10: Grant and contribution expenditures	718.7
Vote 15: Operating expenditures	156.0
Vote 20: Grant and contribution expenditures	10.9
Statutory: Ministers' salaries and car allowances expenditures	0.2
Statutory: Payments under the Diplomatic Service (Special) Superannuation Act. This is an Act to provide superannuation benefits for senior appointees of the Department of Foreign Affairs and International Trade serving outside Canada.	0.3
Statutory: Contributions to employee benefit plans	99.1
Statutory: Payments to Export Development Canada for facilitating and developing trade between Canada and other countries under the terms of the Export Development Act (budgetary). (These amounts are for Canada Account coverage and are not available for any operational use by the department.)	18.3
Statutory: Payments to Export Development Canada for facilitating and developing trade between Canada and other countries under the terms of the Export Development Act (non-budgetary). (These amounts are for Canada Account coverage and are not available for any operational use by the department.)	209.0

 

2.1.5 Recently Approved Changes to the MRRS-PAA

Over the past few years, Treasury Board has approved changes to the department's MRRS-PAA related to its transformation agenda. As a result, the former Global and Security program activity was divided into two separate program activities: International Security and Global Issues. Establishment of the stand-alone International Security program activity recognizes the importance of effectively managing the complex and fast-moving international security agenda post-9/11. Creation of a separate Global Issues program activity brings together the department's expertise on economic, social, political and environmental issues for the purpose of strengthening policy capacity as well as giving greater focus to the department's involvement in issues that cut across the mandates and programs of other federal departments and agencies.

At the same time, the department's Protocol Program was established as a discrete program activity. Previously, it was included in the MRRS-PAA as support to all program activities.

An important change for the department's trade-related component has been the move from two strategic outcomes to one, as well as creating a supporting activity-Strategic Policy, Business Planning and Communications-to contribute to the department's four commerce-related program activities.

2.1.6 The Department's Overall Priorities for 2006-2007

The table below provides a snapshot of the department's overall priorities for the year ahead. Each is discussed in greater detail in the relevant sections of this report that follow (i.e. those related to foreign affairs in Part III and those related to international trade in Part IV).

STRATEGIC PRIORITIES	STATUS
In the Foreign Affairs Component of the Department
1. Greater collaboration with the United States and increased cooperation with all hemispheric partners.	Ongoing
2. A more secure world for Canada and Canadians, safer from the threats of failed and fragile states, terrorism, transnational crime and weapons of mass destruction.	Ongoing
3. A revitalized multilateralism, responding to the new challenges of globalization and putting outcomes ahead of processes.	Ongoing
4. Greater engagement with like-minded partners in the G8 as well as emerging economies such as Brazil, Russia, India and China.	New
5. Strengthened consular and passport services, able to respond rapidly and flexibly.	Ongoing
In the International Trade Component of the Department
6. Increased Canadian awareness of the challenges and opportunities presented by global commerce.	Ongoing
7. More secure access for Canadian business to global markets through the negotiation and implementation of commercial agreements.	Ongoing
8. Assistance to Canadian business to compete successfully for global opportunities.	Ongoing
9. Promotion of Canada as a globally competitive location and partner for investment, innovation and value-added production.	Ongoing
In the Operational Arena
10. A foreign ministry that is recognized as modern and agile.	Ongoing

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