Management Response and Action Plan (MRAP):

1. The Branch should articulate and share broadly its unique role in, and value of, engagement with CSOs to strengthen public engagement on Canada’s international assistance priorities and develop a clear framework to guide this work. This should include a Theory of Change and performance measures for public engagement with Canadians.

Accepted

KED

Consultations:

KGD/KSD, PRD/PVD, LCM, NMD, MFM

1.1. Convene a meeting with the External Advisory Council on Engaging Canadians as Global Citizens  to obtain feedback  on the draft public engagement results framework.

KEG

March 31, 2022

1.2. Include language on the value of public engagement in corporate reporting (e.g. Departmental Results Report).

KEG

July 31, 2022, July 31, 2023

1.3. Articulate and share within GAC and partners an integrated approach to public engagement that includes a strategic framework that will include a Theory of Change and a performance measurement framework for engaging Canadians. 

KEG

Sept. 30, 2022

1.4 Update the resources in Virtual Engagement Resource Centre for All (VERCA) and notify key public engagement partners, such as the Inter-Council Network, CanWaCH and the Volunteer Cooperation Program.

KEG

Sept. 30, 2022 (first annual update)

Sept. 30, 2023 (second annual update)

1.5. Highlight and amplify CSO public engagement activities via GAC web and social media platforms, in the context of International Development Week 2022 as part of collaborative GAC-CSO efforts to advance the Implementation Plan for Canada’s Civil Society Partnerships for International Assistance Policy. 

KEG, with LCA

Sept. 30, 2022

2. The Branch should clarify its policy mandate, strengthen policy capacity as it relates to the engagement of CSOs, and assess ways to address policy needs in a systematic manner, rather than on an ad hoc basis.

Accepted

KED

Consultations: KGD/KSD

2.1. Complete a mapping of policy capacity and needs in the Branch.

KEGT/KESB

Additional consultations:  PFM, MFM, IFM, DPD, SCM

June 30, 2022

2.2. Develop a proposal to clarify policy responsibilities (analytical, decision making and coordination), resources and organizational structure needed to strengthen policy capacity related to engagement with Canadians and partners, within the branch, taking into consideration overall branch priorities and resources, and implement agreed organizational changes.

KEG/KES

Additional consultations: PFM, MFM, IFM, DPD, SCM

Dec 31, 2022

3. The Branch should develop and implement strategic Monitoring, Evaluation and Learning plans to enhance its capacity to draw program-level results and support evidence-based learning,  knowledge-sharing and decision-making.

Accepted

KFM agrees with the recommendation, noting it will put in place program-level MEL plans when appropriate (some interventions are small or stand-alone and do not lend themselves to a program-level MEL plan).

KGD

Recommended Consultations:

KED/KSD

3.1. Build branch staff awareness of the branch and departmental results architecture, including program-level results, by delivering an Architecture for Results on International Assistance (ARIA) training session.

KGA

Additional consultation: DPD

March 31, 2022

3.2. Identify program-level indicators to include in the updated KFM Performance Information Profile (PIP) based on corporate PIP guidance and in accordance with the program’s strategic learning and decision-making needs.

KGA

Additional consultation: DPD

Dec 30, 2022

3.3. Update and disseminate the branch MEL Five-Year Strategy (2020-2025).

KGA

Additional consultation: PRD

Annually until 2024-25

4. To improve effectiveness and efficiency in operations, the Branch should strengthen internal capacity on intersectional gender equality assessment, results-based management, and grants and contributions management. This could combine training, mentoring or coaching and should include an accountability mechanism for tracking capacity enhancement efforts.

Accepted

KED & KGD

4.1. Conduct an assessment on gender equality training and capacity needs in the branch so that managers can discuss with staff and track through learning plans.

KGA

Additional consultation: MGD

Sept 30, 2022

4.2. Conduct an assessment on results-based management training and capacity needs in the branch so that managers can discuss with staff and track through learning plans.

KGA

Additional consultation: DPD

Sept 30, 2022

4.3. Through KFM’s Learning and Reflection Series, address staff training needs regarding gender equality, results-based management, and grants and contributions management, provide mentorship on financial management and processes, and share other relevant corporate training opportunities and tools.

KES

Additional consultation: DPD, CFSI

Sept 30, 2022

5. The Branch should improve selection mechanisms by:

1. improving agility by considering managing selection through the use of outsourced mechanisms, where relevant
2. identifying options to solve the need for surge capacity to reduce excessive pressures on internal resources during the call for proposals assessment
3. adopting means to improve transparency on criteria leading to selection decisions, as well as enhancing partner learning by providing feedback, where possible

Accepted

KED/KES with DPD, SGD

Recommended Consultations:

KGD/KSD

5.1. Track the performance of existing “outsourcing” mechanisms.

KGD

Dec 30, 2022

5.2. Identify options for surge capacity management to manage calls for proposals assessment.

KES

Sept 30, 2022

5.3. Complete a review of how we communicate our call assessment procedures and feedback to applicants.

KES

Sept 30, 2022

6. KFM and corporate operations should work together to shorten timelines associated with the Authorized Programming Process in order to improve the delivery of international assistance.

Accepted

DPD/SRD/KED/KGD/KSD

6.1 KFM programming teams will collaborate to make recommendations to KFM to accelerate the approval of project implementation plans and ensure greater consistency across the branch. 

KES

Summer 2022

6.2 KFM programming teams will collaborate to make recommendations to KFM as to how to accelerate response times to unsolicited proposals.

KES

Summer 2022

6.3  KFM, corporate functions such as SGD and DPD, and IA program branches to continue to work together on the implementation the 13 “Game Changers” as the key corporate initiative to improve IA programming effectiveness and efficiency, including processing timelines. Specific actions include:

1. Developing a revised project budget process
2. Extending best practices from Covid exceptional measures
3. Implementing a partner-based approach
4. Establishing a mechanism to resolve bottlenecks in IA projects such as challenging situations where it is difficult to identify a way forward, or where there may be a lack of consensus between programs and corporate support teams on how to address an issue and how to escalate it

1. SGA
2. SGD
3. SGD
4. DPI

1. September 2022
2. April 2022
3. Fall/Winter 2022
4. April 2022

6.4  Implement the lessons learned from the Health and Rights call for proposals after-action review to advance new efficiencies within existing Authorized Programming Process parameters. 

SGD/KES

Spring 2022