Departmental Performance Report 2012-13 Supplementary Information Tables

Details on Transfer Payment Programs

Name of transfer payment program: International Development Assistance

Start date: April 1, 2012

End date: N/A

Description: The objective of the Canadian International Development Agency (CIDA) transfer payment program was to reduce poverty for those living in countries where CIDA engaged in international development.

This objective was in line with the intent of the Official Development Assistance Accountability Act, which states that expenditures reported to Parliament as Official Development Assistance (ODA) must contribute to poverty reduction, take into account the perspectives of the poor, and be consistent with international human rights standards. Furthermore, ODA may be provided for the purposes of alleviating the effects of a natural or manmade disaster or other emergency occurring outside Canada. CIDA was the lead department responsible for Canada's Official Development Assistance. The majority of the Agency's activities were consistent with the Act. However, CIDA's transfer payment program did not preclude activities falling outside the scope of the Act given stated limitations. Authorities related to this program were voted through Appropriation Acts.

Strategic outcome(s): Reduction in poverty for those living in countries where CIDA engages in international development.

Results achieved: In 2012-13, an effective development program remained at the forefront of CIDA's agenda. CIDA focused over 80 percent of its bilateral assistance in 20 countries, and by March 2013 had untied 99.9 percent of its aid. In keeping with Canadian development priorities, CIDA's programming focused on securing the future of children and youth, increasing food security, and stimulating sustainable economic growth.

Comments on variances: The variance between the total International Development Assistance authorities and the actual spending is partially explained by the unused balance of the Crisis Pool Quick Release Mechanism, a dedicated fund used to respond quickly to catastrophic international crises and disasters; and, other lapsed amounts at year end due to the changing political landscape in recipient countries (such as the instability in Mali) that prevented the Agency from delivering on some of its program plans.

Name of transfer payment program: International Financial Institutions, as per the International Development (Financial Institutions) Assistance Act

Start date: N/A

End date: N/A

Description: One of CIDA's main funding instruments for the International Financial Institutions (IFIs) was the issuance and encashment of promissory notes, which are funds that are given to the organization without any capital stock or subscriptions given in return. This funding enables the IFIs to finance their concessional funding windows for assistance to developing countries. Advances were made through the issuance of non-interest bearing, non-negotiable notes payable to the institutions, which become a statutory cash requirement upon encashment by the institution.

Strategic outcome(s): Reduction in poverty for those living in countries in which CIDA engages in international development.

Results achieved: CIDA helped international financial institutions to enable sustainable economic growth in developing countries. For example, as of 2012, the African Development Bank has helped to install 1,110 megawatts of power capacity, enough to supply 20 million households, and has invested in infrastructure to improve access to transport for 34 million people. Between 2009 and 2012, the Asian Development Bank provided more than 3.3 million households with new water supply and 3.3 million with new sanitation services.

Comments on variances: There are no significant variances between planned and actual spending levels relating to the encashment of notes issued to the development assistance funds of the International Financial Institutions.

Name of transfer payment program: Advance Market Commitment for Pneumococcal Vaccines

Start date: 2007

End date: N/A

Description: The goal of the Advance Market Commitment (AMC) for Pneumococcal Vaccine is to reduce the disease burden and mortality from pneumococcal disease in developing countries through a financial commitment by donors to purchase a vaccine to be developed against strains of pneumococcal disease prevalent in developing countries.

The total Canadian commitment to the AMC is US$200M as per the Budget and Economic Statement Implementation Act (2007). The payments for this project will be funded from a statutory vote from the Consolidated Revenue Fund, on an annual demand basis, under the authority of Section 144 of the Budget and Economic Statement Implementation Act (2007).

Strategic outcome(s): Reduction in poverty for those living in countries in which CIDA engages in international development.

Results achieved: Results achieved by GAVI's Advance Market Commitment through the support of Canada and other international donors during the period of 2010 to 2012 include: a total of 101 million doses produced and delivered, culminating in an estimated number of over 10 million children in 24 countries immunized against today's main cause of pneumonia.

Comments on variances: The statutory amount for the Advance Market Commitment for Pneumococcal Vaccine program is established over the course of the fiscal year, and is included in Supplementary Estimates for information purposes only. This explains the variance of $24 million between planned program spending and actual spending represents payments made to the World Bank for the Advance Market Commitment for Pneumococcal Vaccines.

Notes on Transfer Payment Programs

Audits completed or planned: For a list of completed and planned audits of CIDA's programming, please refer to the Internal Audits Table and the Response to Parliamentary Committees and External Audits.

Evaluations completed or planned: For a list of completed and planned evaluations of CIDA's programming, please refer to the Evaluations Table.

Engagement of applicants and recipients: Canada works with a variety of partners to improve the lives of poor and vulnerable people in developing countries and produce timely and effective results. Canada's development partners include the following:

• Governments in developing countries - Within the 20 development countries of focus, Canada works with the governments of these countries as well as local organizations.
• Multilateral organizations - Canada works closely with 18 key multilateral and global partners to tackle critical humanitarian needs and development challenges that are too large for one country to manage. This approach helps to build consensus around common issues.
• Canadian organizations, associations, universities and colleges and private-sector - Through initiatives such as its Partnerships with Canadians and Global Citizens Program, Canada works to engage Canadian development expertise, interest and initiative.
• Non-governmental organizations around the world - In order to achieve sustainable results, Canada works with hundreds of organizations around the world.
• Aid agencies of other donor countries - Canada also works with aid agencies of other donor countries, combining skills and resources to reduce poverty, and meeting the Paris Declaration Aid Effectiveness principles of donor harmonization and alignment.

Additional information can be found on the Foreign Affairs, Trade and Development Canada web page on Partners in Development.

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Greening Government Operations

Greening Government Operations Tables for 2012-13

The GGO supplementary table applies to departments and agencies bound by the Federal Sustainable Development Act, the Policy on Green Procurement, or the Policy Framework for Offsetting Greenhouse Gas Emissions from Major International Events.

Notes:

• "RPP" refers to the Report on Plans and Priorities and represents planned or expected results.
• DPR refers to Departmental Performance Reports and represents actual results.
• "Departments" refers to departments and agencies.
• "FY" refers to fiscal year.

Surplus Electronic and Electrical Equipment Target

Strategies and/or Comments

1. The EEE strategy applies to all five locations in the National Capital Region (NCR): Place du Centre, 105 Hotel de Ville, 119 Promenade du Portage, the Agency Record Centre at 45 Sacré-Coeur and the warehouse at 1770 Pink Road. The Agency also has a regional presence in seven satellite offices, but with only five employees for these locations that are not part of this strategy. Disposal and reuse of surplus EEE is part of the Agency’s Framework for Asset Management. All activities related to handling surplus EEE are being centralized at the Agency’s warehouse and managed in accordance with government policies and best practices. CIDA adheres to the Treasury Board Directive on the Disposal of Surplus Materiel and disposes of surplus EEE through the recommended mechanisms including Computers for Schools and the Crown Assets Distribution Directorate.
2. Surplus EEE are picked up in a specific location by the Facilities Services at each building, sent to the warehouse, assessed for re-use or bundled together for disposal. Informatics equipment is gathered centrally at Place du Centre by Information Management and Technology Branch (IMTB) employees and prepared for transfer to different programs or disposal.
3. Roles and responsibilities have been defined in the Framework for Asset Management and rest with Infrastructure Services. This demonstrates that proper disposal procedures are respected.
4. The centralization of Asset Management functions has allowed CIDA to focus all disposal activities in one location. This has increased the logistical efficiency of the process, allowing CIDA to capture 99 percent of EEE.
5. Security considerations are also included in the process. IMTB labels the different types of assets and disposal or re-use is carried out accordingly. BlackBerry and cell phones are disposed of through a specialized firm that ensures the destruction of any residual data while recycling close to 100 percent of the equipment. The warehouse where the destruction takes place has limited access and robust security systems.
6. CIDA minimizes the risk of loss or theft of EEE during storage and transport. Prior to shipment all surplus EEE is carefully packaged and materiel is not transported in bulk. Processes to track EEE are conducted during pre-disposal sorting of the equipment under all disposal mechanisms.
7. Opportunities for continuous improvement include the potential to add a special field in the asset management data bank that would identify the type of recommended disposal once the life cycle of the object is completed.
8. As a separate initiative related to electronic waste, CIDA will also continue to recycle 100% of used batteries, used ink cartridges, and compact disks.

Printing Unit Reduction Target

Strategies and/or Comments

1. "Printing units" are defined to include devices such as desktop printers, networked printers, multifunctional devices, photocopiers, faxes and scanners.
2. In 2012-13 CIDA developed and began to implement a printer strategy to achieve the target ratio of 8:1 during 2013-14. Although progress against the original timelines was slightly delayed, due to the transfer of responsibilities described in note v below, the 8:1 target ratio was met by June 2013. Furthermore, the new strategy aims to continually improve over future years, by carefully planning and monitoring the use of the printing units.
3. A detailed inventory of all the printing units within CIDA was developed in early 2012-13 (details of networked printers and photocopiers are available with the Information Technology and Facilities units). A final verification was carried out manually to confirm the data collected.
4. All employees at CIDA's five locations in the NCR were subject to the target reduction.
5. Until 2012-13, the roles and responsibilities for printing units were divided between two branches in the Agency. The Chief Financial Officer Branch (CFOB - Infrastructure Services) was responsible for photocopiers and fax units. Information Management and Technology Branch (IMTB) was responsible for all printing devices linked to the computer network. Both groups managed the financial, contractual and services related issues for their respective equipment. As part of the new printing strategy, these functions were streamlined, with CFOB's printing-related responsibilities transferred to IMTB at the end of 2012-13.

Paper Consumption Target

Strategies and/or Comments

1. All Agency employees at all locations have been subject to the paper reduction initiative; double-sided printing has been a default setting for all since 2007.
2. Paper consumption is calculated by dividing the total number of sheets of paper purchased (normalized to letter size equivalent) by the total number of employees.
3. The number of employees for this calculation is provided by the Human Resources Branch and does not include field presence, temporary help or leave without pay (LWOP).
4. In 2010-11, 2,310 employees were subject to this measure.
5. Overall, since the base year, the Agency has reduced its paper consumption by 37% (2010-2011) despite a 20% increase in the total number of employees over the same period. The bulk of this reduction is associated with double-sided printing, the new technologies in the boardrooms and also environmental awareness campaigns held by the Agency's Green Team.
6. Paper purchase is an item in the Infrastructure Manager budget and is tracked consistently over the year; it is also included as part of budget planning for future years. The Infrastructure Manager is the only representative signing for purchases and all transactions brokered through the contracting group, using only recycled paper from the PWGSC green National Master Standing Offer (NMSO).
7. Minor paper purchases are done by individual Branches for special orders (i.e., colour paper) and these are not monitored with the regular paper. As we change the type of equipment as part of the revised printing strategy, special paper orders will no longer be required. This will represent an overall reduction in cost, and allow us to better capture the total cost and volume of paper consumed.
8. The digitization of a number of forms, pads and promo materials is being implemented, reducing the amount of paper forms purchased and kept in stock. This paper usage is not tracked in the reduction number, but contributes to the overall Government goals.
9. Additional paper consumption initiative: The program for recycling paper towels in CIDA's main office building in the NCR was put in place following demands from CIDA, and was extended from the office tower at Place du Centre to the Commercial Centre, accessible to various other government departments and businesses. CIDA continued to encourage, develop, and support joint initiatives with PWGSC and property management firms for the recycling of used hand towels.

Green Meetings Target

Strategies and/or Comments

1. The Environmental Officer and Green Team developed the protocol that was published on CIDA's intranet site in May 2008. It is applicable to all Agency meeting rooms in all Agency locations by every employee and for meetings outside the Agency.
2. Projection equipment and computers linked to the network have been in place since 2009 in all corporate meeting rooms, video-teleconferencing rooms, and VP boardrooms.
3. The following are part of the protocol for in-house meetings:
   • Let participants know it will be a green meeting and talk about why you have chosen to follow this protocol.
   • Ask participants to bring their own reusable cups.
   • Introduce the green meeting concept to participants at the beginning of the meeting by pointing out the location of solid-waste recycling centres.
   • Avoid handouts. If they must be used, ensure they are concise and printed on both sides (and not in colour).
   • Place handouts on a table for those who really want hard copies. Make note of the email addresses of participants who would prefer to receive handouts by email.
   • Use the "handouts" option when printing a PowerPoint presentation.
   • Procure green meeting supplies, such as an erasable board with non-toxic dry markers, a blackboard, an overhead projector, and PowerPoint slides.
   • Request that the caterer provide fair-trade products such as coffee and tea, and local products such as pastries and fruit.
   • Ensure that the caterer uses reusable containers for condiments (sugar and so on) and reusable dishes.
   • When possible, do not throw out leftovers: distribute them to participants or donate them to a local food bank.
   • Turn off electrical appliances and lights before leaving the room.
4. These are also part of the protocol, but meant for meetings outside the Agency's space or when travelling outside the NCR:
   • Consider the option of organizing or taking part in a teleconference or video-conference, rather than travelling to and from the event.
   • Whenever possible, select a hotel with an eco-rating.
   • Book online whenever possible, rather than using printed forms.
   • If the hotel offers this service, use the energy-efficient option whereby linens are not changed daily.
   • Use public transit or car pool, or better yet, walk.
   • When going out of town, take the train. It is more environmentally friendly than driving or flying.
   • Collect presenters' business cards and ask them to send you desired information by email rather than accumulating hard-copy versions of their documents.
   • Return your plastic name-tag holder at the end of the meeting.
   • When leaving your hotel room, turn off the lights, television, and air conditioning or heating.
5. The protocol also includes a note advising employees to refrain from using perfume out of respect for colleagues who suffer from environmental sensitivities, allergies, or asthma.

Green Procurement Targets

8.10 As of April 1, 2011, each department will establish at least three SMART green procurement targets to reduce environmental impacts.

Strategies and/or Comments

1. Upon review of Agency expenditures, computer purchases are one of the most significant cyclical investments and offer a great opportunity for volume, value, and monitoring. With the rate of replacement for workstation computers and laptops, the disposal, even using the Computers for School Program and Crown Assets, have an impact on the environment. In 2010-2011, the Agency activated a module within its administrative software system (SAP) to allow for the tracking of green purchases and provided training to all procurement officers on its mandatory usage as well as the importance of buying green whenever possible. Recommendations were also made to always use Public Works and Government Services Canada's National Master Standing Offer to ensure that the green connotation had been indeed warranted.
2. The Information Management and Technology Branch plans all computer purchases only through its dedicated procurement officers. At reception, the equipment is bar-coded by the Infrastructure group and tracked through its life cycle by the User group. Once the life cycle is complete, disposal proceeds according to Government policies. These processes, roles and responsibilities are part of the Agency's Asset Management Framework and Policy.

Strategies and/or Comments

1. A review of expenditures identified furniture purchases as one of the Agency's most significant cyclical investments, offering a great opportunity to track green procurement performance. The rate of replacement of workstations makes furniture an asset that has an impact on the environment. Potential options for these used materials include their internal re-use, transfer to other departments, refurbishing, or disposal through Crown Assets. Consideration for the amount of plastic, steel, and wood utilized in the manufacturing of furniture is key to the sustainable use of natural resources. In 2010-11, the Agency activated a module within its administrative software system (SAP) that allows for the tracking of green purchases. CIDA also provided training to all procurement officers and infrastructure staff involved in accommodation projects on its mandatory use as well as the importance of buying green whenever possible. Recommendations were also made to always use the Public Works and Government Services Canada National Master Standing Offer to ensure that the green identification had been indeed warranted.
2. The Agencys Infrastructure group plans all furniture purchases exclusively through its dedicated procurement officers. At reception, the equipment is bar-coded by the Infrastructure group and tracked through its life cycle by the User group. Once the life cycle is complete, disposal proceeds according to Government policies. These processes, roles, and responsibilities are part of the Agency's Asset Management Framework and Policy.
3. A pilot project was conducted in 2009-10 to verify the benefits of refurbishing existing screens instead of purchasing new ones. Cost, timing, quality of product and potential compatibility with other types of furniture were assessed. Results indicated that for the type of screens in inventory, the quality of the refurbished product did not equal the quality of the new product. The production time, especially considering in-house co-ordination, was less economical than ordering new. The manufacturer has since discontinued these specific screens and did not offer any viable options for work surface usage. The cost of refurbishing was about the same as buying new furniture. All the material (steel, plastic, fabrics) removed from existing screens were recycled by the refurbishing company. Our analysis helped to identify the most appropriate cases for purchasing new furniture and the cases where it was not required. Surplus furnishings could then be either disposed through Crown Assets or offered to other federal departments that use this type of furniture.
4. Where appropriate, the Agency has donated surplus shelving to other federal departments instead of disposing through Crown Assets.

Strategies and/or Comments

1. Upon review of the Agency's expenditures, it was found that vehicles, although not one of the most frequent purchases, are nevertheless an investment that is cyclical and inherently poses an impact on the environment.
2. The current Agency fleet is composed of:
   • 2 executive vehicles for the Minister and the President both of which are eligible for replacement in 2012-13;
   • A former Ministerial vehicle which is currently being re-used for mailing operations;
   • A truck used for light deliveries and pick-ups;
   • A cargo van for the delivery of records between the different Agency locations and the Record Centre; and,
   • A cube van used for the transportation of assets between the warehouse and the different Agency locations.
3. All vehicle purchases are co-ordinated through the Infrastructure Manager and the procurement officer dedicated to that group. Only vehicles with special consideration for alternate fuels or hybrid vehicles from the Public Works and Government Services Canada National Master Standing Offer will be considered for replacement.

8.11 As of April 1, 2011, each department will establish SMART targets for training, employee performance evaluations, and management processes and controls, as they pertain to procurement decision making.

Strategies and/or Comments

1. Procurement officers acquire the majority of goods on behalf of the Agency. They are strategically positioned to ensure that all actions required to ensure green purchases are not only taken, but also considered as part of the entire purchasing process.
2. Team sessions have been held internally with all stakeholders, representatives from IMTB and Infrastructure groups, the environmental coordinator, procurement officers and managers to explain the initiative and the requirement to comply with green purchasing. Subsequently, the Agency's administrative software system (SAP) green module was activated on April 1, 2011 and is now part of the mandatory fields for executing a transaction.
3. In an effort to capture as much of the Agency's acquisition as possible, all credit card holders have also been trained and new applicants must complete the training before they are allowed to use the credit cards.
4. The Infrastructure Manager uses an SAP report, which clearly identifies green and non-green purchases, to monitor all purchases annually. The managers of the cost centres in default will be consulted to inform them of the different options available in green purchasing and to ensure that their purchasing practices are in line with both Agency and Federal Government objectives.

Strategies and/or Comments

1. An agreement has been reached with the Chief Financial Officer to develop a special clause in the performance evaluation of procurement officers in fiscal year 2013-14.
2. The Director of Corporate Security, Infrastructure and Management Services will develop a new clause and an evaluation process to be used in the 2013-14 performance evaluations, in collaboration with HR and the Contracting Directorate. The evaluation process will be based on the review of SAP reports on green purchasing by the Infrastructure Manager.
3. Once the process is well in place, the potential for expanding to credit card holders and the managers of these responsibility centers will be considered.

Strategies / Comments

1. On April 1, 2011, after 12 months of planning, a new module was activated in SAP for green procurement. A new line in the contracting procedures was activated to identify if the purchase was green, not green or of an unknown nature. This field is mandatory to be able to execute transactions. The data gathered on green procurement and other relevant details regarding the transaction is available in a report that will be reviewed annually by the Infrastructure Manager. The findings in the report will be used to: adjust the module, identify problems with data entries, identify percentage of goods purchase that are green, not green or of unknown nature, verify the practices and performance of procurement officers, provide overall information on green procurement for the Agency, and ensure that all efforts are made to improve where necessary.

Reporting on the Purchases of Offset Credits

Strategies and/or Comments

1. CIDA is not planning to purchase any greenhouse gas emission offset credits in 2013-14

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Internal Audits and Evaluations

Internal Audits Table

Evaluations Table

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Response to Parliamentary Committees and External Audits

Response to parliamentary committees

The Government Response to the Standing Committee on Foreign Affairs and International Development entitled Driving Inclusive Economic Growth: The Role of the Private Sector in International Development can be found through this link.

Response to the Auditor General (including to the Commissioner of the Environment and Sustainable Development)

Spring 2013, Chapter 4-Official Development Assistance through Multilateral Organizations:

The OAG audit examined federal spending on Official Development Assistance delivered through multilateral organizations. Most of the audit work was conducted in three departments that collectively accounted for more than 90 percent of federal government spending on ODA: the Canadian International Development Agency, Department of Finance Canada, and the Department of Foreign Affairs and International Trade.

Fall 2012, Chapter 2-Grant and Contribution Program Reforms:

The OAG audit examined whether the government has adequately implemented its action plan derived from the previous Grant and Contribution Audit. The focus was on the role played by the Treasury Board of Canada Secretariat (the Secretariat) in leading the reforms. The examination of selected activities undertaken in five federal organizations to implement the reforms were also reviewed.

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

Public Service Commission Audit Reports 2012 (October 2012), Chapter 10-Audit of the Canadian International Development Agency

The PSC Audit covered the Canadian International Development Agency (CIDA)'s appointment activities for the period between April 1, 2010, and July 15, 2011. The objectives of the audit were to determine whether CIDA had an appropriate framework, practices and systems in place to manage its appointment activities and whether appointments and appointment processes complied with the Public Service Employment Act (PSEA), the Public Service Employment Regulations (PSER), the Public Service Commission (PSC) Appointment Framework and related organizational appointment policies.

Audits of Departments and Agencies

Public Service Commission Audit Reports 2012 (PDF, 1.05 Mb, 170 pages)

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Sources of Non-Respendable Revenue

Respendable Revenue

N/A

Non-Respendable Revenue

Non respendable revenue consists of all non-tax revenue that has been credited to the Consolidated Revenue Fund.

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User Fees

User Fees and Regulatory Charges (User Fees Act)

User Fee: Fees charged for the processing of access requests filed under the Access to Information Act (ATIA)

Fee Type: Other products and services (O)

Fee-setting Authority: Access to Information Act

Year Last Modified: 1992

Performance Standards: Response within 30 days following receipt of request. The response time may be extended pursuant to section 9 of the Access to Information Act. The ATIA provides further details.

Performance Results: In 2012-13, 84% of requests were processed within the statutory time frames.

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