Associate Deputy Minister of Foreign Affairs (DMA) - Briefing book

July 2024
Published: October 28, 2024

A. Context – Strategic Overview

Global trends

Issue

• This note surveys key geostrategic trends and how they affect Canada's international engagement.

Context

The global geo-strategic and socio-economic environment is being re-shaped in profound ways, with implications for Canada’s prosperity and security. Uncertainty and contestation are key words for understanding the global context. Multiple serious conflicts, notably Israel/Hamas and Ukraine, have both regional and global spillover effects. After decades of successful--if uneven--poverty reduction, the shocks of the pandemic and Russia’s invasion of Ukraine have undermined economic resilience in many regions, just as climate impacts ramp up. At the same time, the strain of geopolitical tensions has disrupted progress towards an inclusive and predictable rules-based global trading system. As a result of this challenging context, only 15% of the UN’s Sustainable Development Goals are on track to being met by 2030.

The global threat environment has been transformed by the rapid spread of disruptive technologies, pervasive hybrid conflict, foreign interference, risks of conflicts between major powers, increasing assertiveness of authoritarian states and rising geo-economic contestation. Russia’s invasion of Ukraine has changed the security calculus across Europe and instigated security and defence reassessments by states world-wide. It has also exacerbated multiple non-military security issues, notably economic security, food security, energy security and wider supply chain resilience. Two major shifts are having far-reaching consequences: intense geopolitical competition and increasing strain on the multilateral institutions that provided a framework for global governance over recent decades.

Sharpening Geopolitical Competition

The world is witnessing sharpening great power competition, with an increasing security element cutting across economic and political considerations. There is deepening cooperation among likeminded democratic states, including through NATO and the G7. While overall bilateral trade continues, the United States and China are seeking some strategic de-risking, especially in advanced technology, potentially placing the world on a path towards less digital and technological interoperability. [REDACTED].

Competition between China and the United States has sharpened, affecting the strategic choices of every country. [REDACTED]. Groupings such as the Shanghai Cooperation Organisation and BRICS have become prominent, [REDACTED].

Some states in the Global South see the West as hypocritical (e.g. on clean energy choices, Israel/Hamas and Ukraine conflicts, climate mitigation) and question the resources devoted to Western priorities while the priorities of developing states go under-addressed. The Israel/Hamas conflict, in particular, has sharpened dividing lines, [REDACTED].

Geopolitical competition is also shaping the international economic and trade landscape, which is showing signs of becoming more fragmented and securitized. [REDACTED]. Patterns of trade and investment are also changing as other countries adapt to new restrictions.

The global economy has proven resilient in the face of repeated shocks in recent years, but this masks disparities in how poorly many import-dependent developing countries have fared in the face of higher energy and food costs. High commodity prices, coupled with unsustainable debt levels in some countries, together with high interest rates and currency depreciation, have further eroded households’ food access and constrained the fiscal capacity of governments in developing countries.

In the current geopolitical context, international development assistance is increasingly being deployed as a “tool of statecraft” within the context of broader international policy objectives. Competing development models and emerging development actors, from philanthropists to private sector partners and emerging donors such as India and China, are disrupting the global development landscape. In this context, traditional donors, such as Canada, are increasingly sensitive to calls from the Global South to decolonize aid and shift power relations from donors to recipients.

Multilateral Institutions Under Strain

Multilateral action is increasingly shaped by geopolitical contestation and rising demands from developing states. Many developing states are calling for inclusiveness, a stronger voice and more effective institutions, including the reform of international financial institutions and the UN Security Council. A range of multilateral efforts are underway to pursue the broad, widely agreed goal to make more capital available for investment in developing states, though progress is challenging, given many conflicting views over voting shares, debt forgiveness, and climate priorities, among other issues.

Geopolitical divisions increasingly complicate progress on a range of multilateral issues, particularly the climate crisis, international financial reforms, debt relief, and various digital governance challenges. The multilateral trading system, underpinned by the World Trade Organization, has struggled to accommodate certain global issues, including appropriate frameworks to assess national security and environmental exceptions. At the same time, multilateralism and the institutions of the rules-based international system continue to facilitate discussion and collective action, with varying success.

In multilateral and other contexts, contestation related to human rights, democracy and gender equality is rising. Freedom House recorded the 18^th consecutive year of overall decline in democracy around the world in 2023. Connected with this democratic malaise, segments of the population in democracies and autocracies are excluded from decision-making or economic opportunities. These trends have been accelerated by digital technologies, which have the power to enable civil society and pro-democratic voices. However, these same digital technologies can also allow states to exercise greater control over their people and to suppress dissent.

State of the global economy

Issue

• According to the International Monetary Fund (IMF), the global economy continues to display “unexpected resilience” despite three years of tightening monetary policy and significantly higher interest rates aimed at reducing inflation. Global inflation has fallen significantly from mid-2022 peaks and is heading in the direction of central banks’ targets, while economic activity has remained steady. IMF forecasts in 2023 predicted a much larger global economic slowdown than we are currently experiencing.
• In recent years, geopolitical rivalries and economic upheavals have moved concerns about national security and supply chain resilience to the centre of economic policymaking. Government-led and private sector de-risking strategies are driving some degree of global economic fragmentation along geopolitical lines.

Global Growth Trends: The IMF’s April 2024 Outlook projects that global growth in 2024 and 2025 will be 3.2% (the same as 2023). This pace of growth is low by historical standards, owing to short-term factors, such as persistently high borrowing costs and the withdrawal of pandemic-era fiscal supports. Longer-term problems include economic “scarring” from the COVID-19 pandemic; impacts arising from Russia’s invasion of Ukraine, which triggered an inflationary global energy and food crisis; weak growth in productivity; and increasing geo-economic fragmentation as major economies “de-risk” from one another. Developing countries have been especially impacted by these trends.

The projection for global growth in 2024 and 2025 is below the historical (2000–19) annual average of 3.8%. The IMF forecast for global growth five years from now is just 3.1%, the lowest in decades. This means that the pace of convergence toward higher living standards for middle- and lower-income countries will also be slower, and global economic disparities will persist for longer than previously projected.

Inflationary pressures have abated more swiftly than expected: Global headline inflation is expected to fall from an annual average of 6.8% in 2023 to 5.9% in 2024 and 4.5% in 2025. Advanced economies are expected to return to inflation rates near their pre-pandemic average about a year before emerging market and developing economies. Lower-income countries will experience higher than average inflation, reflecting a greater-than-expected pass-through into domestic prices from international food, fuel, and fertilizer costs, as well as from currency depreciation. The IMF expects the policy rates of central banks in major advanced economies to start declining in the second half of 2024. In the first week of June, Canada and the European Union became the first major advanced economies to cut interest rates (by 0.25 percentage points, to 4.75% and 3.75% respectively). The IMF concludes that the Canadian economy appears to have achieved a soft landing, avoiding recession.

The outlook for world trade: The IMF predicts a gradual recovery of world trade, with trade volume growth (goods and services), projected to be 3.0% in 2024 and 3.3% in 2025. They note that this is far below the historical average growth rate of 4.9%. However, considering the numerous global economic shocks impacting trade over the past few years, world trade has remained resilient.

Geoeconomic fragmentation: The IMF and WTO warn of the potential downside risks of geopolitical rivalries and increased protectionism, as some evidence points to trade gradually reorienting along geopolitical lines. This reallocation of trade flows is occurring in the context of rising cross-border trade restrictions, as shocks and tensions have increased concerns about supply-chain resilience and national security. Globally, trade-restrictive interventions have outpaced liberalizing measures 3:1 since 2008, with a more pronounced trend of nearly 4:1 since 2018.

Economic fragmentation is especially affecting trade and investment between the United States and China and those doing the most business with them. United States-China merchandise volumes are down, and Mexico has overtaken China as the main supplier of United States merchandise imports, with Canada narrowly trailing China. There has also been a significant drop in United States-China investment and venture capital, with investors frequently citing economic security policies as a main cause. Two-way Canada-China investment has similarly dropped to its lowest level since 2003. Intra-BRICS trade has grown over 50% since 2017 as those countries have tried to promote their linkages and reduce vulnerabilities, including in the face of sanctions against Russia.

Several studies have suggested that while economic security-motivated “de-risking,” especially in the technological sphere, has led to some direct decoupling between the United States and China, supply chains for those products have so far mostly lengthened as more intermediaries get involved. That is, fundamental linkages and interdependencies mostly remain. However, growing concerns from Western economies that China’s non-market policies and practices are contributing to its “overcapacity” (productive capacity exceeding what the market can bear) in strategic sectors (e.g. electric vehicles (EVs), solar panels, batteries, and steel) are leading to a new round of trade barriers. In May 2024, the United States moved to increase existing Section 301 tariffs on US$18 billion worth of such imports from China, and the European Union announced its own EV tariffs in June. Many emerging markets and developing economies have similar concerns about China’s overcapacity. Such policy-driven reversals of established economic integration patterns may cloud medium-term economic prospects through more restrictions on international flows of goods, services, capital, and talent.

Commodities: The IMF projected that prices of fuel commodities would fall on 9.7% in 2024, with oil prices falling by about 2.5% (though oil prices are up through June 2024). However, new sources of oil production is largely offsetting the Organization of the Petroleum Exporting Countries (OPEC+) attempts to lower oil production and is set to increase by almost 2.0 million barrels a day in 2024, led by increased production from the United States, Canada, Brazil, and Guyana. Natural gas prices are down 70% from 2022 highs, though they remain 2.5 times higher than historical averages. Non-fuel commodity prices are expected to be broadly stable in 2024, on account of weaker industrial activity in Europe and China. Food commodity prices are predicted to decline in 2024 driven by expectations of abundant global supplies for wheat and maize.

Debt Remains Elevated: Debt-to-GDP ratios, which increased sharply during the pandemic, remain elevated, and large budget deficits continue to raise the debt burden in many economies. Interest payments on debt have also increased as a share of government revenues, crowding out necessary growth-enhancing budgetary investments.

The share of low-income countries (54%) and emerging markets (16%) in or at high risk of debt distress remains elevated. In low-income countries, interest payments are estimated to average 14.3% of general government revenues in 2024, about double the level 15 years ago.

Systemic Risks: The conflict in Gaza and Israel could escalate further and impact the wider region. Thus far regional oil production remains unaffected, but this could change. The number of cargo and tanker ships currently transiting the Suez Canal has decreased by more than half compared with the same time period in 2023. Continued attacks on Red Sea shipping traffic and ongoing or unexpected economic disruptions caused by Russia’s war against Ukraine run the risk of re-generating the 2022 supply shocks and could harm the global recovery, with renewed spikes in food, energy, and transportation costs. These effects will always be more acute in lower-income countries where food and energy costs constitute a large share of household expenditure.

Consular services and response to international emergencies

Issue

• International crises have become more complex and frequent. The global drivers of these crises are not expected to abate.
• Expectations of the Government of Canada for consular and emergency responses are very high.
• The cost of responding to these crises and handling these consular cases is growing, yet unpredictable, and consistently exceeding the resources of the department.

Context

The delivery of consular services to Canadians abroad is a critical responsibility for the Government of Canada and a core mandate of Global Affairs Canada (GAC).

International crises

As the world becomes increasingly uncertain and complex, the frequency and duration of international crises are expected to continue to rise. This trend is driven by several factors including increased global geopolitical instability, the fragmentation of the rule of law, and unprecedented natural disasters resulting from climate change. The conflicts in Ukraine and Israel-Gaza exemplify these major geopolitical shifts, highlighting the growing instability worldwide and the consequent surge in demand for emergency response and consular services.

In recent years, a wide range of emergencies – including terrorist attacks, civil unrest, natural disasters and pandemics – have directly or indirectly affected Canadian diplomatic missions and personnel in every region of the world. Although the type and degree of risk may vary from one location to another, no mission is immune to potential crises.

When international emergencies occur, GAC leads the whole-of-government coordination, which includes an interdepartmental task force, and leads cooperation with international and non-governmental entities, allies and partners. The 24/7 Emergency Watch and Response Center (EWRC) is the main point of contact for missions during an emergency.

From April 2023 to April 2024, as part of a multinational effort working with Canadian Armed Forces (CAF) and Immigration, Refugees and Citizenship Canada (IRCC), we have assisted nearly 4000 Canadians, permanent residents and their eligible families to depart from Sudan, Israel, the West Bank, Gaza and Haiti. We also supported the drawdown of GAC staff from India in the fall of 2023.

An Expanding Client Base: Eligibility for Consular Services

The provision of consular assistance to Canadians abroad is exercised via the Crown Prerogative under the Department of Foreign Affairs, Trade and Development (DFATD) Act, which provides the Minister of Foreign Affairs the authority to decide when and whether to provide consular assistance to a Canadian national abroad, and to what extent. The Consular Fees (Specialized Services) Regulations specify that consular services are for Canadian citizens. The Canadian Consular Services Charter outlines eligibility, services and limitations.

GAC is facing increasing pressure to provide an increased slate of services to a broader clientele, particularly in large-scale emergencies for which Canada-eligible persons (CEPs) are now Canadian citizens, permanent residents (PR) and their immediate non-Canadian family (as per the Immigration Refugee Protection Act definition). This requires close cooperation and coordination with IRCC and the Canada Border Services Agency (CBSA). Eligibility criteria for emergency assistance are outlined in the Guidelines for Assisted Departures and Evacuations and can support transportation to a safe haven or return to Canada.

Expanded or special immigration measures during crises can also impact operations to assist Canadians.

Rising costs

The cost of responding to these crises and handling consular cases is growing and consistently exceeding the resources of the department. This necessitates a review and potential expansion of the resources and strategies employed by GAC to fulfill its mandate effectively.

In the past 6 years, the reference levels of the Consular, Security and Emergency Management Branch were insufficient to cover the full costs of delivering its mandate. As a result, the branch repeatedly relied on departmental carry-forward funding to meet the funding gaps for regular operations, in addition to doing so in order to respond to emergencies, crises, litigation settlements and other non-discretionary expenses.

On average, $5.6 million per year has been allocated to the branch from this carry-forward to respond to unplanned events, issues and/or operational pressures. Fiscal years 2019-2020 and 2020-2021 are exceptions, where the branch lapsed funds due to significant funding received for COVID-19 Repatriation of Canadians Abroad and the COVID-19 Loan Program.

[REDACTED]

With the new 2022 funding, the branch is able to cover the costs of its baseline operations. However, the funding does not address the growing needs of the program and was never intended to address the annual crisis response pressures. GAC is not able to cover the costs of larger, lingering crises, to fill the client service gaps of other government departments, to absorb the mounting legal workload and settlement pressures, nor to the cover related requirements of other departmental areas that directly support the program (geographic branches, the Public Affairs Branch, the Legal Services Branch).

Crisis costs

While the number of crises is relatively stable, they are becoming more complex and requiring significantly more expensive responses, creating unanticipated financial pressure for the department.

From fiscal year 2010-2011 to 2018-2019, the department handled an average of 4 crises per year. The average crisis response costs were $309,270 per year in operational costs (not including international assistance).

From fiscal year 2019-2020 to 2023-2024, the department handled an average of 5 crises per year. The average crisis response costs (excluding COVID-19) were $4.7 million per year.

In 2023-2024 alone, the department handled 9 crises and spent $16.4 million. [REDACTED].

Consular costs

Recent complex consular cases, such as arbitrary detention, death penalty and kidnapping highlight the expectations of both clients and the Government.

In addition, the only existing mechanism to fund travel for consular clients is the Distressed Canadians Fund (DCF). The department receives $300,000 per year to provide limited, last resort, repayable financial assistance to Canadian citizens in need to facilitate their return to Canada. Demands on this fund have outpaced available money each year over the past several years, primarily due to recurring large-scale crises. For example, for fiscal year 2023-2024, $846,000 was provided in DCF loans.

DFATD Act including overview of duties and powers of GAC ministers

B. Current Departmental Business

Notable events for 2024

*dates, format and locations are subject to change

**the list includes high-level events known to the department. Attendance for these events are not confirmed

Cabinet and Parliamentary Affairs

Issues

• Parliament is adjourned for the summer, with most business paused until mid-September.
• A new policy from the Privy Council Office (PCO) on the Security of Cabinet Confidences has been in effect since April 2024, with a one-year implementation timeline for departments. GAC Cabinet Affairs is developing departmental guidance on the handling of Cabinet confidences in time for the return of regular meetings.

Cabinet Priorities

GAC is among the highest volume departments for MCs, with over 100 MCs signed in 2023-24.

Over the summer, Cabinet Affairs will review departmental input into the Cabinet Business List against departmental priorities in preparation for the fall sitting. Concurrently, the team will be engaged on [REDACTED].

New Policy on the Security of Cabinet Confidences

In April 2024, PCO released a new Policy on the Security of Cabinet Confidences, with a one-year timeline for implementation. The Policy tries to strike the right balance between facilitating communication on less sensitive Cabinet information through regular departmental email channels and ensuring the proper protection of sensitive Cabinet items through secure channels such as C6 and GCSI. GAC is one of a few departments that stores and transmits most Cabinet information on secure networks. The vulnerability of our unclassified departmental IT systems was highlighted following a major cyber-security breech in January 2024. Over the coming weeks, our departmental consultations on implementing the new Policy will focus on measures to ensure the continued protection of sensitive materials.

Parliamentary Activities

Matters related to the department featured prominently in the 44^th Parliament. Currently, Foreign Affairs Minister Joly is leading on one piece of government legislation: Bill S-9 (Chemical Weapons Convention Implementation Act), now at Second Reading in the House of Commons (HoC).

The Minister is also overseeing the government’s response to several Private Members’ Bills (PMB) and Senate Public Bills:

• Bill C-353, Foreign Hostage Takers Accountability Act (PMB – Committee Stage/House of Commons);
• Bill C-281, International Human Rights Act (PMB – Committee Stage/Senate)
• Bill S-277, Canada-Taiwan Relations Framework Act (Senate Public Bill – Second Reading/Senate);
• Bill S-278, An Act to amend the Special Economic Measures Act (disposal of foreign state assets) (Senate Public Bill – Second Reading/Senate).

House of Commons and Senate committees regularly call on GAC officials and Heads of Mission for updates on Canada’s response to events around the world, including most recently those in Africa, Ukraine, Gaza, Sudan, and Haiti. When the House of Commons and Senate are in session, officials appear before committees an average of three to five times a week.

The House of Commons Standing Committee on Foreign Affairs and International Development (FAAE) is currently studying Canada’s approach to Africa, sanctions waivers in relation to Russian titanium, and the current situation in Iran as well as the Islamic Revolutionary Guard Corps and plans to review Bill C-353.

The House of Commons Subcommittee on International Human Rights (SDIR) recently concluded a study on the Hazaras in Afghanistan and adopted a motion to study Canada’s support for mental health in its humanitarian and development assistance. The House of Commons Special Committee on the Canada-People’s Republic of China Relationship (CACN) is currently studying Canada’s Indo-Pacific Strategy.

In the Senate, the Standing Committee on Foreign Affairs and International Trade (AEFA) recently concluded a study on Canada's foreign service and is now pursuing a study on Canada’s interests and engagement in Africa. The Committee meets frequently on the situation in Ukraine and is expected to hold hearings on PMB C-281 in the fall.

Along with frequent calls for officials to appear before committee, the current minority Parliament also exercises its power to order the production of papers on a wide range of issues, including Afghanistan “inauthentic facilitation letters,” permits for the export of military goods and technology to Israel, and other broader government-wide requests such as those related to procurement.

Speakers and Parliamentary Associations remain active in engaging in parliamentary diplomacy, seeking support from GAC as they host incoming delegations and take part in diplomatic travel abroad.

Cabinet Business List

[REDACTED]

Mandate letter commitments – MINA, MINE, MINT

Issue

• The reporting exercise on mandate letter commitments (MLCs) aims to create a central, and reliable source of information on progress and results with respect to the Government’s publicly released commitments for each Minister.
• The most recent and currently active set of mandate letters for ministers of Global Affairs Canada was issued on December 16, 2021.

Context

The Privy Council Office (PCO) oversees the reporting exercise on the MLCs across the Government of Canada, with Departmental Chief Results and Delivery Officers (CRDOs) leading the reporting to PCO on the achieved progress and results.

[REDACTED]

Global Affairs Canada MLCs

The department is responsible for reporting on a combined total of 58 MLCs across the portfolios of the Minister of Foreign Affairs (MINA), the Minister of International Development (MINE), and the Minister of International Trade (MINT).

Text version

Distribution of MLCs by Portfolio:

MINA: 24

MINE: 17

MINT: 17

All portfolios have seen progress overall:

[REDACTED]

[REDACTED]

Annex: Status dashboards by portfolio

Status of mandate letter commitments (MLCs) for the Minister of Foreign Affairs (MINA)

Prepared by the Data Governance and Engagement Division (PRR)

[REDACTED]

Status of mandate letter commitments (MLCs) for the Minister of Foreign Affairs (MINA)

Prepared by the Data Governance and Engagement Division (PRR)

[REDACTED]

Status of mandate letter commitments (MLCs) for the Minister of International Development (MINE)

Prepared by the Data Governance and Engagement Division (PRR)

[REDACTED]

Status of mandate letter commitments (MLCs) for the Minister of International Trade (MINT)

Prepared by the Data Governance and Engagement Division (PRR)

[REDACTED]

C. The Department

The Department at a Glance

Issue

• Global Affairs Canada is responsible for shaping and advancing Canada’s integrated foreign policy, trade and international assistance objectives, and supporting Canadian consular and business interests. It is a department of approximately 13,900 active employees working in Canada and 112 countries (at 182 missions), with a total budget of $ 8.8 billion.

What We Do

Global Affairs Canada manages Canada’s relations with foreign governments and international organizations, engaging and influencing international players to advance Canadians’ security and prosperity. It advances a coherent approach to Canada’s political (i.e., diplomatic), trade and international assistance goals. The department’s work is focused on five core responsibilities; as per its Departmental Results Framework:

1. International advocacy and diplomacy: promote Canada’s interests and values through policy development, diplomacy, advocacy and engagement with diverse stakeholders. This includes building and maintaining constructive bilateral and multilateral relationships to Canada’s advantage; taking diplomatic leadership on select global issues and negotiations; and supporting efforts to build strong international institutions and respect for international law, including through the judicious use of sanctions.
2. Trade and investment: support increased trade and investment to raise the standard of living for all Canadians. This includes building and safeguarding an open and inclusive rules‑based global trading system; support for Canadian exporters and innovators in their international business development efforts; negotiation of bilateral, plurilateral and multilateral trade agreements; administration of export and import controls; management of international trade disputes; facilitation and expansion of foreign direct investment; and support to international innovation, science and technology.
3. Development, humanitarian assistance, peace and security programming: contribute to reducing poverty and increasing opportunity for people around the world. This includes alleviating suffering in humanitarian crises; reinforcing opportunities for inclusive, sustainable and equitable economic growth; promoting gender equality and women’s empowerment; improving health and education outcomes; and bolstering peace and security through programs that counter violent extremism and terrorism, support anti-crime capacity building, peace operations and conflict management.
4. Help for Canadians abroad: provide timely and appropriate travel information and consular services for Canadians abroad, contributing to their safety and security. This includes visits to places of detention; deployment of staff to evacuate Canadians in crisis situations; and provision of emergency documentation.
5. Support for Canada’s presence abroad: deliver resources, infrastructure and services to enable a whole-of-government and whole-of-Canada presence abroad. This includes the management of our missions abroad and the implementation of a major duty of care initiative to ensure the protection of Government of Canada personnel, overseas infrastructure and information.

Legal responsibilities

The department is the principal source of advice on public international law as well as international trade and investment law for the Government of Canada. Global Affairs Canada lawyers advise the Government on its international legal obligations, on the negotiation and interpretation of treaties, and advocate on its behalf in international litigation. Separately, Department of Justice lawyers provide legal services to the department with respect to domestic law

Finances

The department’s total funding requested in the 2024-25 Main Estimates was $8.8 billion. This amount includes:

• Vote 1 (Operating): $2,242.3 million
• Vote 5 (Capital): $182.5 million
• Vote 10 (Grants and Contributions): $5,884.1 million
• Vote 15 (LES pension, insurance, social security programs): $112.9 million
• Statutory items (e.g., direct payments to international financial institutions; contributions to employee benefit plans): $386.2 million.

The budget distribution by core responsibility of the department in the 2024-25 Main Estimates was reported as follows:

Text version

Main Estimates 2024-25 ($ million)

Type	Amount
International Advocacy and Diplomacy	1,021
Trade and Investment	420
Development, Peace and Security Programming	5,619
Help for Canadians Abroad	74
Support for Canada's Presence Abroad	1,334
Internal Services	340

Network

The department’s extensive network abroad counts 182 missions in 112 countries. These range in type and status from large embassies to small representative offices and consulates. This network also supports the international work of other government departments, agencies, Crown corporations, provinces and foreign government partners.

The department has six regional offices in Canada, notably to engage with Canadian businesses, located in Vancouver, Calgary, Winnipeg, Toronto, Montreal and Halifax.

Senior leadership and corporate governance

In support of ministers, the department’s most senior officials are the Deputy Minister of Foreign Affairs (USS); the Deputy Minister of International Trade (DMT); the Deputy Minister of International Development (DME); and the Associate Deputy Minister of Foreign Affairs (DMA). As of June 2024, sixteen branches, headed by assistant deputy ministers, report to the deputy ministers and are responsible for providing integrated advice across all portfolios, ranging from geographic regions to functional and corporate issues.

A new organizational structure will slim the organization to eleven branches (down from sixteen), with four special bureaus (down from six) retaining their direct reporting relationship to the DMs.

The department will introduce a revised corporate governance model in September 2024. In addition to Executive Committee and committees focusing on financial operations, programs and services, digital, and global policy and strategy, the new structure will add a Management Committee; a People Committee, a Staff Advisory Council; and a Head of Mission Council. The new model also maintains existing committees for audit and evaluation.

Planning and reporting

The department’s annual planning and reporting process is structured around its Departmental Results Framework, which itself is built around the five core responsibilities outlined earlier in this note. This is required by the Policy on Results, which is currently undergoing a Treasury Board Secretariat review.

A Departmental Plan then provides an overview of policy priorities, planned results and associated resource requirements for the coming fiscal year. The document is approved by the ministers and tabled in Parliament (usually in February/March). The plan also presents the performance targets against which the department will report results at the end of the fiscal year through a Departmental Results Report, tabled in Parliament in the fall.

Deputy Minister biographies

Deputy Minister of Foreign Affairs,
David Morrison

On October 12, 2022, the Prime Minister appointed David Morrison as Deputy Minister of Foreign Affairs.

Prior to this, David’s roles included Deputy Minister of International Trade and Foreign and Defence Policy Advisor to the Prime Minister. He has also been the Personal Representative of the Prime Minister for the G7 Summit.

Previously at Global Affairs Canada, David held the positions of Associate Deputy Minister of Foreign Affairs from 2017 to 2018 and Assistant Deputy Minister (Americas) from 2013 to 2017. In 2012-2013, he was Senior Vice-President at the Canadian International Development Agency.

David also served as the Executive Secretary of United Nations Capital Development Fund, from 2008 to 2012, and Spokesperson and Director of Communications at the United Nations Development Programme, from 2004 to 2008. He was also Founding President of NetAid, a partnership between the UN and Cisco Systems to use the Internet to fight global poverty, from 2000 to 2004.

David began his career with the UN Development Programme in North Korea in the late 1980s. He served as a political officer at the Canadian Embassy in Havana from 1991 to 1994, and as a Director and Member of the Executive Board at the World Economic Forum in Geneva from 1995 to 1999, where he was responsible for the program of the annual summit in Davos.

David holds a Master’s of Philosophy in international relations, from the University of Oxford, and a Bachelor of Arts in history from Yale University.

Deputy Minister of International Trade,
Rob Stewart

Rob Stewart was appointed Deputy Minister of international trade effective October 17, 2022.

Prior to his appointment, Mr. Stewart served as deputy minister of public safety for 3 years. During this time, he provided leadership on a variety of issues related to national security, community safety and countering crime, Indigenous policing, firearms, border security and emergency management, including requests for federal assistance related to the pandemic and major natural disasters.

Mr. Stewart has spent most of his public service career at the Department of Finance Canada, starting in 1993. He held the role of the Government of Canada's finance deputy for the G7 and G20 and for the Financial Stability Board from 2016 to 2019. He provided leadership and policy advice to the government on a wide range of financial sector and international trade and finance matters. He was previously the assistant deputy minister of financial sector policy for 2 years, prior to which he held the position of assistant deputy minister, international trade and finance for 4 years. Before joining the Department of Finance Canada, Rob worked at Export Development Canada and in the Canadian sport system.

He holds a BA from Carleton University (1981) and an MBA from the University of Ottawa (1987).

Deputy Minister of International Development,
Christopher MacLennan

Since January 2022, Christopher MacLennan has been Deputy Minister of International Development where he leads on the international assistance and humanitarian response mandate of the Government of Canada.

Prior to his current role, Mr. MacLennan was the associate deputy minister of foreign affairs where he supported the Deputy Minister and Minister of Foreign Affairs. Previously, as assistant deputy minister (ADM) at Global Affairs Canada, Mr. MacLennan led Canada’s international development assistance efforts through multilateral and global partners, humanitarian assistance and priority foreign policy relationships with the United Nations, the Commonwealth and La Francophonie. In addition to this role, he served concurrently as Canada’s G7 foreign affairs sous-sherpa.

Mr. MacLennan has also served in a number of roles in Canada’s Privy Council Office (Cabinet Office) including acting Assistant Secretary for priorities and planning and ADM of policy innovation. Before this, Mr. MacLennan occupied numerous executive roles in the former Canadian International Development Agency, focusing largely on global health, democratic governance and food security.

Mr. MacLennan holds a Ph.D. from Western University specializing in constitutional development and international human rights. From 2012 to 2013, he was Fulbright Visiting Scholar at Stanford University’s Center on Democracy, Development and the Rule of Law. Mr. MacLennan has written numerous publications, including Toward the Charter: Canadians and the Demand for a National Bill of Rights, 1929–1960.

GAC Transformation

Issue

• Global Affairs Canada (GAC) is implementing a multi-year organizational transformation to ensure that it is well equipped to serve Canadians in meeting the global challenges of today and the future, focused on five key pillars: Organizational Culture; People; Global Presence; Policy; and Processes and Tools.

Context

Canada is witnessing a realignment in global economic and political power, a return of great power competition, increasing vulnerability to transnational threats, and rapid technological change. Global Affairs Canada needs to adapt to this rapidly changing environment.

GAC’s Transformation Implementation Plan (TIP) follows the launch of the “Future of Diplomacy: Transforming Global Affairs Canada” discussion paper published last June (see annex), which was informed by extensive consultations with GAC champions and networks, former heads of mission, other government departments, and employees at HQ and at mission.

The multi-year TIP sets the vision for a department that is “fit for purpose”:

• Strategic and influential where and when it matters;
• Open and connected to Canadians and the world;
• Agile and responsive to emerging challenges and opportunities;
• Leading player in a whole-of-government international policy effort; and
• Equipped with diverse, highly skilled, bilingual and healthy workforce

The need for GAC to transform was further reinforced by the report by the Senate Standing Committee on Foreign Affairs and International Trade on modernizing the Canadian foreign service published on December 6, 2023 and the report by the House Standing Committee on Foreign Affairs and International Development on Canada’s diplomatic capacity published on April 29, 2024.

Five pillars of transformation

Organizational culture: strengthening the foundation by publishing GAC’s annual report on wrongdoing and misconduct to increase the confidence of staff that the organization is behind them, and by developing a North Star statement that articulates GAC’s shared values and principles. Other key elements include championing Equity Diversity and Inclusion (EDI), anti-racism, reconciliation, and accessibility to ensure GAC employees are representative of Canada and contribute to an inclusive and equitable organizational culture; by encouraging systematic collaboration and knowledge sharing across the department; and by increasing official languages capacity and ensuring the use of both languages is equally promoted.

People: Becoming an employer of choice, in Canada and abroad, by prioritizing career development and learning and investing in the renewal of GAC’s workforce; by streamlining and modernizing Human Resources (HR) processes to build a more agile service model; by ensuring better conditions and support for locally engaged staff; by providing effective support to employees and their families posted abroad; and by strengthening the role of heads of mission.

Global presence: Increasing our influence and engagement where it matters most, including in key multilateral organizations; in countries of strategic and emerging importance, including through innovative means; and through strategic communications, advocacy and public diplomacy.

Policy: Leveraging our strengths to advance Canada’s national interests by creating an open policy function whereby GAC regularly engages external partners and policy experts; by playing a lead role as part of whole-of-government efforts to shape global norms on emerging technologies; by working closely with partners on critical minerals; and by reviewing the department’s capacity to lead whole-of-government responses to global crises.

Processes and tools: Building a high-performing organization by reducing red tape to allow GAC to work more efficiently, take smart risks and focus on the highest value work for Canadians; by investing in grants and contributions modernization to maximize efficiencies, partnerships and value for Canadians; and by investing in our Information Management and Information Technology (IM/IT) backbone, our digital skills, and our data insights to ensure the department’s digital infrastructure and tools are secure, reliable, and responsive to emerging needs.

Progress so far

Since the launch of the TIP, significant early progress has been made across all five pillars relying on existing resources through significant internal reallocation. For example, the department published two annual reports on addressing misconduct and wrongdoing and developed North Star Statement, setting out GAC's common purpose, values and principles; completed new FS-01 and FS-02 competitions and streamlined overseas assignment process; soft launched Open Insights Hub as an 'institutionalized' means to engage outside experts and academics on policy planning; developed a data-driven tool (Global Presence Assessment Tool) that combines open-source data relevant to national interests and mission cost to inform adjustments to the footprint abroad; and launched a Red Tape Reduction exercise with 30+ projects underway.

Reorganization

In addition to progress in each of the pillars, the department has embarked upon a re-organization and restructuring process premised on three factors key for success:

1. An updated organizational structure that will not only support, but also strengthen the department’s efforts to become an agile, open and influential policy leader.
2. A renewed governance model that, together with the new organizational chart, will foster clearer and stronger decision-making and accountability.
3. A common theme: greater collaboration within the organization and driving empowerment down by promoting clearer and stronger decision-making and accountabilities.

The new organizational structure will slim the organization to 11 branches (down from 16), with 4 special bureaus (down from 6) retaining their direct reporting relationship to the Deputy Ministers (DMs). Operationalization of the organizational restructuring and changes to governance will take place in late summer 2024, aligned with the rotational cycle and the corporate governance season.

The reorganization will not lead to job loss: No employee will be left without a position when changes take effect in late summer.

Continuous assessment: DMs and the Transformation Team are committed to reviewing the effectiveness of the structure and governance on an annual basis, and to improve and adjust as required.

Priorities for transformation year two

For year two of transformation priorities will include re-allocating resources and adjusting to priorities with greater agility, HR transformation, reducing red tape, managing horizontal issues of national interest, crisis management, culture change, and making the most of the new organizational structure and governance changes, including with transformation increasingly taken on and owned by all parts of the organization.

New funding was received as part of Budget 2024 to help advance GAC Transformation ($159.1 million over 5 years, $41.5 million ongoing, and $5.9 in remaining amortization). The funding will focus on building the chassis of transformation, including recruiting and training more foreign service officers, standing up surge capacities for crises, maintaining Canada’s presence at the UN in New York, and upgrading digital tools to be better networked and prevent cyber-attacks.

Funding from the carry-forward has been allocated to address a range of IM/IT needs including competency management, onboarding, briefings, procurement and Access to Information and Privacy (ATIP).

GAC will continue to reallocate existing resources to deliver on important elements of the TIP.

GAC’s Transformation Team (DMFT) will continue to engage with senior management and employees and provide regular updates on progress.

Transformation Implementation Plan

The Transformation Implementation Plan is provided in the Global Affairs Canada Transformation Implementation Plan (2023 to 2026).

North Star Statement

The North Star statement is provided in Global Affairs Canada’s North Star statement.

Revised corporate governance

The revised corporate governance is provided in the Revised corporate governance.

Revised organizational structure

Text version

Global Affairs Canada (GAC) Executive (EX) Organizational Structure

Level 1 – Deputy Ministers and Coordinator

Deputy Minister of International Development (DME)

Deputy Minister of Foreign Affairs (USS)

Associate Deputy Minister of Foreign Affairs (DMA)

Deputy Minister of International Trade (DMT)

Level 2 – Assistant Deputy Ministers and Directors General

Functional Branches

Assistant Deputy Minister International Security and Political Affairs

Assistant Deputy Minister International Trade (2 Associates)

Assistant Deputy Minister International Assistance Partnerships and Programming (1 Associate)

Assistant Deputy Minister Emergency Management, Legal and Consular Affairs

Assistant Deputy Minister Strategic Policy and Public Affairs (1 Associate)

Geographic Branches

Assistant Deputy Minister Americas

Assistant Deputy Minister Europe, Middle East and Arctic

Assistant Deputy Minister Africa and Pan-geographic Coordination

Assistant Deputy Minister Indo-Pacific

Corporate Branches

Assistant Deputy Minister Corporate Planning, Finance and Information Technology

Assistant Deputy Minister People and International Platform (2 Associates)

Special Bureaus

Director General – Protocol

Umbud, Workplace well-Being and Inspector General

Director General - Audit

Director General – Justice

Director General – Trade Law

Legal Adviser and DG International Law

Summits Management Office

Transformation Team

Level 3 – Directors General

Reports to Assistant Deputy Minister International Security and Political Affairs

DG - Cyber, Critical Technology and Democratic Resilience

DG - Multilateral Affairs and Human Rights

DG - Transnational Threats and Conflicts

DG - Intelligence

DG - International Security and Strategic Affairs

DG - Sanctions

DG - Strategic Export Controls

Reports to Assistant Deputy Minister International Trade (2 Associates)

DG - Trade Negotiations

DG - Market Access and Trade Controls

DG - North America Trade Policy

DG - Services, Intellectual Property, Investment and Government Procurement

DG - Trade Commissioner Service Network Operations

DG - Regional Network, Stakeholder Outreach and Inclusive Trade

DG - Investment Attraction, Innovation and Security

DG - Export Support

DG - Trade Strategy

Reports to Assistant Deputy Minister International Assistance Partnerships and Programming (1 Associate)

DG - International Assistance Partnerships and Strategic Coordination

DG - International Assistance Operations

DG - Development Finance

DG - Humanitarian Assistance

DG - Peace and Security Programs

DG - Social and Economic Development

DG - Global Health and Food Security

Reports to Assistant Deputy Minister Emergency Management, Legal and Consular Affairs

DG - Consular Affairs

DG - International Emergency and Travel Advice

DG - Security and Readiness

Reports to Assistant Deputy Minister Strategic Policy and Public Affairs (1 Associate)

DG - Strategy

DG - International Assistance Policy

Chief Economist and DG International Economic Relations

DG - Data, Knowledge and Evaluation

DG - Corporate Secretariat and Ministerial Support

DG - Strategic Communications

DG - Digital and Corporate Communications and Employee Engagement

DG - Public Affairs and Outreach

DG - G7/20 and Sous- sherpa Task Force

Reports to Assistant Deputy Minister Americas

DG - North America

DG - South America and Inter-American and Regional Affairs

DG - Central America and Caribbean

DG - Canada-United States Engagement Task Force

Reports to Assistant Deputy Minister Europe, Middle East and Arctic

DG - European Affairs

DG - Arctic and Eurasia

DG - Middle East

DG - Ukraine Task Force

Reports to Assistant Deputy Minister Africa and Pan-geographic Coordination

DG - Central, Southern and Eastern Africa

DG - Pan-African Affairs

DG - West Africa and Maghreb

DG - Pan-geographic Policy

DG - Pan-geographic Operations

Reports to Assistant Deputy Minister Indo-Pacific

DG - Southeast Asia and Oceania

DG - Northeast Asia

DG - South Asia

DG - Indo-Pacific Strategy Planning, Policy and Operations

DG - Canada at Osaka Expo 2025 Task Force

Reports to Assistant Deputy Minister Corporate Planning, Finance and Information Technology

DG - Financial Planning and Management

DG - Financial Systems and Operations

DG - Grants and Contributions Management

DG - Corporate Planning, Performance and Risk Management

DG - Information Management and Technology

DG - Procurement, Asset Management and National Accommodation

DG - Grants and Contributions Transformation

Reports to Assistant Deputy Minister People and International Platform (2 Associates)

DG - Client Relations and Mission Operations

DG - Platform Corporate Services

DG - Project Delivery, Professional and Technical Services

DG - Planning and Stewardship

DG - Major Capital Investment

DG - Canadian Foreign Service Institute

DG - Assignments, Performance and Talent Management

DG - Locally Engaged Staff

DG - Workforce Planning and Programs

DG - Staffing and Classification

DG - Workplace Relations, Values and Ethics, Compensation and Wellness

Level 4 – Outside of Main Organizational Structure

Canadian Ombudsman for Responsible Enterprise

Ambassador for Women, Peace and Security

D. GAC International Network

Issues

• This note addresses the state of Canada’s international mission network, as well as changes that occurred in the previous year and anticipated changes in the coming year.

Overview

As of March 31, 2024, Canada’s network abroad consisted of 182 diplomatic missions in 112 countries, including 12 missions to multilateral organizations. There is currently a total of 8,624 positions abroad comprised of 2,461 Canada-based staff (CBS) and 6,163 locally engaged staff (LES), of which 69% belong to GAC and 31% belong to OGDs, provincial governments and Crown corporations.

30 organizations have representation in Canada’s global network, including 21 Federal government departments, six provincial governments and three Crown corporations. GAC administers their presence at its missions and provides a suite of common services as required, for which cost-recovery is applicable.

Figure 1: Mission network percentage

Text version

Pie chart illustrating the distribution in percentage of positions, per client or programs, that compose the Mission Network abroad. The positions are distributed as follows:

• GAC Programs: 38%
• Common Services: 31%
• Other Government Departments: 28%
• Provincial Governments: 2%
• Crown Corporations: 1%

GAC also manages 17 co-location arrangements with four foreign governments and one international organization.

Changes to the network in 2023-2024

Opening of four missions:

• the Embassy of Canada to the Republic of Armenia in Yerevan
• the High Commission of Canada in the Republic of Fiji in Suva
• the Consulate of Canada to Italy in Milan
• the Permanent Mission of Canada to the African Union (based in Addis Ababa, Ethiopia)

Conversion of four mission designations from Office to Embassy/High Commission:

• Embassy of Canada to the Slovak Republic in Bratislava.
• Embassy of Canada to the Republic of Estonia in Tallinn
• Embassy of Canada to the Republic of Lithuania in Vilnius
• High Commission of Canada to the Republic of Rwanda in Kigali.

The prolonged suspension of operations in Khartoum, Sudan, has been in effect since April 2023, given the security situation on the ground, and pending a resolution of the current crisis.

GAC also supported the implementation of the following important initiatives for our partner departments:

• IRCC opened a second global immigration processing centre in Bucharest, Romania in December 2023.
• As part of Canada's Indo-Pacific Strategy and increased commitment to the region, AAFC opened Canada's first-ever Indo-Pacific Agriculture and Agri-Food Office in Manila, Philippines, in February 2024.

Table 1: Distribution of missions and positions by geographic portfolio

Anticipated changes for 2024-2025

The following changes to the network are planned for the current fiscal year:

• Sunsetting of the Middle East Strategy upon its expiry in 2025 and closure of the Office of the Embassy in Erbil, Iraq by March 31, 2025.
• [REDACTED]
• [REDACTED]
• Our Trade Office in San Diego is scheduled to relocate to Phoenix at the end of summer 2024. An official request to the State Department for the move is in progress, and the property team is looking into options for office space.

Annex: Network Map

Text version

The world map serves as a visual representation of the global network of diplomatic missions and displays the distribution of 182 missions across 112 countries, as well as 6 Regional Offices in Canada. The map includes the number of positions abroad of 2,461 Canada-based staff and 6,163 Locally engaged-staff. It also displays the missions per designation with 82 Embassies, 24 High Commissions, 21 Offices, 2 Representative Offices, 12 Multilateral Missions, 26 Consulates General, 9 Consulates, and 6 Consular Agencies.

Designation	Total
Embassies	82
High Commissions	24
Offices	21
Representative Offices	2
Multilateral Missions	12
Consulates General	26
Consulates	9
Consular Agencies	6
TOTAL	182

Mission	Country
Abidjan	Côte d'Ivoire
Abu Dhabi	United Arab Emirates
Abuja	Nigeria
Acapulco	Mexico
Accra	Ghana
Addis Ababa	Ethiopia
Addis AU	Ethiopia
Ahmedabad	India
Algiers	Algeria
Amman	Jordan
Ankara	Türkiye
ASEAN	Indonesia
Astana	Kazakhstan
Athens	Greece
Atlanta (Georgia)	United States
Auckland	New Zealand
Baghdad	Iraq
Bamako	Mali
Bandar Seri Begawan	Brunei
Bangkok	Thailand
Barcelona	Spain
Beijing	China
Beirut	Lebanon
Belgrade	Serbia
Belo Horizonte	Brazil
Bengaluru	India
Berlin	Germany
Bern	Switzerland
Bogota	Colombia
Boston (Massachusetts)	United States
Brasilia	Brazil
Bratislava	Slovakia
Bridgetown	Barbados
Brussels	Belgium
Brussels EU	Belgium
Brussels NATO	Belgium
Bucharest	Romania
Budapest	Hungary
Buenos Aires	Argentina
Cairo	Egypt
Canberra	Australia
Cancun	Mexico
Caracas	Venezuela
Chandigarh	India
Chennai	India
Chicago (Illinois)	United States
Chongqing	China
Colombo	Sri Lanka
Copenhagen	Denmark
Cotonou	Benin
Dakar	Senegal
Dallas (Texas)	United States
Damascus	Syria
Dar es Salaam	Tanzania
Denver (Colorado)	United States
Detroit (Michigan)	United States
Dhaka	Bangladesh
Doha	Qatar
Dubai	United Arab Emirates
Dublin	Ireland
Dusseldorf	Germany
Erbil	Iraq
Fukuoka	Japan
Geneva PERM	Switzerland
Geneva WTO	Switzerland
Georgetown	Guyana
Guadalajara	Mexico
Guangzhou	China
Guatemala City	Guatemala
Hague, The	Netherlands
Hanoi	Vietnam
Harare	Zimbabwe
Havana	Cuba
Helsinki	Finland
Ho Chi Minh City	Vietnam
Hong Kong	China
Houston (Texas)	United States
Hyderabad	India
Islamabad	Pakistan
Istanbul	Türkiye
Jakarta	Indonesia
Johannesburg	South Africa
Juba	South Sudan
Kabul	Afghanistan
Karachi	Pakistan
Khartoum	Sudan
Kigali	Rwanda
Kingston	Jamaica
Kinshasa	Democratic Republic of Congo
Kolkata	India
Kuala Lumpur	Malaysia
Kuwait City	Kuwait
Kyiv	Ukraine
La Paz	Bolivia
Lagos	Nigeria
Lima	Peru
Lisbon	Portugal
London	United Kingdom
Los Angeles (California)	United States
Lusaka	Zambia
Madrid	Spain
Managua	Nicaragua
Manila	Philippines
Maputo	Mozambique
Mazatlan	Mexico
Mexico City	Mexico
Miami (Florida)	United States
Milan	Italy
Minneapolis (Minnesota)	United States
Monterrey	Mexico
Montevideo	Uruguay
Moscow	Russia
Mumbai	India
Munich	Germany
Nagoya	Japan
Nairobi	Kenya
New Delhi	India
New York (New York)	United States
New York PERM	United States
Oslo	Norway
Ouagadougou	Burkina Faso
Palo Alto (California)	United States
Panama City	Panama
Paris	France
Paris OECD	France
Paris UNESCO	France
Phnom Penh	Cambodia
Playa del Carmen	Mexico
Port of Spain	Trinidad & Tobago
Port-au-Prince	Haiti
Porto Alegre	Brazil
Prague	Czechia
Pretoria	South Africa
Puerto Vallarta	Mexico
Punta Cana	Dominican Republic
Quito	Ecuador
Rabat	Morocco
Ramallah	West Bank & Gaza
Recife	Brazil
Reykjavik	Iceland
Riga	Latvia
Rio de Janeiro	Brazil
Riyadh	Saudi Arabia
Rome	Italy
San Diego (California)	United States
San Francisco (California)	United States
San José	Costa Rica
San José del Cabo	Mexico
San Salvador	El Salvador
Santiago	Chile
Santo Domingo	Dominican Republic
Sao Paulo	Brazil
Sapporo	Japan
Seattle (Washington)	United States
Seoul	Republic of Korea
Shanghai	China
Singapore	Singapore
Stockholm	Sweden
Suva	Fiji
Sydney	Australia
Taipei	Taiwan
Tallinn	Estonia
Tegucigalpa	Honduras
Tel Aviv	Israel
Tokyo	Japan
Tripoli	Libya
Tunis	Tunisia
Ulaanbaatar	Mongolia
Vatican	Vatican City State
Vienna	Austria
Vienna OSCE	Austria
Vienna PERM	Austria
Vientiane	Laos
Vilnius	Lithuania
Warsaw	Poland
Washington OAS	United States
Washington, DC	United States
Wellington	New Zealand
Yangon	Myanmar
Yaoundé	Cameroon
Yerevan	Armenia
Zagreb	Croatia

Financial overview

Issue

• Internal financial flexibility has eroded overtime.
• This is due to budget reductions, increasing costs, and being continually asked to respond to new priorities within existing reference levels.
• Identifying efficiencies and reallocation opportunities are ongoing to respond to future budget reductions.

Context

Global Affairs Canada (GAC)’s budget amounted to $8.4 billion for fiscal-year 2024-2025. The budget is comprised of $2,242.3 million in operating (27%), $182.5 million in capital (2%) and $5,884.1 million in grants & contributions (G&Cs) (71%).

Text version

A graph of Global Affairs Canada's budget overview for fiscal year 2024-25, separated by Vote.

IAE/Non-IAE	Operating	Capital	Grants & Contributions	LES Pension
IAE	304.3M	0.0M	5,359.0M	0.0M
Non-IAE	1,938.0M	182.5M	525.1M	113.0M
Grand Total	2,242.3M	182.5M	5,884.1M	113.0M

GAC is also responsible of managing the LES Benefits Program (Vote 15) which amounted to $113.0M in 2024-25

Given the evolving nature of our work, including the need to respond to international events and crises, the department is continually asked to absorb unfunded pressures. Some pressures are the result of government and ministerial priorities, while others are the product of decisions made at a departmental level to position us for success in the future. For example, in Budget 2023, the department was directed to absorb $49.0 million over 5 years in operating costs to fund various elements of government initiatives.

Departmental flexibly has eroded over time as a result of budget reductions, increased financial pressures, and rising costs. At the end of 2022-23, the departmental operating carry-forward dropped to 2.4% of budget and was not sufficient to manage in-year pressures. As a result the department took measures to reduce expenditures. This included slowing staffing and stopping or pausing projects. These measures helped generate a healthy carry-forward by the end of fiscal year 2023-2024.

The capital budget is also constrained. This is due to increasing costs associated with modernization and investments of our information technology (IT) systems, the renovation of 125 Sussex Drive, and other large projects including the grants and contributions’ transformation. Funding strategies are being pursued.

The department is on target to realize savings identified in the Refocusing Government Spending exercise and is preparing to respond to the next round of reductions announced in Budget 2024.

Operating – Costs by Program

Text version

A chart of Global Affairs Canada's Vote 1 operating spending distribution by program for fiscal year 2023-24.

Program	Amount
International Platform	706.2M
Functional Programs	584.6M
Geographics	450.2M
Corporate Services	283.8M
Foreign Service Directives	206.7M
Grand Total	2,231.5M

Internal operating funding is broken down as follows:

20% - for geographics branches to support 180 missions abroad in delivering trade, foreign policy and development programs, as well as salary and operations at headquarters. Due to increasing needs, geographic branches have been operating under structural deficit in recent years.

26% - for the functional programs which include trade, partnerships, global issues, international security, political affairs, consular, security and emergency management as well as other functions such as legal, justice and special bureaus.

32% - for the international platform branch to maintain our mission network. This includes mainly fixed costs, such as rents, utilities, maintenance and security guards, which have been rising in recent years.

9% - for the foreign service directives which include allowances and reallocation costs for the government of Canada employees who are serving abroad and their eligible dependents. The department had to absorb structural deficits under this funding envelop over the last few years.

13% - for corporate services functions such as finance, IT and human resources to support the department in delivering its mandate. Internal service costs such as IT have grown significantly in the past years. These expenditures have been absorbed internally and have put pressure on other areas.

Financial Strategies

In the past years, given the mounting pressures, the department put in place measures to slow the pace of spending, such has strategic reallocation of resources, centralized hiring management through a workforce management committee and suspension of employment status conversion.

Looking ahead, exercises are underway to better align our resources to needs and priorities, such as budget realignment holdbacks to facilitate a rebalancing of budgets across the organization and address long-standing financial pressures and structural deficits, and the funded organizational chart exercise.

Workforce overview

Context

GAC’s workforce

As of May 31^st, 2024, 8,284 of our 13,827 employees are Canada‑based staff (CBS), serving either in Canada or at our missions abroad. The remaining 5,543 employees are locally engaged staff (LES), usually foreign citizens hired in their own countries to provide support services at our missions.

GAC’s staff work in some of the most difficult places globally, including in active conflict zones. Among the various occupational groups and assignment types, a cadre of rotational employees supports delivery of the department’s unique mandate through assignments typically ranging between 2 to 4-year periods, alternating between missions abroad and headquarters or Canadian regional offices. They are executives, including our heads of mission, foreign service officers (in trade, political, economic, international assistance, and management and consular officer streams), administrative assistants, and computer systems specialists. Heads of mission are responsible for Canada’s “whole of government” engagement in their countries of accreditation and for the supervision of all federal programs present at mission.

Diversity of the workforce

Currently, 58% of CBS are women compared to 62% for LES. Approximately 60% of CBS have English as their first official language, while 40% have French.

The proportion of GAC’s CBS rotational workforce is about 27% compared to 73% for non-rotational employees. GAC has a CBS workforce that is becoming more representative of Canada’s population with a representation above the Workforce Availability Estimates for three of the four Employment Equity Groups (the exception being Persons with Disabilities).

Last year, the Department had the lowest departure rate in the past nine years at 5.8%, and brought in 132 employees from other departments as well as around 550 students. We also promoted more than 800 employees internally and provided more than 1, 400 long-term acting opportunities.

There is also a significant mix of generations and type of employees in GAC. We have 27% of our CBS workforce under the age of 34 and 17% of LES, working next to employees between 35 and 55 (representing around 58% of the whole workforce). The LES workforce has 93% of employees with an indeterminate status supported by Terms and Emergency employees where 79% of the CBS workforce is indeterminate.

GAC renovation overview

Issue

• This note is an overview of the Global Affairs Canada (GAC) Renovation Project
• The renovation project of 125 Sussex, originally planned to be completed 2028, has required descoping due to delays and cost increases. Some parts of the planned renovations are now out of scope and will need to be completed after 2028.
• As the project nears completion of the second of its four phases, there are other associated accommodation issues in development that have both a short and long-term impact on GAC.

Context

The 125 Sussex rehabilitation project is a Public Services and Procurement Canada (PSPC)-led project to renovate 125 Sussex from 2017 to 2028 in a phased approach. The current project budget of $616.5 million will be used to complete just three towers (B, C and D) of the planned renovations due to a recent scope reduction of towers A and E. GAC’s cost share of the current project scope is $152 million with an additional internal cost of $52 million. [REDACTED]. The current projected cost of the eventual renovations of Tower A & E are estimated at $400 million of which GAC’s portion would be approximately $200 million from 2028 to 2032.

The rehabilitation is also part of a long-term modernization plan for our 3 main workplaces in the National Capital Region (NCR) at 125 & 111 Sussex and 200 Place du Centre. PSPC has recently indicated that GAC must vacate a large portion of our 111 Sussex location post 2028 when Tower C is complete. Additionally, as part of PSPC’s commitment to achieve savings targets outlined in Budget 2022, PSPC has indicated its objective to reduce the overall accommodation footprint of the Government of Canada by 50% over the next 10 years. GAC and PSPC are currently in discussion to determine the long-term final footprint of GAC in the National Capital Region.

Tower B, the second phase of the current active three-phase renovation, is nearing completion with planned occupancy starting in September 2024. At the same time and as the project team decommissions and moves out Tower C occupants for the final phase of work, the department is also planning for the increased presence in the workplace starting September 9, 2024.

To accommodate the increased presence, the department is presently undertaking various efforts including plans to adopt a more sustained unassigned workstation approach across the NCR portfolio coupled with assigned leadership hubs (Assistant Deputy Minister/Director General) and the continued rollout and use of the Archibus booking tool.

Return to the workplace

Challenge

• A key consideration in the hybrid model is the need to plan the management of space carefully amidst the renovations taking place in offices/buildings.
• Some bargaining agents representing employees of the Core Public Administration (CPA) have voiced their concerns about the revised TBS direction and the lack consultations with unions.

Context

On May 1, 2024, the Treasury Board Secretariat (TBS) announced updates to the Direction on prescribed presence in the workplace to maximize the benefits of onsite presence and to bring greater fairness and consistency to the application of hybrid work for employees.

Beginning September 9, 2024, Canada-Based Staff (CBS) at headquarters and regional offices across Canada, including full-time and part-time indeterminate and term employees, as well as students and casual workers will be required to work on site at least 3 days per week. Executives are required to be present on-site at a minimum 4 days per week.

For employees posted abroad and Locally Engaged Staff (LES), the Department is not applying the Direction on prescribed presence in the workplace, as employees are required to work on-site.

Currently, employees are required to work onsite at least 2 days per week, with executives working 3 days per week. To enhance collaboration and team cohesion, mandatory team days were instituted in April 2024, and this will continue this September.

Support and tools are also being developed to ensure consistent compliance of the requirements. Information will be made available to senior management in the coming summer months to assess whether the organization is trending in the right direction.

Communications had been rolled out and will continue on the revised Direction: the updating of telework agreements, guidelines, and expectations. The internal application (Human Resources Management System) for submitting and approving telework agreements was updated to better align with the new Direction. Workspaces, particularly in view of the Global Affairs Canada (GAC) renovation, will add complexity to implementation efforts and available workspaces will need to be carefully planned and managed.

Bargaining agents response

Some bargaining agents voiced their concerns about the new Direction, particularly the lack of consultation on the new requirements.

Some bargaining agents intend to mobilize their members to protest the new Direction and have begun a campaign coined as the "Summer of Discontent". Unions have indicated their intention to pursue legal action, encouraging members to submit grievances and various other job actions. The People and Talent Management Branch is carefully monitoring the situation and are reporting all labour disruptions or job actions to the Treasury Board Secretariat.

Joint Review Panels on Telework

At the last round of negotiation, Letters of Agreement between Bargaining Agents, and the Employer (TBS) outlined the requirement for departments to establish a panel to address complaints about telework agreements and to review decisions resulting from the application of the TBS Directive on Telework and Direction on prescribed presence in the workplace. GAC has such a panel in place, but it has yet to convene as there has been no formal complaints submitted by unions.

Corporate planning and reporting

Issues

• Mitigation strategies for the department’s top 6 strategic risks will be highlighted in the Enterprise Risk Profile for 2024-2026 (in approvals), many of which correspond with action items from the department-wide Transformation Agenda. “Priority overload” and reporting burden on implicated teams is a concern and we are exploring ways to streamline and improve coordination.
• Three corporate reports to be tabled in the fall: Departmental Results Report 2023-2024; Departmental Sustainable Development Strategy Report 2023-2024; and the Departmental Fees Report 2023-2024.
• The department’s Program Inventory will need to be revised to reflect the department’s reorganization.

Context

The Corporate Planning, Performance and Risk Management bureau (SRD) leads departmental planning, reporting and risk processes such as the Departmental Results Framework (DRF), Departmental Plan (DP), Departmental Results Report (DRR), Management Accountability Framework (MAF), Enterprise Risk Profile, and the Annual Update on Investments. SRD is also responsible for supporting experimentation (i.e., rigorous comparison and testing) across Global Affairs Canada (GAC) and hosts the department’s Enterprise Project Management Office (EPMO) responsible for establishing integrated processes for building and maintaining of an investment management framework and supporting the department’s project management capacities.

Enterprise Risk Profile

The Enterprise Risk Profile (ERP) provides an overview of the top strategic risks facing the department as informed by rigorous data analysis, the expertise of key stakeholders across the department, and as selected by GAC senior management. Strategic risks are cross-cutting, affect the department as a whole, and require a concerted effort to address. The ERP also contains the actions planned by the department to address these risks (i.e., risk response strategies), and what employees and managers can do to support these actions. The ERP is renewed on a two-year cycle with the next publication due in summer 2024.

Departmental Results Report

The Departmental Results Report (DRR) is the main annual report to Parliament and Canadians on departmental performance against the corresponding Departmental Plan. The report includes all Departmental Results Framework (DRF) and public indicator results, as well as spending and human resources data, and is accompanied by Supplementary Information Tables on departmental horizontal initiatives (e.g. Indo-Pacific Strategy), gender-based analysis plus impacts, and transfer payment program results. The draft DRR 2023-2024 will be going to Deputy Ministers for review in August and will be tabled in Parliament in October 2024, after which it will be published online.

Departmental Sustainable Development Strategy

Traditionally, the Associate Deputy Minister of Foreign Affairs (DMA) has had the lead role related to the Departmental Sustainable Development Strategy (DSDS), which outlines GAC’s contribution to the Federal Sustainable Development Strategy led by Environment and Climate Change Canada (ECCC). The 2023-2027 DSDS was tabled last year and integrated the Sustainable Development Goals planning and reporting into the DSDS framework. The 2023-24 Report will be the first one under the new structure. It must be tabled by November 1, 2024, and requires Minister of Foreign Affairs approval prior to tabling.

Program Inventory Amendments

The basis of corporate, public reporting is the Departmental Results Framework and the Program Inventory under the TB Policy on Results (in place since 2017). With the reorganization of the department, SRD is exploring options to amend the Program Inventory to better reflect how the department manages programs, resources, and results. A draft of the new framework will be developed over the summer, guided by the Corporate Planning, Finance and Information Technology Branch (SCM) as Chief Financial Officer (CFO) and the Strategic Policy Branch (PFM) as Head of Performance Measurement. The Treasury Board Secretariat (TBS) requires a draft version of the revised Program Inventory in early September and a final version in late November for it to be implemented for the 2025-2026 cycle.

Enterprise Investment Management Framework

To meet Treasury Board policy requirements, and help mitigate some of the top strategic risks, the department will develop an Enterprise Investment Management Framework. The Framework will provide the foundational guidelines and tools for all investment initiatives to follow, helping them achieve success while also providing decision makers with a departmental portfolio view that enables them to prioritize accordingly and assess the overall health of the portfolio.

Annual milestones / events

• Update to the Performance Measurement and Evaluation Committee (PMEC) on performance (spring) and forward planning (fall)
• Amendments to the Program Inventory (summer)
• Departmental Results Report (fall)
• Departmental Sustainable Development Strategy Reports (fall)
• Departmental Plan (winter)
• Performance Information Profile (PIP) review and update (winter)
• Management Accountability Framework analysis and response (spring)
• Annual update on investments (spring)
• Enterprise Risk Profile updates (spring and winter)
• Mission Network Risk Profile (spring)

Branch overviews (corporate):

DMPP – People and International Platform

Stephane Cousineau, Senior Assistant Deputy Minister

As of April 1st, 2023, Stéphane Cousineau is the Senior Assistant Deputy Minister, People and International Platform. Previously, Mr. Cousineau was Assistant Deputy Minister of the International Platform Branch at Global Affairs Canada (GAC) in January 2022. He has 32 years of experience in the federal government, 23 years of which have been at the executive level. Prior to this, he was the Senior Assistant Deputy Minister of Corporate Services at Shared Services Canada.

Previously, Mr. Cousineau was Assistant Deputy Minister of Corporate Management Services and Chief Financial Officer of Financial Transactions and Reports Analysis Centre of Canada. He has further contributed to a number of broader Government of Canada initiatives, including Mental Health and Wellness and Workplace Charitable Campaigns at Shared Services Canada.

Mr. Cousineau has wide experience in leading, leveraging and managing business transformation agendas and managing strategies, program design, organizational integration and large scale, complex business and system projects.

The deputy ministers announced on April 1st, 2023, the creation of the People and International Platform structure as part of the changes they are implementing at all levels of the organization.

Mandate

People and International Platform Structure

This mandate encompasses responsibility for both People and Talent Management Branch and the International Platform.

People and Talent Management (HCM) is addressed separately.

The International Platform is responsible for managing and maintaining a mission network of people, infrastructure, assets, and services to enable the Government of Canada and Global Affairs Canada to achieve its international priorities. The structure operates in a highly complex and fluid environment while providing a suite of common services to 182 missions in 112 countries around the world.

International Platform comprises 1) Real Property and Infrastructure Solutions (led by Associate Assistant Deputy Minister Robin Dubeau), 2) the Platform Corporate Services Bureau and 3) the Client Relations and Mission Operations Bureau are reporting to the People and International Platform.

Real Property and Infrastructure Solutions (ACM)

Real Property and Infrastructure Solutions manages the real property portfolio abroad for Global Affairs Canada. This program is shared between the Policy and Planning Bureau, the Project Delivery, Professional & Technical Services Bureau and the missions. Policy and Planning Bureau’s focus is strategic portfolio policy, planning and risk management; investment decision‐making and financial planning; property acquisition and disposal; and the allocation of operating budgets and minor maintenance budgets to the missions. The Project Delivery, Professional & Technical Services Bureau is responsible for meeting the evolving needs of the department’s missions abroad by leading real property project management and delivery, physical security, property maintenance management services, architectural and engineering services and interior design advisory services and curatorial expertise for fine art at missions abroad.

Platform Corporate Services (AAD)

The Corporate Services team supports the platform by providing services related to:

• Global supply chain operations, including diplomatic mail and distribution services within Headquarters (HQ) and across the international platform network and procurement of goods and services in support of missions and the international platform;
• Policy support to missions in the area of materiel management, procurement, supply chain and distribution, corporate planning and reporting, information management, data, and performance measurement;
• Operational support to the branch related to workforce/workplace planning and management; communications and engagement and planning and reporting; and
• Providing functional guidance, policies and procedures supporting Management Consular Officers (MCO)s and Common Service Delivery Points (CSDPs) to deliver on the procurement business line.

Client Relations and Mission Operations (AFD)

This bureau provides governance for and oversight of the Government of Canada’s representation abroad on behalf of Global Affairs, partner departments, co-locators and foreign governments; ensures the integrated management of common service resources by providing guidance, operational oversight, financial and human resource allocations, processes and tools in support of excellence in the delivery of common services throughout the mission network; and develops and strengthens the Management and Consular Services workforce.

90-day horizon: Milestones & decision points

Priorities in 2024-205 include:

• Mission Maintenance Regime.
• Sustainable Development and Greening.
• Strategic sourcing initiatives.
• Duty of Care programs.
• CCTV Programs.
• Implementation of a procurement modernization strategy.
• Review of Personal Mail policy.
• Update of delegation instrument following additional procurement authorities received from Treasury Board.
• Establishment of common services costs by position abroad for 2025-2026 for the purpose of cost recovery.
• Mission openings and closures.
• Mission Colocations.
• Common Service Delivery Point (CSDP) structure for Europe, Middle East and Africa.
• MCO Workforce Strategy for 2025-2030.

[REDACTED]

• Maintenance and recapitalization: Global Affairs Canada’s infrastructure abroad is aging, with sites nearing or exceeding life expectancy in many cases. A combination of Internal Audits (2011 & 2017) and Building Assessment Reports have indicated deficiencies in Global Affairs Canada’s Stewardship of its custodial properties. Some of the non-compliance identified related to environmental and maintenance system testing inspections. Both the internal audits and the Building Assessment Reports demonstrated that Global Affairs Canada is non-compliant with the Canada Labour Code requirements. Treasury Board Secretariat Guidelines recommend a maintenance and repair budget of 4% of the portfolio's replacement value. Our current reinvestment rate, which is the percentage of the replacement value of the department’s real property portfolio spent on repairs, maintenance, and recapitalization is 1.6%. Improving the maintenance and recapitalization of our portfolio abroad is a strategic branch priority.
• Sustainability Buildings Program: This program leads the greening of our mission portfolio aboard with a focus on meeting the requirements of the Government of Canada's Greening Government Strategy agenda. This includes demonstrating how we get to net zero carbon by 2050, assuring we have climate resilient assets, reducing our use of water and generation of waste, greening our fleet, purchasing clean, renewable energy, and implementing green procurement. This is done through technical support to missions, headquarters colleagues, and major projects, green building certifications (supporting low-carbon operations), and strong, demonstrable, performance metrics. Global Affairs Canada is required to report annually to Canadians on progress towards the ambitious greening government commitments in our Global Affairs Canada Departmental Sustainable Development Strategy.
• The Investment Plan was approved in December of 2023 and identifies key investments in assets and associated projects over a 5-year period and is submitted to Treasury Board Secretariat every 3 years, with annual updates to Treasury Board Secretariat. The Annual Update on projects to Treasury Board Secretariat was submitted in the spring of 2024. Global Affairs Canada receives ~$50 million annually to fund “Core” property projects & programs; since 2005 this has been supplemented through a series of Special Purpose Allotments, the latest being "Duty of Care," providing almost $800 million for security and seismic projects & programs over 10 years, from 2017. The number of planned investments has increased over the last year resulting in additional capital pressures, in Fiscal Year 2023-2024, there were 81 projects totalling $1.19 billion in capital requirements.
• Common Services Rate Setting: The 2025-2026 common services rates associated with positions abroad have been presented at the June 2024 meeting of the Interdepartmental Assistant Deputy Minister (ADM) Council (the membership comprises ADMs from the 21+ partners, departments and agencies present at missions abroad) and are in the process of being endorsed by the ADM Council. There are ongoing discussions with service providers and corporate finance to improve the costing framework, and to ensure the sustainability of the network infrastructure.
• Mission Opening and Closures: Opening or re-openings are underway in Phoenix, Arizona, International Security Assistance Coordination Group in Santo Domingo, Dominican Republic; [REDACTED] and closures in Erbil, Iraq and Khartoum, Sudan.
• The Common Service Delivery Point (CSDP) Network Consolidation Phase III: Decision-making is currently underway to establish the future structure of the CSDP network to support Europe, Middle East and Africa. The recently consolidated CSDP Indo-Pacific office is fully integrated and operational and the CSDP for the Americas has commenced its consolidation.

HCM – People and Talent Management

Vera Alexander, Associate Assistant Deputy Minister

Vera Alexander is the Associate Assistant Deputy Minister (AADM) of People and Talent Management at Global Affairs Canada (GAC), with a mandate to modernize the department’s human resources (HR) services and ensure an agile, highly skilled and sustainable foreign service. Previously she was Director General of Assignments and Executive Management (2021-2022).

She served as Canada’s Deputy Permanent Representative to NATO from 2017-2021. Previous assignments include postings to London, Washington and Moscow. Among her earlier assignments at Headquarters, she was Chief of Staff to the Deputy Minister of Foreign Affairs, Director of Media Relations and Director of the Democracy Division.

She also worked at the Privy Council Office from 2006-2008 as a senior policy advisor for Canada’s mission in Afghanistan.

Mandate

The AADM of People and Talent Management is primarily accountable for supporting Canada's international agenda through the strategic management of HR programs for Canada-based Staff (CBS) and Locally Engaged Staff (LES) at Headquarters, in regional offices and abroad.

90-day horizon: Milestones & decision points

• GAC’s Values and Ethics Code is being updated and a new Code of Conduct are developed. A new departmental guide for managers on Values and Ethics was published to assist managers in having a renewed conversation with employees about public service Values & Ethics, stemming from recommendations from the Deputy Ministers’ Task Team on Values and Ethics Report to the Clerk of the Privy Council.
• Departmental recommendations regarding the selection of candidates for the 2025 Head of Mission cycle are expected to be made this summer for ministerial review.
• The Canadian Foreign Service Institute will formalize the department’s learning governance framework and will begin restructuring to contribute to the EX-reduction in the department and to leverage the combined strengths and talents of Canadian Foreign Service Institute (CFSI)’s learning capacities, streamlining processes, and fostering greater innovation.
• Publication of the Departmental Learning and Development Strategy 2024-2026 with a primary objective to align learning to departmental priorities and to foster a dynamic learning environment that encourages excellence at all levels.

Hot issues

• The Anti-Racism Secretariat and the Equity, Diversity and Inclusion (EDI) and Accessibility team are working to create a more inclusive organization through implementing the Anti-Racism Strategy, a new Accessibility Action Plan and new Equity, Diversity and Inclusion Action Plan with the collaboration of internal and external stakeholders. The 2^nd cohort of the Deputy Minister (DM) Sponsorship Program was launched with 15 participants.
• Development of a policy on support for LES in emergency situations.
• Health Canada (HC) has reviewed its services under the Public Service Occupational Health Program which directly impacts CBS abroad. While contracts are in place to cover some of HC’s previous functions, a review of GAC’s overseas health services model is underway to ensure GAC’s ability to meet Canada Labour Code (CLC)-II requirements and its duty of care obligations.
• Updates to the Foreign Service Directives are currently being negotiated between unions (Professional Association of Foreign Service Officers [PAFSO] lead) and the employer (lead by the Treasury Board Secretariat [TBS]), for implementation by April 2025.
• Important work to fill gaps in the rotational workforce at Global Affairs Canada continue to be a branch priority. Ongoing selection processes for entry level FS-01 and mid-career FS-03 are expected to be completed in the fall of 2024.
• The department will be implementing a new policy framework for length of assignments abroad as part of the process for selecting candidates for positions in 2025.
• The Locally Engaged Staff (LES) Benefits Modernization initiative has been launched to simplify and standardize LES benefits across Global Affairs Canada (GAC) missions around the world. The first phase of the initiative is progressing, with the recent implementation of a new medical plan in South Africa (January 1, 2024), Sri Lanka (June 1, 2024), Indonesia (June 1, 2024), and the roll out of the African Regional Medical Plan (ARMP) for 21 countries across the continent. GAC received $47.6 million in federal Budget 2024 to advance Benefits Modernization.
• Following the publication of the first annual report on addressing misconduct and wrongdoing at GAC last fall, the second annual report was published in June 2024.
• Since July 2023, Global Affairs Canada employees posted abroad covered under the Public Service Health Care Plan (PSHCP) have faced significant issues since the service provider changed to Canada Life which subcontracted to MSH International. There continue to be significant issues with MSH International, and GAC senior officials are working with TBS and Office of the Chief Human Resources Officer (OCHRO) colleagues so that they can address the quality of processing claims, establishing direct billing in our network abroad and timely payments of claims.

Unidentified Health Incident report: GAC is about to issue a report outlining the work undertaken to protect Canada-based staff and their families from “unexplained health incidents” (UHI) experienced in 2017-2018 by Canada-based staff members (CBS) and their dependents in Havana, Cuba.

SCM – Corporate Planning, Finance and Information Technology

Shirley Carruthers, Assistant Deputy Minister and Chief Financial Officer

In August 2023, Shirley Carruthers joined Global Affairs Canada (GAC) as the Assistant Deputy Minister (ADM) of the Corporate Planning, Finance and Information Technology Branch and Chief Financial Officer (CFO).

Between 2021 and 2023, Shirley occupied the position of ADM, Corporate Management and Services Sector, and CFO at Natural Resources Canada (NRCan), where she was responsible for finance, human resources, information management, information technology, real property, and security.

Prior to her appointment at NRCan, Shirley occupied various positions at GAC. In 2015, Shirley held her first executive role as Director of the Planning and Resource Management Division and then beginning in 2016 served as Director General of the Financial Planning and Management Bureau and Deputy Chief Financial Officer.

Shirley has significant experience leading the development and execution of innovative corporate strategies in complex environments. Moreover, she excels at bringing people together from across multiple organizations to address diverse issues and find collaborative solutions.

Mandate

The Corporate Planning, Finance, and IT Branch (SCM) provides service and support to the department in the areas of financial management, information management and information technology, corporate planning, performance and risk management, asset management and procurement, and grants and contributions transformation.

90-day horizon: Milestones & decision points

• [REDACTED]
• The Corporate Planning and Reporting bureau (SRD), will be seeking approvals for the following items:
  • 2023-2024 Departmental Results Report (October 3, 2024);
  • 2023-2024 Report on the Departmental Sustainable Development Strategy (November 1, 2024);
  • 2023-2024 GAC Fees Report (November 8, 2024);
  • 2025-2026 Departmental Plan (January 2025); and
  • New 2025-2026 program inventory (Fall 2024).
• The Financial Operations Bureau (SMD) is updating the departmental delegation instrument. This update is part of the Red Tape initiative and is aiming to enhance flexibility and reduce administrative burden for missions and headquarters. Deputy and Ministerial approvals will be sought in Fall 2024.

Hot issues

• Departmental Restructuring: Along with other corporate service branches, the Corporate Planning, Finance and Information Technology branch (SCM) will be enabling the departmental restructuring over the summer months and into the fall. This is a large and resource-intensive undertaking for corporate services and will require ongoing attention from each affected branch to ensure smooth communication, coordination and data quality.
• New Direction on Prescribed In-Office Presence: The National Accommodations, Domestic Procurement and Asset Management bureau (SPD) is preparing our buildings to ensure a smooth transition with the New Direction on Prescribed In-Office Presence. Due to additional space pressures stemming from this new direction, up to 185 employees who currently work at 125 Sussex Drive will need to be relocated to 200 Place du Portage. Preparing space to accommodate this direction is complicated by the timelines that need to be respected for the 125 Sussex Rehabilitation project (GAC Reno).
• The GAC Reno is a Public Services and Procurement Canada (PSPC) led project to renovate 125 Sussex from 2017 to 2028 in a phased approach (see separate note). The current project budget of $616.5 million will be used to complete three towers (B, C and D). Towers A and E were scoped out of this stage of the project due to budget and time increases. In fact, the project is experiencing further delays and may be at risk of further scope reductions as there is limited space within the current project authorities. GAC’s cost share of the current project scope is $152 million. The rehabilitation is part of a long-term modernization plan for our 3 main workplaces in the National Capital Region at 125 & 111 Sussex and 200 Place du Centre. PSPC has recently indicated that GAC must vacate a large portion of our 111 Sussex location post 2028 when Tower C is complete. Additionally, as part of PSPC’s commitment to achieve savings targets outlined in Budget 2022, PSPC has indicated its objective to reduce the overall accommodation footprint of the Government of Canada by 50% over the next 10 years. GAC and PSPC are currently in discussion to determine the long-term final footprint of GAC in the National Capital Region.
• Shared Services Canada/Global Affairs Canada’s Joint Action Plan: Stemming from recent cyber events, GAC and Shared Services Canada (SSC) have developed a joint action plan, with the goal of addressing urgent cyber remediations, strengthening our international networks and infrastructure and streamlining our international operations and support. This initiative is under close oversight from Deputy Minister of Foreign Affairs (USS) and SSC president.
• Cyber Security: Also stemming from recent cyber incidents in the past 30 months, the Information Management/Information Technology (IM/IT) Bureau (SID) is focusing heavily on bolstering its cyber capabilities by increasing our ability to prevent, detect and respond to threats through the adoption of enhanced monitoring tools and processes.
• Information Management/Information Technology foundational capabilities: IM/IT bureau is advancing essential IM/IT foundational capabilities and building reliable and secure cloud-enabled networks and infrastructure. The Digital Mission Model project, a top priority initiative in GAC’s Departmental Plan on Service and Digital (DPSD), will drive this transformation. In addition, information management has been a systemic challenge at GAC and has been highlighted in several audits. To address this challenge, GAC is embracing SharePoint as its official document and records management system. The IM/IT Bureau (SID) will initiate pilots in summer 2024, with a department-wide rollout planned over 18 In addition, enhancements will allow users to handle content and services up to Protected B in SharePoint, Teams and OneDrive. This is a large change initiative and will require significant management engagement and attention.
• In June 2022, Grants and Contributions Transformation Initiative (GCTI) was launched to develop a modern, integrated project management system for grants and contributions (G&Cs) programming within the department’s international development, security, trade and foreign policy streams. With GAC’s Chief Financial Officer as its sponsor, [REDACTED]. Responding to a Ministerial Mandate Letter Commitment, the GCTI aims to modernize all processes connected to managing G&Cs, from assessments, to project monitoring, to financial management. All data and communication will be connected – unlocking massive potential to automate work and access results for timely reporting and decision-making, thereby addressing the 2023 Office of the Auditor General (OAG) audit recommendations.

VBZ – Special Investigations and Internal Disclosure

Natalie Lalonde, Chief audit executive and Senior Officer for Internal Disclosures (VBD)

Natalie Lalonde is the Chief Audit Executive and, since August 1, 2022 is also designated Senior Officer for Internal Disclosures (SOID), as required under the Public Servants Disclosure Protection Act (PSDPA).10(2) at Global Affairs Canada (GAC).

She has over 20 years of experience in the Government of Canada’s internal audit functions. Her tenure as a Chief Audit Executive spans approximately 10 years within three Canadian Federal Departments. As a seasoned professional, Natalie has cultivated an extensive network across both the Canadian public and private sectors. She is fluent in English and French.

Natalie holds the title of Certified Professional Accountant (CPA) and has earned a Bachelor of Business Administration in Accounting and a Bachelor of Social Sciences with a specialization in Economics. She also actively contributes to the advancement of the internal audit profession in Canada as a member of the Institute of Internal Auditing (the IIA) Canadian Advisory Committee.

Mandate

The division (VBZ) has a dual mandate. First, special investigations which consist in investigating losses of public funds and Crown property, detecting potential fraud and other financial misconducts resulting in the loss of public funds or Crown property and preventing potential fraud by making recommendations to senior management and delivering awareness training to GAC employees. Second, it oversees the internal disclosure Investigations, which consist in receiving and reviewing disclosures from Global Affaires Canada (GAC) employees, and providing advice, guidance and undertaking investigations in accordance with the Public Servants Disclosure Protection Act (PSDPA). The PSDPA provides federal public sector employees and others a confidential process for disclosing wrongdoing in the workplace, as well as protection from acts of reprisal.

90-day horizon: Milestones & decision points

• The Senior Officer for Internal Disclosure will provide determination on 3 PSDPA investigations. Should any of the investigations be founded, it is expected that they be made public within 60 days.

Hot issues

• There are 8 ongoing special investigations (financial) and 4 of ongoing investigation under the PSDPA.
• In addition, there are 3 ongoing investigations led by the Office of the Public Service Integrity Commissioner (PSIC).
• Addressing Misconduct and Wrongdoing at Global Affairs Canada: second annual report has been published.

ZID – Well-being Ombud and Inspector General

Ayesha Rekhi, Well-being Ombud and Inspector General

Ayesha Rekhi assumed the role of Global Affairs Canada’s Well-being Ombud and Inspector General in September 2023. Prior to her appointment, she was Canada’s Ambassador to the Czech Republic from 2019 to 2023.

Ayesha joined Citizenship and Immigration Canada in 1999 and the Department of Foreign Affairs and International Trade in 2002. In Ottawa, she was the deputy director of the Southeast Asia and Oceania Division and previously served as an advisor on peacebuilding and human security issues.

Overseas, she served as vice-consul for immigration in Hong Kong (2000 to 2002); first secretary for political and economic affairs in New Delhi (2005 to 2009); counsellor for political and public affairs in Hanoi (2012 to 2015); and counsellor for political and economic affairs and permanent observer to the United Nations Economic and Social Commission for Asia and the Pacific in Bangkok (2016 to 2019).

Ayesha has a Master’s in public administration from Harvard University, a Master’s of Science in development studies from the London School of Economics and Political Science, and a Bachelor of Arts in political science from McGill University.

Mandate

Established in February 2023, the Office of the Well-Being Ombud and Inspector General (ZID) focuses on workplace well-being and management excellence by providing a safe space where all staff (employees and managers, CBS and LES) can speak confidentially about their issues and obtain support. Reporting directly to DMA, ZID’s work is guided by principles of confidentiality; informality; impartiality, and independence, aligning with the International Ombuds Association Standards. ZID supports well-being and management excellence through five pillars:

1. Employee Assistance Program (EAP): Provides counseling, advice, crisis intervention and critical incident debriefings, and training related to psychological well-being.
2. Informal conflict management services (ICMS): Assists employees and teams in resolving interpersonal or team conflicts, fostering healthy relationships and workplace effectiveness.
3. Mission inspections: Provides an independent assessment of leadership and operations and promotes sound management practices through on-site and e-Inspections.
4. Data analysis and reporting: Monitors and reports on systemic issues and trends including via bi-monthly and annual reports.
5. Information services: Helps employees navigate the well-being ecosystem, including formal recourse.

90-day horizon: Milestones & decision points

• The first annual report of the Well-being ombud and inspector general will be published in October 2024 and may require an organizational response led by DMA.
• As assessment of GAC’s well-being ecosystem re-organization (including ZID-VBD-HWD/HCM) is being conducted with the aim of ensuring the coherence of services and identifying a performance measurement strategy and related performance indicators. DMA may want to validate the recommendations of the report (expected in August 2024).
• Following EXCO’s decision (June 6^th, 2024) on streamlined mission inspections and timing of e-Inspections, DMA may want to have input on the evolving approach.

Hot issues

• Middle East conflict and violence continues to have an impact on LES and CBS employees in missions and at HQ, including tensions and complex team dynamics for those working on key issues linked to the conflict including human rights and humanitarian issues.
• Some missions are facing compounded challenges regarding team dynamics, leadership, HR, and values and ethics. Careful coordination between HCM, VBD, ZIB and relevant geographic / multilateral branches is required.
• The current organizational changes (transformation, telework, reorganization) continue to generate requests for ZID services related to personal and workplace challenges.

E. Annex

Future of Diplomacy Discussion Paper

The Future of Diplomacy Discussion Paper is provided in the Future of Diplomacy: Transforming Global Affairs Canada – Discussion paper (June 2023).

Minister Joly foreign policy priorities placemat

[REDACTED]

Departmental delegation matrices (financial, HR)

Delegation of Financial and Contractual Signing Authorities Instrument - General Departmental Authorities

Delegated authorities are subject to Legislation and Regulations, and to departmental and Central agencies policies and directives.

F : Full authority within the limitations of an area of authority, the budget of the relevant departmental Fund Centre and applicable financial policy instruments.

R : Specific restrictions are imposed by Treasury Board or departmental policy instruments, or other terms and conditions stated in separate documents. Restrictions are explained in the accompanying notes.

Accompanying notes : Form an integral part of this instrument and should be read in conjunction with the instrument to fully understand the scope of delegated authorities.

Note 1: Canadian Based Staff of partner departments at the mission may be delegated these authorities related to DFATD mission's operations, when designated by the Head of Mission. Refer to the accompanying notes for the conditions.

Note 2: In accordance with Section 1 of Part III of the Treasury Board Contracts Directive, any Canadian Based Staff with contracting authority (columns 20 to 24) may enter into an emergency contract up to a total value of $1M. Refer to the accompanying notes for the conditions.

Delegation of Financial and Contractual Signing Authorities

All the officers of the Minister appointed to positions indicated in the Delegation of Financial and Contractual Signing Authorities Tables and Table of Position Title Equivalencies, including anyone appointed on an acting basis, is hereby invested with financial, contractual and legal signing authorities within the limits stipulated in the Delegation Instrument and in accordance with all applicable legislation, regulations, policies and directives. Limits may be modified from time to time, under the authority of the Deputy Head, to reflect amended authorities, as approved by Treasury Board.

Chrystia Freeland
Minister of Foreign Affairs

Approved on July 4, 2017

With organizational changes published on April 1, November 22, 2018 and June 5, 2023.

Ian Shugart
Deputy Minister of Foreign Affairs and Deputy Head

Delegation of Financial and Contractual Signing Authorities Instrument - Common and Specialized Services Authorities

Delegated authorities are subject to Legislation and Regulations, and to departmental and Central agencies policies and directives.

F : Full authority within the limitations of an area of authority, the budget of the relevant departmental Fund Centre and applicable financial policy instruments.

R : Specific restrictions are imposed by Treasury Board or departmental policy instruments, or other terms and conditions stated in separate documents. Restrictions are explained in the accompanying notes.

Accompanying notes: Form an integral part of this instrument and should be read in conjunction with the instrument to fully understand the scope of delegated authorities.

Delegation of Financial and Contractual Signing Authorities Instrument - International Development Assistance Program

Delegated authorities are subject to Legislation and Regulations, and to departmental and Central agencies policies and directives.

F : Full authority within the limitations of an area of authority, the budget of the relevant departmental Fund Centre and applicable financial policy instruments.

R : Specific restrictions are imposed by Treasury Board or departmental policy instruments, or other terms and conditions stated in separate documents. Restrictions are explained in the accompanying notes.

($) : Amendment authorities. If there is no amount in brackets, the amount shown includes the amendment authority.

Accompanying notes : Form an integral part of this instrument and should be read in conjunction with the instrument to fully understand the scope of delegated authorities.