Minister of International Trade, Export Promotion, Small Business and Economic Development appearance before the Senate Committee of Foreign Affairs & International Trade (AEFA) on study on the Canadian Foreign Service and Elements of the Foreign Policy Machinery Within Global Affairs Canada

2022-12-15

Background Information

Scenario Note

• Your one-hour in-person appearance begins at 12:30 p.m.
• The following Global Affairs Canada officials are also accompanying you in-person during the appearance and may be called upon to respond to questions:

Accompanying Panelists:

• Alexandre Lévêque, Assistant Deputy Minister, Strategic Policy
• Sara Wilshaw, Chief Trade Commissioner, International Business Development, Investment and Innovation
• Bruce Christie, Assistant Deputy Minister, Trade Policy and Negotiations

Accompanying in Audience:

• Vera Alexander, Acting Assistant Deputy Minister, Human Resources
• Stephane Cousineau, Assistant Deputy Minister, International Platform, and;
• Anick Ouellette, Assistant Deputy Minister, Corporate Planning, Finance and Information Technology and Chief Financial Officer.

Committee Context

• After your opening remarks of five minutes, the committee will move to rounds of questions.
• Unlike House of Commons Committee practice, questions will be asked on a first come, first served basis. Senators will try to catch the eye of the Clerk by raising their hand indicating they wish to be added to the list of questions.
• Any Senator can show up to a Senate committee meeting and pose questions, even if they are not a member of that committee.

Committee Membership & Interests

• For further information on committee membership, please see the committee bios included in this briefing binder.
• So far during this 44th Parliament, the committee has studied:
  • The conflict in Ukraine and its implications for peace and security;
  • A comprehensive review of the provisions and operation of the Sergei Magnitsky Law, and the Special Economic Measures Act; and,
  • The present study on the Canadian Foreign Service and elements of the foreign policy machinery within Global Affairs Canada.
• Minister Sajjan has already appeared on this study, while Minister Joly is expected to appear in early 2023. During the former’s appearance on November 3rd, questions focused on: Global Affairs Canada’s footprint overseas, vacancies and their impact on the work abroad, language requirements for staff, the effect of amalgamation on Canada’s international development, comparative analyses with likeminded counterparts, Ukraine, and the Canada Fund for Local Initiatives.
• In hearings on this study since it opened in April of this year, Committee members’ questions have focused on the following issues:

Human Resources:

• Staffing and talent management; mobility, rotationally and pool management; under-staffing, recruitment and the need to develop surge capacity; disproportionate balance of staff at HQ vs. missions; and amalgamation.
• Skills Development and Maintenance: maintaining development expertise; developing and maintaining diplomatic skills, and geographic and specific functional expertise; bilingualism; foreign language competencies; and mentorship.
• Diversity and Inclusion: importance of diversity; under representation of black and Indigenous Canadians in the Foreign Service.
• Decision-making: Organizational structure; hierarchy; strategic policy planning and coherence; innovation; risk-aversion in senior management and duty of care.

Consular: Geographic distribution, underrepresentation in some countries/geographic areas; nomination of heads of missions; role of non-foreign-service staff at mission; recruitment, retention and treatment of LES; and use of consulates.

Canada, Provinces and Canadian engagement on Foreign Policies: interdepartmental partnerships and co-operation; provincial representation overseas, engagement with Canadians.

Thematic/Geographic: Ukraine response; Havana syndrome; Multilateral organizations and partnerships; digitalization of work; GAC Internal Review; and security policy.

Opening Remarks

Draft - Mint Opening Remarks (~ 6 minutes – 887 words)

Appearance Before the Standing Committee on Foreign Affairs and International Trade (AEFA)

Study on the Canadian Foreign Service and Elements of the Foreign Policy Machinery Within Global Affairs Canada

December 15, 2022

• Thank you Mr. Chair.
• I’m grateful for the opportunity to appear before this committee today to speak on this important topic.
• Over the past few years we have been forced to adapt to an increasingly complex international landscape fraught with unprecedented challenges, including a global pandemic, Russia’s illegal invasion of Ukraine, and other shifting geopolitical and economic factors.
• As the global economy has recovered, the events I just listed are contributing to ongoing supply chain disruptions, persistently high inflation, and concurrent food and energy crises. Canadians are not alone in their concern for rising interest rates and a looming recession.
• In these uncertain times, the work of Global Affairs Canada employees to support small and medium-sized exporters across the country and around the world is more important than ever as we seek to find new suppliers and new markets for Canadian goods and services.
• As you may know, during the pandemic, Global Affairs Canada’s Trade Commissioner Services (TCS) helped to secure contracts for vital PPE and other essential goods to help to keep Canadians safe. Much of these lifesaving products were provided by small businesses who had to quickly pivot to meet our country’s – and the world’s – changing needs.
• And that commitment continues: in 2021-22 alone, the TCS provided nearly 51,000 services to over 10,000 Canadian companies and other organizations helping its clients win over 1,300 new export contracts, with an estimated value of over $2.0 billion.
• Equally critical to Canada’s economic resilience is ensuring we retain the confidence of foreign investors and innovators who contribute to Canada’s economic resilience with human and financial capital, resources, and technology.
• I’m pleased to report that last fiscal year, more than 110 foreign direct investments worth more than $2.2 billion were facilitated by dedicated GAC staff in Canada and abroad. It is estimated that these investments led to the creation of 5,600 good jobs in Canada.
• These arrangements take hard work, dedication, and the commitment of Global Affairs Canada personnel in Canada and around the world, and the TCS is at the forefront of these efforts.
• Throughout Canada’s economic recovery, I have maintained that the best way for our economy to become more secure, more resilient and withstand future global shocks is to broaden and enhance our trade and supply chain relationships, with a view to expanding what we trade, how we trade, and who trades.
• This is not new – it is the foundation of our Export Diversification Strategy. Key to this is expanding internationally, which involves developing and refining our geographic and specific functional expertise among our trade commissioners and policy desks so that they are equipped to provide the best advice to Canadian entrepreneurs, investors and consumers.
• At the same time, we must conduct trade in a manner that is greener and more sustainable, not just for our sake but for the sake of future generations.
• As we speak, Canada is hosting the world at the Fifteenth United Nations Conference on Biological Diversity in Montreal, where we continue to advocate for clean energy, halting biodiversity loss, and finding nature-based solutions.
• Here again, we rely on our highly trained GAC personnel to help bring Canadian expertise and innovation in industries the world needs now – cleantech, green and renewable energy, and AI, to global markets.
• But people-to-people connections are only part of the answer. The other part must include that we are all operating on the same playing field – in other words, transparent, rules-based multilateral trade.
• This is achieved through multilateral organizations and partnerships such as the G7, the G20, APEC, and the WTO. I note that Canada chairs the Ottawa Group on WTO Reform, which is actually meeting virtually tomorrow and whose goal is to ensure the WTO remains robust, relevant and able to address future global trade realities.
• As a trading nation, Canada’s foreign policy relies heavily on robust free trade agreements with likeminded partner economies. Canada is signatory to 15 global free trade agreements covering 61% of the world’s GDP and access to more than 1.5 billion potential customers.
• This access is crucial for businesses looking to diversify their export markets, so throughout the summer, I was busy working to add to Canada’s roster of free trade and economic partnership agreements.
• This work included advancing negotiations on agreements with the U.K. and several countries in the Indo-Pacific, including India, Indonesia, and the ASEAN bloc of nations.
• In fact, the growing economic importance of the Indo-Pacific is why I have visited the region multiple times this year, building bridges and trade and business partnerships in India, Indonesia, Singapore, Cambodia, Thailand, the Philippines, and Japan.
• The new agreements being negotiated will build on strong, comprehensive, and inclusive trade partnerships such as CUSMA, CPTPP and CETA, which already benefit our people, our businesses, and our economies.
• Global events in recent years have underlined the need for us to look beyond our traditional trade and supply partners. This is why Canada’s Indo-Pacific Strategy, launched in November, contains robust trade elements.
• The Indo-Pacific region is critical to the future of Canada’s economic growth and resilience, and Canada is making historic investments to increase opportunities for trade and investment with the region through initiatives such as the Canadian Trade Gateway in Southeast Asia, the ASEAN-Canada Plan of Action Trust Fund, specific supports for women entrepreneurs (APF Canada), and a new series of enhanced trade missions to the region.
• In fact, in all our agreements we seek to expand our partnerships through high-standard, rules-based inclusive trade that benefits everybody. That’s how we will create good jobs, grow our economies, and drive inclusive opportunities on both sides of the Pacific.
• Trade is also a valuable mechanism to bring prosperity to the world’s poorest and most vulnerable. Since the amalgamation of the Canadian International Development Agency with the Department of Foreign Affairs and International Trade, the department continues to make strides in leveraging these connections that are important, as I look at my mandate commitments, including the development of an Economic Cooperation Strategy for Africa.
• Amid growing global instability, the trade and development nexus is essential to strengthen the economic resilience of developing countries and decrease poverty to helps broaden access to emerging markets, deepen bilateral trade relationships and further Canada’s reputation as a reliable partner in trade, diplomacy and international assistance.
• Our success in advancing Canada’s economic interests and values abroad ultimately depends on our people. That’s why the TCS has been helping Canadians tap into bigger markets internationally for more than 125 years.
• The TCS has more than 160 offices worldwide, including in Canada, where they have a range of services and programs to help exporters throughout their export journey. These include the CanExport suite of programs, the Business Women in International Trade initiative, and the Canadian Technology Accelerators program.
• These TCS programs dovetail with programs such as the Women Entrepreneurship Strategy, or WES, a $6 billion investment that provides funding and business support to women entrepreneurs and business owners to gain a foothold, when previously, doors were closed.
• TCS employees are client service oriented: they understand how global commerce works. They advise companies on strategies to enter new markets. They bridge cultures to forge new connections and manage diverse teams of employees, both local and Canadian.
• I have been working closely with Minister Joly and Minister Sajjan on the Future of Diplomacy: Transforming GAC initiative, and we have identified several areas related to international trade where we will continue to invest in our employees and the tools we give them, including:
  • New approaches to recruit, retain and foster trade and economic expertise within the department;
  • Better access to high quality data and cutting edge technology, tools and systems to make well-informed decisions;
  • Greater emphasis on foreign language acquisition and maintenance;
  • Possessing the foresight capacity to anticipate future economic and trade conditions and challenges;
  • Improving coherence with Foreign Policy and International Assistance, OGDs and provinces to bring whole-of-department and whole-of-government approaches to international trade;
  • Better supporting our locally engaged staff and making use of their knowledge of local economic and market realities;
  • Leveraging the Canadian diaspora abroad, and diaspora communities within Canada to build stronger international linkages;
  • Enhanced bilateral and multilateral trade relationships and ensuring we are able to adjust our global presence to focus on emerging economies.
• I want to thank you again for undertaking this important study and I look forward to taking your questions.

Corporate support function placemats

Overview of corporate services: finance and contracting

Key priorities

• Provide corporate leadership and vision for the development of departmental short-term, medium term and long-term financial strategies.
• Modernize financial management planning to improve client service and support decision making.
• Support Grants and Contributions (Gs&Cs) Program Branches to achieve departmental priorities and objectives through timely investment planning, financial management and contracting support services.
• Advance Grants and Contributions Transformation, encompassing process streamlining, new approaches to risk management, and an expanded relationship with external partners.
• Support the Auditor General’s review of the Global Affairs Canada’s accounting treatment of unconditionally repayable contributions, which will inform Canada’s proposed strategic use of these funding instruments in the Memorandum to Cabinet on the Way Forward for the International Assistance Innovation Program.
• Increase the proportion of women- owned and Black, Indigenous and People of Colour procurement.

Departmental budget

Business Environment

• Recent crises around the world (e.g. Afghanistan, Ukraine) require timely departmental action that has an impact on financial operations, spending and budget forecasting.
• Public servants may be subject to personal liability under Canada’s Anti- terrorism Act for authorizing payments meant to support Humanitarian Assistance projects in Afghanistan.
• Gs&Cs programming partners continue to rely on special budgeting and contracting measures enacted at the beginning of COVID-19 and to adapt to shifting pandemic cost structures.
• Global inflation puts increasing pressure on the purchasing power of departmental budgets.

Departmental capacities

• Robust financial management accountability principles underpin a sound approach to ensuring value for money, oversight and management of public resources.
• The Department uses and is building automated data-entry and artificial intelligence capacities for the tracking and reporting of Gs&Cs funding. This improves the policy process, data-driven decision-making, and tracking of financial commitments.
• Innovative Finance requires increased technical resources for financial analysis and agreement negotiation commensurate with an important and emerging programming area.
• Regional Contract Review Boards established in 2018-19 currently cover 100% of missions abroad.

• The Department participates on the interdepartmental Greening Govern- ment ADM Steering Committee focusing on green procurement.

Challenges

• The complex budgeting environment, with overlapping financial and political commitments, encumbers the majority of the Gs&Cs budget (over 90%), leaving little room for new priorities.
• The structural deficit in the Departmental management reserve limits the capacity to absorb unexpected incoming pressures. It also limits the ability to pursue opportunities for modernization and innovation.
• The Department has reduced travel budgets in response to Budget 2021, in the form of reductions in budget reference levels the current fiscal year.

Opportunities

• Launching the Financial Sustainability Strategy (FSS) to identify funding flexibility for internal reallocations and to prepare for future budget constraints.
• Implementing a Risk Appetite Framework and complementary risk appetite statements for fiduciary and financial risk areas.
• Leveraging data to support Gs&Cs financial and fiduciary decision- making, including the development of a project cost database.
• Expanding transparency and engagement with external partners to improve interactions on financial and fiduciary matters.
• Supporting and informing the Treasury Board Secretariat/Office of the Controller General review and renewal of the transfer payments policy framework.
• Renewing the Department’s Exceptional Contracting Delegations.

Overview of corporate services: people

Key priorities

• Support government-wide human resources priorities while strengthening the Department’s People pillar in accordance with the work being undertaken on the future of diplomacy by:
  • Increasing our workforce capacity and talent management.
  • Supporting the Department for a safe and healthy workplace in Head- quarters, in regional offices and abroad.
  • Strengthening equity, diversity, and inclusion in the workplace.
  • Ensuring sound and sustainable management of pay and benefits.
  • Enhancing our locally-engaged staff (LES) framework.

Business environment

• The COVID-19 pandemic, the shortage of labour market availability, and economic uncertainties, including inflation, continue to directly impact our operations and affect both salaries and costs for Headquarters and our international network.

Departmental capacities

• The Department has over 13,000 employees, of which 58% are CBS and 42% are LES. Some LES support Other Government Departments.
• The workforce abroad consists of 1,453 CBS (956 rotational) and 5,497 LES. At any one time, approximately 50% of the total workforce works abroad, represented at a rate of 74% by our LES.
• 178 missions, located in 112 countries and territories, are served by seven Common Service Hubs abroad that provide missions with HR services for LES staffing, contracting, procurement, and financial transactions.
• The workforce is relatively well- diversified. There are no workforce availability (WFA) gaps for most employment equity groups with the exception of Persons with Disabilities. Improvement is also needed at the executive levels for Indigenous and Black employee.
• The Department has an enviable official languages capacity compared to other organizations in the public service with double the number of bilingual positions compared to the average of the public service. However, the language of work and senior level representation within the department has been raised as an issue.

Challenges

• Global pressures and the geopolitical context have implications for GAC’s footprint abroad, including new demands in the area of human resources.
• Irregular recruitment initiatives have created certain gaps in both the workforce complement and have affected specific business lines.
• Residual gaps exist in certain areas of diversity and inclusion, foreign service representation, as well as consistency in the provision of official language services.
• GAC is reviewing proposals to stabilize the funding for the LES benefits program, including minimum standards for LES maternity and parental leave, insurance, etc. This is part of a longer term LES framework reform project.
• The current health service framework shared between GAC and Health Canada is no longer conducive to ensure our Duty of Care

• The combination of residual COVID- 19 implications coupled with the largest assignment rotation abroad in recent history, has directly impacted all aspects of our foreign presence abroad. This includes impacts on our staff, their dependents, their movement, etc..

Opportunities

• Building capacity for a skilled, agile, diverse workforce to meet departmental needs. Ensuring effective recruitment and retention practices are in place to achieve long-term sustainability and high performance.
• Preventing workplace harassment and violence, injuries and incidents, and ensuring the safety and the physical and mental well-being of all employees in Canada and abroad.
• Building a safe, equitable, diverse and inclusive workplace, reflective of Canada’s diversity where everyone can bring their whole self to work.
• Paying our employees on time and accurately for the duties performed as well as reducing the potential impact on pay and benefits for staff working abroad.
• Developing management frameworks and systems to effectively and competitively manage the LES workforce in local labour markets, including in terms of employment benefits.

Overview of corporate services: technology and digital capacity

Key priorities

• Support the Future of Diplomacy initiative and GC Digital Ambition by seeking sustainable funding and resources to invest in modern infrastructure and tools.
• Support Future of Work efforts by ensuring the performance of GAC’s digital network, developing applications that enable the hybrid model, and increasing IM/IT resources to support the hybrid workforce.
• Enable GAC programs to better serve Canadians and partners through modern client relationship manage- ment solutions and case management systems combined with data and analytics for Foreign Diplomacy, Trade and Consular services.
• Engage with partners to support emergency preparedness efforts, such as Ukraine, through agile solution delivery and effective support.
• Empower the workforce with modern collaboration, analytics and information management tool, optimize processes through automation and digital solutions, and strengthen digital and data literacy.
• Modernize GAC’s network infra- structure to enable new cloud solutions, enhance performance, reduce technical debt and improve security.
• Decrease business risk by investing in secure classified communications and cyber security capabilities to protect our information, and by retiring aging applications.

Business Environment

• Global events such as the pandemic, socio-economic shifts, and geopolitical changes require more responsive, adaptive and resilient digital solutions.
• Technology advances shape how Canadian industry and global partners conduct business and drive expecta- tions. Attracting and retaining skilled workers requires modern solutions.
• Cyber security landscape is evolving rapidly. GAC is accelerating security improvements to counter increasingly sophisticated threat actors.

Departmental capacities

• GAC’s digital capabilities, including its cadre of Foreign Service IT Professionals (FSITP), supports all employees at Headquarters and abroad, including co-locators in missions, by ensuring that all employees have the tools needed to work, thus allowing GAC to deliver on its mandate.
• Modern enterprise solutions, such as the Microsoft 365 collaboration and productivity tools, case management solutions and analytics capabilities, and a modern IT service delivery model ensure that employees and co- locators are well-supported, and operations can continue during crises. Rapid implementation of infrastructure enhancements internationally have kept the client community productive.
• The Department has a track record of enhancing its global support model to transform the way employees work and deliver services at home and abroad. This is achieved by investing in staff training and upskilling.
• GAC can build cloud capabilities with advanced and secure platforms and can support the rapid deployment of solutions for responding to urgent needs. It has the capacity to support the modernization of business processes.

Challenges

• Ensuring Shared Services Canada’s focus on the Department’s key priority projects and to address expected network performance issues in a hybrid work context, requires ongoing engagement.
• There is a lack of adequate funding for the technical backbone required to digitize international service delivery and reduce technical debt (i.e. legacy infrastructure and apps). While the pandemic highlighted digital solutions opportunities, it also identified gaps in the digital infra- structure and the need to re-support service and programs delivery.
• The digital network requires sufficient human resources, with the skills and experience to carry out digital transformation plans. Staffing highly- skilled, full-time IT staff has been challenging, with current resource levels insufficient to fulfil the Department’s digital transformation.

Opportunities

• Seek sustainable funding to accelerate digital transformation and modernize GAC service delivery to Canadians at home and abroad.
• Focus efforts on talent management and recruitment to attract and retain skills in areas such as cloud and cyber security that are in high demand.
• Increase digital and data literacy across the Department.
• Transform the IM/IT Operating Model to build stronger partnerships and shared accountabilities between IM/IT and GAC programs.
• Deliver key business projects to support the Trade Commissioner Service, the Ukraine crisis, and Grants and Contributions Transformation.
• Accelerate work to improve GAC’s cyber security posture to enable international business, while protecting against increasing state actor cyber threats.
• Modernize the international network infrastructure by deploying cloud capabilities (Virtual Mission Model) to ensure the performance of digital solutions that support the hybrid model.

Overview of corporate services: physical network

Key priorities

• Continue to work with central agencies and internal stakeholders to modernize the domestic and international real property portfolio.
• Enable Canada’s presence abroad through sound management and delivery of resources, infrastructure and services.
• Ensure that personnel is safe, missions are more secure, and government and partner assets and information are protected.
• Continue implementing $1.18B of infrastructure projects of varying categories under the “Duty of Care” initiative, which is part of $1.87B allotted by Treasury Board over 10 years (and $126M ongoing) to implement security measures across missions and HQ.
• Align all current and future Treasury Board submissions to the Government of Canada Greening Government Strategy requirements of net-zero emissions and climate resilience.
• Continue working on the renovation of the 125 Sussex office complex, which began in 2017 and will continue until 2028.

Business Environment

• The overseas network faces new financial pressures that strain affordability and require tradeoffs. Treasury Board Special Purpose Allotments tightly control the allocation of property funds and restrict flexibility.
• The overseas physical network exists to support departmental and client programs. Program demand drives footprint growth or shrinkage.
• Federal Government requirements for the management of real property, including the greening government strategy and policy renewal, are making real property management abroad more complex.
• The Greening Government Strategy sets the targets and requirements for all federal Real Property.

Departmental capacities

• Real property authorities for project approval, transactions, and construction contracts, delegated from Treasury Board to the Department, allow for the delivery of a majority of investments.
• Modernized and robust Investment and Project Management Framework for real property supports planning and delivery of projects and ongoing delegations of authority.
• The Department benefits from professional real property human resources capacity across strategic planning, operations, and service delivery functions.
• Emergent improvements to strategic planning informs investment decision-making.

Challenges

• The complexity of managing real property assets in 178 missions located in 110 countries presents challenges (e.g. shifting local security concerns, currency fluctuation, different standards, capricious real estate construction markets) to planning and implementation.
• Real property investments over long- term horizons for programs that adjust their needs on a shorter timeframe may result in a misalignment of real property investments to support priority departmental programs and outcomes.
• GAC must make up lost time resulting from deferred capital spending.
• Continued COVID-19 related travel restrictions have complicated/ slowed the ability to deliver real property investments, including duty of care obligations.
• COVID-19 related impacts to the global supply chain and service providers are driving substantial cost increases to real property projects.
• Plans have been adapted to create opportunities, including leveraging virtual tools and innovative tech, and engaging with local consultants, staff and external stakeholders.
• The alignment of Greening Government Strategy commitments with the existing GAC portfolio strategy, in order to ensure integration, must be maintained.
• Space reduction is required to support the overall GoC footprint reduction in Canada.

Opportunities

• Making adjustments to existing facilities to enable a return to the workplace under new pandemic and post-pandemic environment while respecting the requirement to reduce the overall Real Property footprint as mandated by central agencies.
• Supporting TB submissions on advancing priority projects.
• Advancing major real property projects.
• Responding to Treasury Board policy changes, the results of the Treasury Board Fixed Asset Review, and the Department’s internal audit.
• Modernizing the foundational elements of the Department’s portfolio planning, policy and performance management to better inform decision-making.
• Developing strategies for Greening Government Strategy targets to reduce greenhouse gas emissions.

Overview of corporate services: mission network management

Key priorities

• Ensure optimal functioning of Common Service Delivery Points (CSDP), which are fundamental to ensuring business continuity at missions, especially during the pandemic, mission closures, evacuations and repatriations.
• Optimize international supply chain operations and reorganize resources to enhance client service.
• Improve communication, understanding and management of the Costing Methodology to ensure Common Services provided abroad are financially sustainable for the Department and external partners.
• Continue partnership with the Canadian Foreign Service Institute, other relevant divisions at GAC and Other Governmental Departments to provide ongoing training of Management Consular Officers (MCOs) assigned abroad.
• Address MCO shortages through temporary duty assignments.
• Strengthen relationships and increase communications with stakeholders, partners, and clients.

Entities hosted and managed

Business Environment

• Service delivery in an international context requires a nuanced policy lens and adjustments to processes and activities to take into account local standards, laws and cultures.
• A shortage of shipping containers, skyrocketing shipping rates for certain routes, and congestion at international ports are having an impact on the relocation of personnel abroad and the delivery of projects at missions.
• Application of Duty of Care responsibilities across our mission network in a changing international environment.

Departmental capacities

• Over $550M is allocated annually to missions for property and common services.
• Seven Common Service Delivery Points abroad provide missions with support services for local employee staffing, contracting, procurement, and financial transactions.
• GAC distribution, warehousing and logistic operations have been significantly impacted over the course of the pandemic and important operational changes were made to ensure diplomatic mail services could be maintained in a safe and secure environment for our employees.
• The Mission Operations division is the Centre of Expertise for providing functional guidance, policies and procedures supporting MCOs to deliver on seven main business lines.
• Senior level interdepartmental committees provide strategic direction and oversight on international operations.

Challenges

• Requiring a more agile evidence- based system and process to enable global footprint reallocation based on departmental priorities
• Whole of government coordination with varying client requirements adds to the complexity of managing the network.
• Chronic Shortage of MCOs increases risk exposure at missions and pressure to deliver GoC mandates abroad. Ongoing significant increase of temporary duty assignments.
• Difficulty recruiting qualified procurement and logistics specialists due to high demand across Government of Canada for experienced resources.
• Dependency on others for goods procurement due to the GAC goods procurement authority. This can result in lengthier processing time.

Asset management

Opportunities

• Continue development of data and key performance indicators to support management decisions on the footprint, strengthening centre of expertise, expanding finance, local staff, HR, contracting and procurement, and considering others (e.g. IM/IT, property, material management, Foreign Service Directives).
• Work towards resolving MCO staffing, training by implementing the revised workforce strategy.
• Identify and pilot increased delegation of authorities to missions.
• Continue supporting the GoC priority of reducing GAC’s carbon footprints via the procurement and deployment of low-emissions vehicles at both HQ and abroad.
• Continue large scale vaccine distribution and transportation of COVID-19 vaccines, boosters and pediatrics to missions abroad.

AEFA Members’ Biographies

Peter M. Boehm
(ISG – Ontario)

Appointment to the Senate

• Appointed: November 3, 2018

Professional background

• Studies: Ph. D in History from the University of Edinburgh, a Master's degree in International Affairs from the Norman Paterson School of International Affairs at Carleton University, and a Bachelor's degree in English and History from Wilfrid Laurier University
• Public Servant: Various positions at Global Affairs from 1983 – 2018, including: Deputy Minister for the G7 Summit, Deputy Minister of International Development, Senior Associate Deputy Minister of Foreign Affairs, Canadian Ambassador to Germany, and Ambassador and Permanent Representative to the Organization of the American States.

Political and parliamentary roles

• Senate group: Independent Senators Group (November 3, 2018 – Present)
• Member: Canadian NATO Parliamentary Association (2018 – Present)
• Former Deputy Minister: G7 Summit and Personal Representative of the Prime Minister (2017 – 2018); International Development (2016 – 2017)

Committee membership

• Chair: Standing Senate Committee on Foreign Affairs and International Trade (2020 – Present)
• Member: Standing Senate Committee on National Security and Defence (2018 – Present); Standing Senate Committee on National Finance (2018 – Present); Standing Senate Committee on Foreign Affairs and International Trade (2018 – Present)
• Former Member: Standing Senate Committee on Aboriginal Peoples (2018 – 2019); Standing Senate Committee on Internal Economy, Budgets and Administration (2019 – 2020); Committee of Selection (2019 – 2020)

Points of interest to GAC

International Summit: Russia

• At a SECD meeting in June 2022, Senator Boehm stated that upcoming international summits are opportunities to deliver strong messages to Russia and he asked what is being done to reach out to other on this.

Ukraine:

• During a SECD meeting in June 2022, Senator Boehm asked if Canada had a plan to look at the long-term assistance that Canada could provide to Ukraine from a post-hostility perspective.
• At a NFFN meeting in June 2022, Senator Boehm asked for details regarding the distribution of the $500 million in terms of stocks, new acquisitions and direct transfers to Ukraine.

Peacekeeping:

• During Senate debate, Question Period, and Committees, Senator Boehm frequently highlights the importance of United Nations peacekeeping missions. From his perspective, the UN's role is to maintain international peace and security, by working to prevent conflicts, and by working proactively to lay the foundations for peace.

Other interests

Indigenous Relations

• During a Senate debate on Bill C-15 (An Act respecting the United Nations Declaration on the Rights of Indigenous Peoples) in 2021, Senator Boehm expressed his support for Indigenous Peoples, and the importance of ensuring their meaningful inclusion in Canadian society.

Gwen Boniface
ISG – Ontario

Appointment to the Senate

• Appointed: November 11, 2016

Professional background

• Police/Security: Served internationally for 10 years, including as Deputy Chief Inspector of Ireland’s Garda Síochána Inspectorate tasked with reforming Ireland’s national Police Service, as a Transnational Organized Crime Expert with the United Nations Police Division and as Deputy Executive Director of the International Association of Chiefs of Police.
• Commissioner: Served with Law Commission of Canada for 5 years as a Commissioner.
• Indigenous: Initiated a truth and reconciliation project in her home community of Orillia in 2019 with Indigenous and non-Indigenous members.

Political and parliamentary roles

• Senate group: Independent Senators Group (2016 – Present)
• Member: Canada-Europe Parliamentary Association (2017 – Present); Canadian Delegation to the Organization for Security and Cooperation in Europe Parliamentary Assembly (2017 – Present)

Committee membership

• Co-Chair: Special Joint Committee on the Declaration of Emergency (2022 – Present)
• Member: Standing Senate Committee on Foreign Affairs and International Trade (2020 – Present); Special Joint Committee on the Declaration of Emergency (2022 – Present); Standing Committee on National Security and Defence (2017 – Present); Standing Committee on Legal and Constitutional Affairs (2017 – Present); Standing Committee on Rules, Procedures and the Rights of Parliament (2021 – Present)
• Former Chair: Standing Committee on National Security and Defence (2020 – 2021)

Points of interest to GAC

Foreign Service:

• At an AEFA meeting in June 2022, Senator Boniface stated that the Foreign Service has a risk-averse culture and she asked how to rebuild an organization in a way that actually values contrary views.

Sanctions Against Russia:

• At an AEFA meeting in June 2022, Senator Boniface wanted to know if sanctions that Canada and its allies has put on Russia are affecting the Russian economy and the Russian people and if there is evidence that suggests international sanctions are producing a behavioural change in the Russian regime.

Unfair Trade Practices:

• At an AEFA meeting in May 2022, Senator Boniface wanted to know how CBSA and the CITT investigate instances in which importations are being dumped or subsidized and if these practices have caused injury to Canadian producers.

Other interests

Defence & Security:

• With a background in law enforcement, Senator Boniface has a special interest in security issues, particularly those related to human trafficking and CBSA-related work.

Mary Coyle
ISG – Nova Scotia

Appointment to the Senate

• Appointed: December 04, 2017

Professional background

• Studies: Bachelor’s degree in in languages and literature with a major in French and a minor in Spanish and a Master’s degree in rural planning and development.
• Rural Development : She subsequently worked as a Rural Development Advisor in Indonesia and later to support two State Islamic Universities develop their community engagement strategies.
• Involvement: Vice President and Director of the school’s Coady International Institute (1997 – 2014); Executive Director of the Frank McKenna Centre for Leadership (2014 – 2017)

Political and parliamentary roles

• Senate groups: Independent Senators Group (2018 – Present)

Committee membership

• Member: Standing Committee on Foreign Affairs and International Trade (2019 – Present); Standing Committee on Aboriginal Peoples (2017 – Present); Standing Committee on Transport and Communications (2020 – Present)

Points of interest to GAC

GAC Recruitment:

• At an AEFA meeting in June 2022, Senator Coyle showed interest in GAC's recruitment process and asked if there was a strategy on the part of the department to attract senior or mid-career professionals.

Ukraine

• During an AEFA meeting in June 2022, Senator Coyle wanted to know the role of Canada or any other country or international organization in supporting diplomatic channels of negotiation between Russia and Ukraine and asked if there was still a possibility of de-escalation through diplomacy.

Seized Russian Assets:

• At an AEFA meeting in May 2022, Senator Coyle wanted to know how the Russian assets seized by the government will be used.

Development assistance experts:

• At an AEFA meeting in April 2022, Senator Coyle mentioned the loss of many development assistance experts in GAC and asked whether with the departure of these experts the role of Global Affairs as a link to development assistance expertise in particular has been weakened.

Atrocities in Ukraine

• At an AEFA meeting in April 2022, Senator Coyle stated that “rape is a brutal weapon of war” and that atrocities and human rights violations throughout Ukraine have already been documented. She also asked what Canada is doing to support the Ukrainian government, or other organizations on the ground, to protect women and children from further sexual violence and what Canada is doing to support the preparation of the evidence required to support the eventual prosecution of war crimes.

Other interests

Russian Disinformation:

• During a Senate question period in April 2022, Senator Coyle showed concern about Russian disinformation campaigns which she considers very dangerous for Canadian democracy and world stability, and she asked what Canada is doing to counter these campaigns and what concrete actions are being taken to promote awareness of these dangers amongst Canadians active on social media platforms.
• Senator Coyle is an advocate for gender equality in the in Canadian public institutions and in Canadian society.

Marty Deacon
ISG – Ontario (Waterloo Region)

Appointment to the Senate

• Appointed: February 28, 2018

Professional background

• Commonwealth Games Canada: Executive Board Member & Chef de Mission (2012 – Present)
• Canadian Olympic Committee: Director, Executive Board (2009 – Present)
• Independent Consultant: Education consultation at the elementary and secondary school level (2016 – 2018)
• Waterloo Region District School Board: Superintendent & Executive Officer (2010 – 2016); Principal (2000 – 2010)

Political and parliamentary roles

• Senate group: Independent Senators Group (2018 – Present)

Committee membership

• Member: Standing Committee on National Security and Defence (2020 – Present); Standing Committee on Foreign Affairs and International Trade (2020 – Present); Standing Committee on Official Languages (2022 – Present); Standing Committee on Rules, Procedures and the Rights of Parliament (2022 – Present)

Points of interest to GAC

Russia:

• At an AEFA meeting in June 2022, Senator Deacon expressed concern about the risk of Russian use of chemical weapons in Ukraine and asked what options are available to Canada and other signatories to the Chemical Weapons Convention if Russia uses such weapons.
• She also expressed concern regarding physical violence on women and children done by Russia in Ukraine and asked how Canada can help hold perpetrators accountable for sexual violence in Ukraine.

Foreign Services:

• During an AEFA meeting in June 2022, Senator Deacon stated based on the comments of previous witnesses that “there are too many supervisors and not enough leash to allow Canadian foreign affairs officers to operate independently and with autonomy in their postings.``

Canadian Diplomatic Strategy:

• At an AEFA meeting in June 2022, Senator Deacon asked what direction Canada should take as a middle power in its diplomacy given major changes on the international scene.

International Development:

• Senator Deacon considers that the development aspect in diplomacy is very important for a rich, medium-sized country like Canada. She regularly asks questions about Canada's development assistance efforts and resources.

Seized Russian Assets:

• At an AEFA meeting in March 2022, Senator Deacon wanted to know how the Russian assets seized by the government will be used and if unfreezing of Russian assets could be a condition of any peace agreement.

Other interests

Afghanistan:

• In 2021, Senator Deacon was contacted by several athletes, coaches, sports leaders and leaders in the LGBTQ2+ community to help them get out of Afghanistan.
• In a Senate question period in February 2022, she also reiterated he importance of the work involved in getting Afghans out of Afghanistan.

Culture Change:

• During a debate in the Senate on the Government’s role in combating racism in 2020, Senator Deacon asked what specific work has been done across the government to support black Canadians and Indigenous peoples.

Mohamed-Iqbal Ravalia
ISG – Newfoundland and Labrador (NL)

Appointment to the Senate

• Appointed: June 1, 2018

Professional background

• Studies: Medical degree (MB.ChB.) and a Certification in Family Medicine (CCFP)
• Medicine: Practiced family medicine in Twillingate, NL (1984 – 2018)
• Community Engagement : Involvement with the local minor hockey executive, community outreach initiatives, and fundraising for the Lions Club and support of the Anglican Church Sunday school program.

Political and parliamentary roles

• Senate group: Independent Senators Group (2018 – Present)
• Member: Canada-Europe Parliamentary Association (2019 – Present)

Committee membership

• Member: Standing Committee on Foreign Affairs and International Trade (2020 – Present); Standing Committee on National Security and Defence (2022 – Present); Standing Committee on Fisheries and Oceans (2018 – Present); Standing Joint Committee on the Library of Parliament (2019 – Present)

Points of interest to GAC

Privy Council Office:

• At an AEFA meeting in June 2022, Senator Ravalia asked about the Privy Council’s role in interdepartmental coordination for Canada’s Foreign Service and Foreign Affairs.

Cybersecurity (Foreign Services):

• During an AEFA meeting in June 2022, Senator Ravalia recognized the importance of modernizing Canada's diplomacy as well as modernizing its digital technologies to revitalize the foreign service and he asked if Canada has an infrastructure capable of addressing potential cybersecurity threats and whether it is working with its Fives Eyes allies on this issue.

Humanitarian aid to Ukraine:

• At an AEFA meeting in June 2022, Senator Ravalia recognized violence against women and children, as well as population health issues in Ukraine and asked what Canada can do to help maintain an adequate supply of equipment and medicines to organizations assisting Ukrainians on the ground.

Space Industry and Cooperation:

• During an AEFA meeting in May 2022, Senator Ravalia wanted to get more details about the memorandum of understanding signed by Canada and the United States concerning the cooperation on the civil Lunar Gateway. He also asked if there will be competition between private industry and this particular program in the long term.

Africa:

• At an AEFA meeting in April 2022, Senator Ravalia suggested that in the context of evolving global challenges, Canada appears to be under-represented in some jurisdictions, such as on the African continent.

Vaccine:

• In 2021, Senator Ravalia has been a strong advocate for the redistribution of COVID-19 vaccines to disadvantaged countries and has repeatedly called for Canada's involvement in vaccine distribution in needy and underdeveloped countries.

Yuen Pau Woo
ISG – British Columbia (BC)

Appointment to the Senate

• Appointed: November 10, 2016

Professional background

• Research: Senior Fellow in Public Policy, Institute of Asian at The University of British Columbia (2014 – 2021); Resident Fellow, Jack Austin Centre for Asia Pacific Business Studies Beedie School of Business at SFU (2014 – Present)
• Asia Pacific: President and CEO of the Asia Pacific Foundation of Canada (2005 – 2014); Distinguished East Asia Fellow at the Asia Pacific Foundation of Canada (2014 – 2021); President of China Global: The Vancouver Society for Promotion of Chinese Art and Culture (2014 – 2020)

Political and parliamentary roles

• Senate group: Independent Senators Group (2016 – Present)
• ISG Facilitator (2017 – 2021)

Committee membership

• Member: Standing Committee on Foreign Affairs and International Trade (2017 – Present); Standing Committee on Banking, Trade and Commerce (2021 – Present); Committee of Selection (2017 – Present); Standing Committee on Internal Economy, Budgets and Administration (2021 – Present); Standing Committee on Rules, Procedures and the Rights of Parliament (2021 – Present); Standing Joint Committee for the Scrutiny of Regulations (2017 – Present)
• Former Chair: Committee of Selection (2019 – 2020)

Points of interest to GAC

Foreign Service Recruitment:

• At an AEFA meeting in June 2022, Senator Woo showed a great interest in the recruitment process for the foreign service and asked about the methods to optimize this process.
• In another AEFA meeting in April 2022, he also asked for more clarification on the difference between the value of diplomats and experts.
• Senator Woo is also in favor of a greater recruitment into the Foreign Service of officials from other departments.

Anti-Dumping and Countervailing Duties:

• During an AEFA meeting in May 2022, Senator Woo recognized the importance of addressing anti-dumping and countervailing duties to protect producers and their workers and asked how the interests of consumers and importers of intermediate goods are addressed in these protectionist measures.

Russia Invasion of Ukraine:

• At an AEFA meeting in April 2022, Senator Woo implied his dissatisfaction with the fact that the government seems to want the conflict in Ukraine to continue over the long term and asked what Canada is doing to try to negotiate a quick end to the war to reduce human suffering.

Sanction to Russia:

• At an AEFA meeting in March 2022, Senator Woo showed his agreement concerning the use of the Magnitsky act to punish the Russian leaders. However, he expressed some reluctance regarding SEMA and FACFOA, which he believes may not achieve the goal of changing the behavior of these Russian actors.

Peter Harder
PSG – Ontario (ON)

Appointment to the Senate

• Appointed: March 20, 2016

Professional background

• Studies: Bachelor’s degree in Political Science
• Public Service : 30 years of experience in the Federal Public Service, including in the departments of immigration, public safety, industry, the treasury board and foreign affairs.
• Immigration : Senator Harder served as the founding Executive Director of the Immigration and Refugee Board.
• Foreign Services/GAC: He joined the Foreign Service in 1977; Deputy Minister of Foreign Affairs and International Trade (2003 – 2007)

Political and parliamentary roles

• Senate groups: Independent (2016 – 2020); Progressive Senate Group (2020 – Present)
• Leader of the Government in the Senate (2016 – 2020)

Committee membership

• Vice-Chair: Standing Committee on Transport and Communications (2020 – Present)
• Member: Standing Committee on Foreign Affairs and International Trade (2020 – Present); Special Joint Committee on the Declaration of Emergency (2022 – Present); Standing Committee on Ethics and Conflict of Interest for Senators (2020 – Present); (2022 – Present); Standing Committee on Human Rights (2021 – Present); Standing Committee on Legal and Constitutional Affairs (2020 – Present); Standing Committee on Social Affairs, Science and Technology (2021 – Present); Standing Committee on Transport and Communications (2021 – Present); (2020 – Present)
• Former Member: Standing Committee on National Finance (2019 – 2020); Standing Committee on National Security and Defence (2019 – 2020)

Points of interest to GAC

Humanitarian Aid:

• During an AEFA meeting in March 2022, Senator Harder stated that Canada's humanitarian action should not focus solely on Ukraine, but on the collateral damage suffered by other countries that are unable to cope on their own.
• At Senate Question Period and AEFA meetings, he closely follows humanitarian operations and regularly asks questions about the logistics, resources and results of these operations.

Ukraine:

• At a Senate question period in March 2022, Senator Harder asked the government representative in the Senate what means Canada is considering to support military efforts and combatants in Ukraine other than a no-fly zone.

COVAX:

• At a Senate question period in December 2021, Senator Harder criticized the fact that the Canada promised 51 million doses out of its own surplus of stock to COVAX and through bilateral donations, but that only about 10 million of those vaccines have been delivered.

Amina Gerba
PSG – Rigaud (QC)

Appointment to the Senate

• Appointed: July 29, 2021

Professional background

• Studies: Bachelor’s degree in Business Administration and a Master’s degree in Business Administration
• Business: President & Founder of Kariliss Laboratories (1995 – Present); Co-founder of Kariderm (1998 – Present)
• Consulting: She started her own consulting firm, Afrique Expansion Inc., in order to build bridges between Canada and Africa, and encourage business opportunities (2003 – 2021 Present)

Political and parliamentary roles

• Senator : Progressive Senate Group (2021 – Present)
• Member: Canada-Africa Parliamentary Association (2021 – Present); Canada-France Inter-Parliamentary Association

Committee membership

• Member: Standing Committee on Foreign Affairs and International Trade (2021 – Present); Standing Committee on Energy, the Environment and Natural Resources (2021 – Present); Standing Committee on Human Rights (2021 – Present); Standing Committee on National Finance (2021 – Present); Standing Committee on Social Affairs, Science and Technology (2021 – Present); Standing Committee on Transport and Communications (2021 – Present)

Points of interest to GAC

Canada’s Diplomatic & Trade Relations in Africa:

• During an AEFA meeting in June 2022, Senator Gerba congratulated Canada for its participation in the African Development Bank to support the emergence and affirmation of Africa. However, she deplored the reduction over the years of the Canadian diplomatic network on the continent and asked why a country like Canada has such a small diplomatic network in Africa, when it is one of the main donors on the continent.
• She is a strong advocate for a Free Trade Agreement between African countries and Canada.

Global Food Crisis:

• At an AEFA meeting in June 2022, Senator Gerba acknowledged the global food issues related to the conflict in Ukraine and asked what role Canada can play in limiting this crisis particularly in the most affected African countries.

Trade Remedy System: SME

• During an AEFA meeting in May 2022, Senator Gerba acknowledged the need to improve access to the trade remedy system for small and medium-sized enterprises and asked what actions have been taken by the government simplify access to the system for small and medium-sized businesses.

GAC Diversity & Recruitment:

• At an AEFA meeting in April 2022, Senator Gerba asked if there have been any significant changes as a result of GAC's announcement to increase the number of Black and Indigenous employees working in the executive branch.

Humanitarian Aid in Ukraine:

• At an AEFA meeting in March 2022, Senator Gerba applaud Canada’s efforts to help with the Ukrainian humanitarian crisis and asked how Canada can ensure that the humanitarian aid sent gets to the people concerned.

Bill S-217 (An Act respecting the repurposing of certain seized, frozen or sequestrated assets) :

• At an AEFA meeting in April 2022, Senator Gerba acknowledged the importance of this legislation, but expressed concern about the effects of such legislation on investment by foreign nationals in Canada.

Stephen Greene
CSG—The Citadel, Halifax (NS)

Appointment to the Senate

• Appointed: January 2, 2009

Professional background

• Politics: Candidate for the Reform Party in the 1993 and 1997 federal elections; served as Chief of Staff to Preston Manning of the Reform Party of Canada (1993 – 1996)
• Insurance: He worked in the insurance industry and became engaged in national and international insurance issues (1996 – 2009)
• Foreign Services: Worked at the Canadian embassy in Washington D.C. where he was asked to report on how the United States made its fisheries policies in the aftermath of the 200 mile limit; Worked in the Canadian Consulate in Boston where he managed the new boundary in the Gulf of Maine

Political and parliamentary roles

• Senate groups: Conservative Party of Canada (2009 – 2017); Independent Senators Group (2017 – 2019); Canadian Senators Group (2009 – Present)
• Deputy Liaison (2022 – Present)
• Non Parliamentary Committee: National Security and Intelligence Committee of Parliamentarians (2019 – Present)
• Deputy Government Whip in the Senate (2010 – 2015)
• Deputy Opposition Whip in the Senate (2016 – 2017)

Committee membership

• Member: Standing Committee on Foreign Affairs and International Trade (2019 – Present); Standing Committee on Rules, Procedures and the Rights of Parliament (2020 – Present); Standing Joint Committee for the Scrutiny of Regulations (2019 – Present)
• Former Chair: Standing Committee on Banking, Trade and Commerce (2015 – 2017); Special Senate Committee on Senate Modernization (2017 – 2019)
• Former Vice-Chair: Standing Committee on Transport and Communications (2011 – 2013)

Points of interest to GAC

Policy Development:

• At an AEFA meeting in June 2022, Senator Greene mentioned that the conflict in Ukraine will significantly change Canada's international policies and asked if GAC will be seeking the assistance of academics and experts to help adapt its policies.

UN Update:

• At an AEFA meeting in April 2022, Senator Greene mentioned the lack of relevance that the UN has in the conflict in Ukraine and he asked whether Canada should have as an objective to initiate discussions and work on the creation of the “United Nations, Part II”.

Ukraine:

• Since the beginning of the conflict in Ukraine, Senator Greene is in favor of more aid to Ukraine as well as the imposition of a no-fly zone.

Trade Agreements:

• At an AEFA meeting in May 2019, Senator Greene stated that he was in favor of all free trade agreement because it is benefit for Canada and its trading partners’ benefit but also to the global economy in general.

David Adams Richards
CSG – New Brunswick (NB)

Appointment to the Senate

• Appointed: August 30, 2017

Professional background

• Writer : He is novelist, essayist, screenwriter and poet, whose commitment to the Miramichi River valley, his province, and the country is reflected in his body of work. His writings, through which he gives voices to the marginalized and helps to deepen the reader’s understanding of the human experience, have been translated into 12 languages, and are part of the curriculum of Canadian and U.S. universities.
• Recognition: In 2007, he was awarded the regional Commonwealth Writers’ Prize He is also a member of the Order of New Brunswick and the Order of Canada.

Political and parliamentary roles

• Senate groups: Independent Senators Group (2017 – 2018); Non-affiliated (2018 – 2019); Canadian Senators Group (2019 – Present)
• Member: Canada-Europe Parliamentary Association (2019 – Present)

Committee membership

• Member: Standing Committee on Foreign Affairs and International Trade (2021 – Present); Standing Committee on National Finance (2019 – Present); Standing Committee on National Security and Defence (2017 – Present); Standing Senate Committee on National Security, Defence and Veterans Affairs (2021 – Present); Standing Committee on Transport and Communications (2020 – 2021)
• Former Vice-Chair: Standing Committee on Aboriginal Peoples (2013 – 2015)

Points of interest to GAC

Afghanistan:

• At an AEFA meeting in June 2022, Senator Richards has shown a strong interest in Canada's relationship with Afghanistan through its embassy, particularly with respect to immigration issues and Afghan employees working at the Canadian embassy.

Russia:

• During an AEFA meeting in June 2022, Senator Richards wanted to know if the diplomatic approach is still possible with Russia and if there are discussions behind the scenes with Russia to calm the situation.

Ukraine:

• Senator Richards is in favor of imposing a no-fly zone in Ukraine and more military aid from Western countries. According to him, he does not think that the international court counts to make Putin responsible for his actions.

Havana Syndrome:

• At an AEFA meeting in April 2022, Senator Richards asked several questions about the Havana syndrome in order to know its repercussions, its frequency and its origin.

GAC and DND Relations:

• At an AEFA meeting in April 2022, Senator Richards deplored the fact that Canada had the fourth largest army and the third largest navy in the world at the end of the second world war but not anymore and suggested that greater collaboration between GAC and DND would improve the situation from a defence and security perspective.

Leo Housakos
C – Wellington (QC)

Appointment to the Senate

• Appointed : January 8, 2009

Professional background

• Studies : Bachelor’s degree in Business Administration
• Business: He had a successful career in business while engaging in public service through various functions including serving two terms as Vice-President of the Hellenic Congress of Quebec and as a founding member of the Hellenic Board of Trade of Metropolitan Montreal
• Advisor: Worked as a staffer in the Ministry of Multiculturalism of the Honourable Gerry Weiner and then served as an advisor to the Mayor of Montreal between 2001 and 2002

Political and parliamentary roles

• Senator Groupe: Conservative Party of Canada (2009 – Present)
• Deputy Whip of the Opposition (2020 – Present)
• Speaker of the Senate (2015)
• Speaker Pro Tempore (2014 – 2015)

Committee membership

• Chair: Standing Committee on Transport and Communications (2021 – Present)
• Member: Standing Committee on Foreign Affairs and International Trade (2009 – 2021/2022 – Present); Standing Committee on Transport and Communications (2009 – 2016/2021 – Present); Standing Committee on Internal Economy, Budgets and Administration (2009 – Present); Standing Committee on Rules, Procedures and the Rights of Parliament (2009 – Present); Special Joint Committee on the Declaration of Emergency (2022 – Present); Committee of Selection (2021 – Present)
• Former Chair: Standing Committee on Foreign Affairs and International Trade (2020 – 2021); Standing Committee on Internal Economy, Budgets and Administration (2013 – 2016); Standing Committee on Rules, Procedures and the Rights of Parliament (2017 – 2019)
• Former Vice-Chair: Standing Committee on Transport and Communications (2011 – 2013)

Points of interest to GAC

Sanction Regime:

• On May 31, 2022, Senator Housakos introduced Bill S-247 An Act to amend the Justice for Victims of Corrupt Foreign Officials Act (Sergei Magnitsky Law).
• During a debate on Bill S-217, An Act respecting the repurposing of certain seized, frozen or sequestrated assets, in June 2022, Senator Housakos spoke in favor of the bill by mentioning that “it will further strengthen the Magnitsky Act and strengthen our ability as a country to properly deal with corruption and human rights abuses around the world”.
• He also mentioned that parliamentarians need to be unafraid to start applying these kinds of measures and this kind of thinking when dealing with the world’s thugs and bullies. For this reason, in recent years he has pressured the government to apply sanctions to countries such as the Philippines, Russia, Cuba, China and Belarus.

Foreign Interference:

• At a AEFA meeting in October 2022, he acknowledged the issues related to the increase of foreign interference in Canada and asked the witnesses what kind of legislation would identify and protect Canada in this regard.

Afghanistan:

• At a AEFA meeting in October 2022, Senator Housakos stated that “all Canadians feel a degree of shame of how we let down our friends and supporters in Afghanistan” and he asked if the failure was because of a lack of intelligence or because of an error from GAC or IRCC.

Roxham Road:

• In October 2022, he asked several questions about Roxham Road, criticizing the fact that since 2017 Prime Minister Trudeau has encouraged illegal immigration to come to Roxham Road.

Michael L. Macdonald
CPC—Cape Breton (NS)

Appointment to the Senate

• Appointed: January 1, 2009

Professional background

• Studies: Bachelor’s degree in Political Science and History
• Executive Assistant : Served as Executive Assistant of the Hon. Gerald Sheehy (1980- 82), to Premier John Buchanan (1982-84). Thereafter, to the Hon. Tom McMillan (1984- 85), and to the Hon. Stewart McInnes (1985-87)
• Provincial Politics: He ran twice provincially for the Nova Scotia Progressive Conservative Party in 1993 and 1998
• Business: President and owner of the Fortress Inn Louisbourg (1988 – Present)

Political and parliamentary roles

• Senate Group Member: Conservative Party of Canada (2013 – Present)
• Co-chair : Canada-US Inter-Parliamentary Group (2019 – Present)
• Treasurer: Canada-Korea Inter-Parliamentary Friendship Group (2020 – Present)

Committee membership

• Chair: Committee of Selection (2021 – Present)
• Member: Standing Committee on Foreign Affairs and International Trade (2009 – Present); Committee of Selection (2021 – Present)
• Former Chair: Standing Committee on Transport and Communications (2020 – 2021)
• Former Vice-Chair: Standing Committee on Energy, the Environment and Natural Resources (2017 – 2019); Standing Committee on Transport and Communications (2015 – 2017)

Points of interest to GAC

Foreign Services Culture:

• At an AEFA meeting in June 2022, Senator MacDonald was very critical of the participation in an event at the Russian Embassy by members of GAC and stated that “ it is not an ordinary mistake” and that “it indicates some very disturbing things about the culture of a department”.
• He was also interested in the impact of selecting non-career diplomats to be ambassador.

UN Operation:

• Since the beginning of the conflict in Ukraine, Senator MacDonald has on several occasions addressed the impact of the conflict on the functioning of the UN.

China:

• Senator MacDonald is particularly concerned about China's intentions. At an AEFA meeting in April 2022, he noted that China is currently learning from the conflict in Ukraine about tactical and operational matters and about what is happening in the information and technological environment.

Agriculture Producers:

• At an AEFA meeting in March 2020, Senator MacDonald expressed his concern about the impact of the Carbon Tax, which he said would make it difficult for Canadian agriculture to compete with American producers in a free trade environment.

CUSMA:

• At the time of the CUSMA negotiations, Senator MacDonald followed closely the talks with the Americans and asked a lot of questions to make sure that the agreement would be a win-win for Canada, especially regarding the automotive industry.

Supply Management:

• At an AEFA meeting in March 2020, Senator MacDonald stated that he “is not a big fan of supply management in principle”.

International Trade Materials

Overview of The Trade Commissioner Service

• For more than 125 years, the Trade Commissioner Service (TCS) has helped Canadian businesses and entrepreneurs find, pursue and secure business opportunities abroad.
• The TCS is the brand name under which employees of Global Affairs Canada (GAC) provide services to Canadian businesses (under its trade and investment mandate).
• The TCS has almost 1,000 employees in more than 150 locations outside Canada.

Supplementary Messages

• The TCS promotes inclusive trade and Canadian exporter diversity.
• The TCS helps exporters solve problems and strengthen supply chains.
• The TCS promotes responsible business conduct abroad.

Supporting Facts and Figures

• Some 1,500 staff work for the TCS, of which nearly 1,000 work at more than 150 locations around the world. Of these 1,000, about two-thirds are locally engaged foreign nationals. Another 400 staff work in the National Capital Region, and 140 others are located in six regional offices elsewhere in Canada.
• The locally engaged staff of the TCS bring to our work vital networks of contacts as well as a deep understanding of local business cultures, economic trends and other developments.

Background

The origins of the Canadian Trade Commissioner Service (TCS) can be traced back to the arrival of John Larke, first full-time Canadian Trade Commissioner, in Sydney, Australia in 1895.

The first program to help Canadian exporters defray their international marketing costs was created in 1932. In 1969, the TCS became part of the new Department of Industry, Trade and Commerce. Also in 1969, Patricia Marsden-Dole became the first woman Trade Commissioner.

In 1982, international programs and operations from across government, including the TCS, were merged with the Department of External Affairs (now Global Affairs Canada).

The TCS contributes to Canada’s economic prosperity by helping Canadian businesses increase exports and diversify markets, facilitating foreign direct investment into Canada, helping establish research and innovation partnerships and supporting the recruitment of international students.

The TCS supports Canadian companies grow internationally by providing business intelligence, facilitating introductions to international customers and partners, referring business and co-innovation opportunities, helping resolve problems, organizing events and programs (like our Canadian Technology Accelerators), and providing market development funding to SMEs through TCS programs (such as CanExport).

Positive Impact of the TCS and Value Added

• In 2021-22, the Trade Commissioner Service (TCS) provided nearly 51,000 services to over 10,000 Canadian companies and other organizations.
• In 2021-22, the TCS helped its clients win over 1,300 new export contracts, with an estimated value of over $2.0 billion, and facilitated over 110 foreign direct investments worth over $2.2 billion, which created an estimated 5,600 new jobs.
• Export diversification, inclusive trade and promotion of responsible business conduct are among the TCS’s priorities.

Supplementary Messages

• TCS staff in Canada and abroad support our interests by working with colleagues in the political, defence, immigration and development fields.
• 93% of TCS clients are SMEs, the category of business most in need of support for export activities.

Supporting Facts and Figures

• Trade Commissioners work closely with other Government of Canada agencies that have international business mandates, such as Export Development Canada, the Canadian Commercial Corporation, Agriculture and Agri-Food Canada, Invest in Canada and the National Research Council.
• Trade Commissioners help Canadians understand and take advantage of expanded market access achieved through free trade agreements.
• Based on over 3,000 survey responses received through the year, client satisfaction with TCS services remains high at 91% for 2021-22 – the fifth consecutive year above 90%.
• In the last five fiscal years (2017 to 2022), the TCS has helped facilitate over $25 billion in international sales by Canadian companies.

Background

Key TCS services and support for our clients include: organizing events and hosting delegations; helping to resolve and avoid complex business problems; identifying and referring international business opportunities; connecting clients with foreign customers and partners; and helping clients to assess their market potential and develop market-entry strategies.

The TCS has made critical contributions to Canada’s COVID-19 response since early 2020. These include supporting the repatriation of over 62,500 overseas Canadians as well as facilitating Canada’s procurement of personal protective equipment (PPE), vaccines and other key inputs from global markets. The TCS also developed a Canadian COVID-19 Capabilities Guide featuring over two hundred Canadian exporters.

Canada’s prosperity as a trading nation depends on access to the broadest range of high-growth international markets, integration into regional and global supply chains, and deep economic and trade linkages with trusted partners. Global Affairs Canada’s trade and investment programming through the TCS will continue to support Canadian efforts on issues such as responsible business conduct, the expansion of Canada’s free trade agreements, the consequences of climate change, China-U.S. tensions, and the Russian invasion of Ukraine.

The TCS maintains an active social media and digital communications presence with over 115,000 monthly website visits, 46,000 LinkedIn followers and 50,000 email newsletter subscribers.

Responsible Business Conduct

• Canadian companies active abroad are expected to abide by all relevant laws, to respect human rights, and to adopt best practices and internationally respected guidelines on Responsible Business Conduct (RBC).
• A strengthened RBC Strategy was released in April 2022. It applies to all Canadian companies active abroad – no matter their size, sector or scope. Implementation and awareness building initiatives are underway.
• Trade Commissioners promote Canada's RBC expectations to Canadian companies, and work to position Canada as a responsible partner.

Background

Canada is committed to responsible business conduct (RBC). We expect Canadian companies active abroad to operate at the highest of standards: respecting human rights, operating lawfully, and conducting activities in a manner consistent with international standards and Canadian values.

Since the release of Canada’s strengthened RBC Strategy in April 2022, Global Affairs Canada has prioritized building awareness and conducting outreach to promote the Strategy. Outreach and awareness building initiatives have included training sessions for Trade Commissioners at regional offices in Canada and across the global network of missions abroad so that all Trade Commissioners can inform clients of the Strategy and the Government of Canada’s RBC expectations. Information sessions have also taken place with Canadian industry associations and their members, civil society organizations, and academia. Additionally, the Trade Commissioner Service has promoted the Strategy to international audiences in Africa, Asia, and Latin America, as well as at multilateral forums including the UN and the OECD. Underscoring Canada’s commitment to strengthening the global RBC eco-system, Canada will serve as Vice-Chair at the OECD Ministerial on RBC, taking place in February 2023, and has been actively engaged in the update of the OECD Guidelines for Multinational Enterprises.

Awareness building to promote Canada’s balanced approach to RBC focuses on:

• Prevention - clear guidance on measures Canadian companies can take to mitigate risks, as well as to raise awareness about tools and guidelines available, including the OECD Guidelines for Multinational Enterprises and the UN Guiding Principles on Business and Human Rights.
• Legislation - Canada has adopted legislation addressing issues related to RBC, such as corruption, transparency and forced labour (through the July 2020 amendments to the Customs Tariff Act, which made it illegal to import products manufactured wholly, or in part, through forced labour).
• Access to dispute resolution - Canada provides two non-judicial dispute-resolution mechanisms: the National Contact Point (NCP) for the OECD Guidelines for Multinational Enterprises and the Canadian Ombudsperson for Responsible Enterprise (CORE).

Implementation of the Strategy’s action plan is ongoing, with the development underway of new tools such as the Digital RBC Attestation and the RBC Due Diligence Reporting Standard.

HR Regarding Trade Officers

• The Trade Commissioner Service comprises 1,584 positions, of which 25% are rotational Foreign Service (FS), 30% are non-rotational and 45% are Locally Engaged Staff.
• There are 390 trade policy and negotiations positions at HQ, of which 9% are rotational and 91% are non-rotational. There are a further 34 trade policy positions abroad, all of which are rotational.
• Global Affairs Canada is hiring new FS officers, including for the Trade Stream. Staffing of non-rotational trade policy positions occurs on a regular basis.
• Trade employees participate in learning initiatives throughout their careers to help ensure ongoing professional development and retention of business acumen.

Supplementary Messages

• Nearly 50 candidates have been recruited into the Foreign Service Trade stream since 2019.
• The Department has made significant investments in providing specialized training for its specialized trade workforce.
• The Department fosters an integrated approach to a learning culture, including roadmaps to guide the development of knowledge and skills.

Supporting Facts and Figures

• Global Affairs Canada is currently undertaking an ambitious hiring campaign to bring candidates into the rotational Foreign Service.
• New FS-01 officers from the Post Secondary Recruitment campaign are offered full-time Official Language Training, if needed, and participate in a comprehensive onboarding program.
• Trade stream FS officers support the mandate of the Department and the Canadian business community through a variety of assignments, including foreign postings where they might spend approximately half of their career.
• There is currently an annual attrition rate of approximately 3.1% for FS officers. In the public service generally, attrition is approximately 8%.
• Trade officers advance through their careers to the highest levels of the department. There are currently about 170 rotational executive positions in Global Affairs Canada occupied by employees with a trade background, including almost 50 Heads and Deputy Heads of Mission.

Background

The Trade Commissioner Service relies upon a highly skilled and dedicated workforce to deliver on its goal of client service excellence. This workforce comprises staff in Global Affairs Canada’s International Business Development, Investment and Innovation branch and geographic branches at headquarters, in our Regional Offices across Canada, and in our missions around the world.

Diverse experience and knowledge development are a critical part of achieving career progression goals. Learning opportunities include a robust Core Training Program as well as specialised themes such as Free Trade Agreements; science, technology and innovation; international education; responsible business conduct and more.

The trade policy function in the Department is also delivered by a highly specialized and dedicated workforce who negotiate and implement international trade obligations. This includes negotiating trade agreements, foreign investment promotion and protection agreements, and air transport agreements, as well as managing trade issues that may arise with trading partners. Trade officers also manage import and export related permits and issues.

Foreign language proficiency is required for many assignments abroad. Full-time training is provided to employees, as well as language maintenance courses later in their careers.

The Canadian Foreign Service Institute provides learning programs and services in the areas of international affairs, intercultural effectiveness, international assistance, international negotiations, global leadership, international and domestic operations, and foreign languages. The focus of the training is on developing staff competency to promote individual and organizational excellence.

CanExport Funding Program

• CanExport, an important GAC program that funds international business development activities by SMEs and others, has provided over $258M since its launch in 2016.
• Under the Indo-Pacific Strategy, the government is infusing CanExport with over $37M to increase Canadian exporting and investment attraction efforts in the region.
• Budget 2022 included $35M for CanExport to support the protection of Canadian intellectual property in foreign markets.

Supplementary Messages

• CanExport offers specialized support, including via its “Concierge Service”, to those traditionally underrepresented in trade such as Indigenous peoples and women-owned businesses.
• CanExport is undertaking a GBA+ review of the program, with a view to helping further ensure equitable and inclusive outcomes of the program.

Update

CanExport SMEs and Innovation are paused as they are projected to be at capacity; they are expected to reopen early in the new year for new fiscal year applications. Associations is open until January 10, 2023 for new fiscal year applications. Community Investments is closed for new applications. The Indo-Pacific Strategy expands CanExport with additional funding for Canadian SMEs, innovators, associations and communities to facilitate new market projects in the region.

Supporting Facts & Figures

Since inception in January 2016, CanExport has approved over $258M in funding for over 7,300 projects taking place in 154 foreign markets, broken down as follows:

• CanExport SMEs: $183M in approved funding for over 5,800 projects in 154 markets. Helped companies generate more than $672M in new export revenue.
• CanExport Associations: $36.7M in approved funding in support of more than 115 national industry associations in 77 markets, benefitting the export activities of 195,742 companies.
• CanExport Innovation: $7.2M in approved funding for more than 610 projects. Helped formalize over 170 R&D agreements with a total reported value of $90M.
• CanExport Community Investments: $31M in approved funding in support of more than 172 Canadian communities through over 1,100 Foreign Direct Investment (FDI) initiatives.

Background

The Trade Commissioner Service’s CanExport program is composed of:

• SMEs (cost share 50:50, up to $50,000 in funding) – helps Canadian SMEs pursue new export opportunities for their products or services in foreign markets where they have little or no sales;
• Associations (cost share 50:50, up to $250,000 in funding) – supports national trade associations undertaking international business development activities for the benefit of an entire industry;
• Innovation (cost share 75:25, up to $75,000 in funding) – assists Canadian organizations to establish and formalize R&D partnerships with pre-identified foreign partners to co-develop, validate or adapt a technology; and,
• Community Investments (cost share 50:50, up to $500,000 in funding) – assists Canadian communities to improve their capacity to attract, retain and expand FDI.

Impact of Trade and Overview of Trade Policy Positions

• Canada’s economy relies on trade: trade is valued at 61% of our GDP, and our exports support over 1 in 6 jobs.
• Canada’s 15 Free Trade Agreements provide Canadian companies preferential access to 1.5 billion consumers in 51 countries.
• Canada’s trade relations with other countries are advanced by highly knowledgeable trade policy experts, mainly based in Ottawa.

Supplementary Messages

• Trade policy officers negotiate agreements, resolve irritants and manage disputes to advance Canadian economic, trade and investment interests abroad.
• Trade and investment agreements provide Canadian companies with preferential access to international markets, tools that Canada’s Trade Commissioners can use to help Canadian companies win new export contracts.
• Our 34 Trade Policy Officers abroad work on securing and expanding access into key markets, managing and resolving trade irritants with key partners, and representing Canada at international organizations, including the World Trade Organization.

Supporting Facts and Figures

• The Trade Policy and Negotiations Branch (TFM) has 390 positions at HQ, of which 9% are rotational and 91% are non-rotational.
• There are 34 trade policy positions abroad in nine key missions (Washington D.C., Mexico, Beijing, Shanghai, Tokyo, Paris (OECD), Geneva (WTO), Brussels (EU) and Jakarta (ASEAN)). All of the trade policy positions abroad are rotational.
• Canada has 15 free trade agreements (FTAs) covering 51 countries, and 38 foreign investment promotion and protection agreements (FIPAs). Canada is the only G7 country to have FTAs with all other G7 countries.

Background

The Trade Policy and Negotiations branch is responsible for the negotiation and implementation of Canada’s international trade and investment agreements, including multilateral agreements, bilateral/regional FTAs, foreign investment promotion and protection agreements (FIPA), and air transport agreements. The Branch is also responsible for the administration of the Export and Import Permits Act and related policy issues (including military-strategic export controls).

Whether rotational or non-rotational, employees within the branch are offered support and mentorship early in their careers to grow into seasoned trade policy experts and capable negotiators who carry their expertise with them throughout their careers. The skillset they develop allows them to grow and occupy leadership positions as Chief Negotiators or in other senior official capacities within Global Affairs Canada or other government departments.

At embassies abroad, trade policy staff provide advice and analysis on the host government’s policies, regulations and reform agenda that affect Canadian trade and investment interests across sectors. They connect with Canadian companies abroad, monitor and report on developments with respect to the host countries’ trade and investment policies. They are primary points of engagement with key trade and economic ministries in host countries.

At international organizations, trade policy staff promote Canada's interests with respect to multilateral trade and economic issues, and work to advance Canadian positions in multilateral organizations (e.g., WTO, OECD, ASEAN).

Placemat: Global distribution of Trade Policy Positions Abroad

Updates on the International Education Strategy

Key Messages

• Since 2019, GAC has launched 17 digital advertising campaigns in over 25 markets to promote study in Canada.
• The department has served over 700 educational institutions and clients, expanded Canada’s presence at international education conferences, and launched a new scholarship program.
• GAC is working with IRCC to promote greater diversity in our international student population, with a focus on francophone African students.

Supplementary Messages

• Canada’s international student numbers have surpassed pre-pandemic levels.
• The Study in Canada Scholarship was launched in 2020 and 178 scholarships have been awarded to students from Asia, Europe, Middle East and Africa.

Update

• GAC recently launched six new EduCanada digital advertising campaigns which will run in 25 key markets across all major continents and in six languages until the end of March 2023.
• In the coming months, GAC will launch foreign-language country-specific pages on the EduCanada website for all IES priority countries.

Supporting Facts and Figures

• In 2020, international education contributed $22.7 billion to Canada’s GDP and supported over 192,000 jobs.
• Canada hosted 846,475 international students in 2021 on study permits of six months or longer. Canada’s international student population was 3 percent higher in 2021 compared to 2019.
• 54 percent of Canada’s international students come from India and China. In 2021, the remaining top ten source countries were France, South Korea, Vietnam, Iran, the Philippines, the USA, Nigeria, and Brazil.

Background

• Last year’s digital advertising campaign drove 1.25 million visitors to the EduCanada website and generated 877 million ad impressions in 21 markets around the globe.
• GAC ran a targeted ‘Francophone Minority Communities’ digital ad campaign in 2021-2022 targeting students from France, Ivory Coast, Morocco and Senegal.
• GAC has launched EduCanada accounts on LinkedIn, Instagram, as well as Facebook.
• Funding for the International Education Strategy expires in 2024. Partner departments are now discussing its renewal.
• The EduCanada brand is a collaborative arrangement, jointly managed by GAC and its provincial and territorial partners to promote Canada as a study destination for K-12, language schools, colleges and universities.

Trade and Development - Increasing Coherence

• Canada’s trade and international development objectives are converging, as FTA negotiations are increasingly undertaken with developing countries.
• Developing economy partners are asking for assistance to help them negotiate, implement and benefit from FTAs with Canada.
• There is a clear link between trade and development and our goal is to support the economic development of our partners while promoting Canada’s own economic prosperity.

Supplementary Messages

• The Sustainable Development Goals recognize the role of trade as an engine for expanding economic opportunity and increasing productivity that contributes to poverty reduction and inclusive economic growth.
• Trade creates good jobs in the formal economy, provides opportunities to advance women’s economic empowerment and gender diversity, and increases economic resilience.
• Trade is linked to higher female participation in the formal labor market; exporters in developing countries employ more women than non-exporters, and women comprise up to 90 percent of the workforce in export-processing zones.

Responsive: How does the integration of trade and development deliver better results?

• Trade and development are mutually reinforcing.
• Trade reduces poverty by creating jobs, bolstering economic resilience, encouraging the acquisition of skills, and creating incentives for better governance.
• Development supports good governance and the rule of law, thereby fostering the enabling environments that help to ensures that the benefits of trade are shared more widely.

Responsive: Trade and development coherence in the context of an amalgamated department

• Coherence between trade and development across the Department can help Canada meet its international trade, development and foreign policy objectives more strategically, through better alignment of resources and by leveraging intersecting policies and operations.

Supporting Facts and Figures

• Canada’s Aid for Trade contributions have in recent years averaged above $600 million and surpassed $1 billion in 2020/21.
• Our contributions have included projects supporting COVID-19 recovery, energy and climate change, agriculture, resource sector management, financial services, and industry.

Background

Trade is an engine of growth that creates better jobs, reduces poverty, and increases economic opportunity. Recent research shows that trade liberalization increases economic growth by an average of 1.0 to 1.5 percentage points, resulting in 10 to 20 percent higher income after a decade. Since 1990, trade has increased incomes by 24 percent globally and by 50 percent for the poorest 40 percent of the population. Economic growth underpinned by better trade practices has lifted more than 1 billion people out of poverty since 1990.

Yet not everyone is experiencing the benefits of trade and globalization. Most global poverty reduction has been concentrated in Asian countries, principally in China, while other regions continue to experience high inequality and poverty.

In many developing countries, access to global markets is often hindered by anti-competitive business practices, regulation that is unfavorable to business growth and investment, and inadequate ports, roads and other infrastructure. Many of the world’s poorest people live in places that are landlocked, remote or otherwise ill-served by international trade links.

Development assistance, including trade-related capacity building is essential to help countries improve their ability to trade and grow their economies in ways that benefit everyone. Trade-related technical assistance is highly sought after and Canada will need to be better prepared to deliver this assistance, particularly in the context of future FTA negotiations. Previous FTA negotiations with the Caribbean Community (CARICOM) broke down, in part because Canada was unable to provide the technical assistance that had been requested by the Caribbean.

Canada’s current “aid-for-trade” programming portfolio is managed under the Minister of International Development and does not currently consider Canada’s broader international trade objectives. A more integrated approach to trade and development would ensure that resources are available to support Canadian leadership and strategic negotiations in pursuit of both trade and development objectives and to smooth the transition for aid-recipient countries to become effective trading partners.

Additional Materials

Canada’s Indo-Pacific Strategy

• Canada’s Indo-Pacific Strategy puts forward an ambitious, comprehensive, whole-of-government policy framework for Canadian engagement across the Indo-Pacific region, supported by new investments totaling nearly $2.3 billion.
• It reflects a recognition that the future of the Indo-Pacific will have critical implications for every issue that matters to Canadians, including our security, prosperity, public health, human rights, democratic values, of course our environment.

Supplementary Messages

• A Special Envoy will be appointed for the Indo-Pacific region to promote and guide Canada’s strategic approach.
• One of the strategy’s five main objectives is to expand trade, investment and reinforce supply chain resilience with and within the region.
• New initiatives under this objective will be key to strengthening our economic partnerships, and to securing Canadian prosperity over the long term.
• These will include the launch of enhanced regional trade missions; the appointment of a new Canadian Indo-Pacific Trade Representative; the establishment of a Canadian Trade Gateway in Southeast Asia; and other supports to Canadian businesses through an expanded CanExport program and additional trade commissioners in the field and in Canada.
• It will also comprise sector-specific initiatives, supporting success in agriculture, infrastructure, natural resources, Cleantech, and innovation.

Supporting Facts and Figures

• The Indo-Pacific is Canada’s second-largest regional export market and trading partner after the U.S.
• The region will represent 50% of the world’s GDP by 2040, and it will be home to two-thirds of the global middle class by 2030.
• As of 2021, the Indo-Pacific includes six of Canada’s top 13 trading partners: China, Japan, Korea, Vietnam, Taiwan and India.
• In 2021, the Indo-Pacific was the destination of 11.1% of Canadian exports.
• Canada’s merchandise trade with the Indo-Pacific has risen by 57% over the past decade (2012-2021), reaching $226 B in two-merchandise trade in 2021.
• In 2021, China accounted for around 50% of Canada’s two-way merchandise trade with the Indo-Pacific.
• Since 2010, two-way service trade with the region has grown by 80%, and FDI has more than doubled in both directions.
• 39% of Canadian trade commissioners globally are stationed in the Indo-Pacific region, with more than half of these currently based in Greater China.

Background

The Indo-Pacific region is at the epicenter of a generational global shift, requiring a response that is comprehensive and enduring, and firmly rooted in Canada’s national interests, strengths, and global priorities. Canada’s Indo-Pacific Strategy, launched on November 27, presents a comprehensive and integrated set of strategic priorities for the coming decade, spanning defence and security, trade and economic cooperation, people-to-people ties, international assistance, as well as environment and climate change. Underpinning this Strategy is the recognition that Canada must expand its presence and strengthen its partnerships in the region in order to effectively protect and promote Canadian interests. The framework of the strategy results from a consultative policy development process led by Global Affairs Canada, including the recommendations of a national Indo-Pacific Advisory Committee (IPAC) launched in June 2022. It includes dedicated new investments and paid-in capital totalling $2.3 billion and comprises of 24 initiatives across 17 government departments and agencies, as well as FinDev Canada and the Asia Pacific Foundation of Canada. Collectively, these initiatives will support a diversification and an expansion Canada’s regional partnerships, strengthen Canada’s credibility as a reliable and engaged regional stakeholder, and thereby position Canada to reinforce rules-based order and support a free, open, inclusive and sustainable Indo-Pacific.

Global Trends & Drivers of Diplomacy

• Our diplomacy today is affected by changes both to global geopolitics, and to our operational environment.
• These include the war in Ukraine, the rise of the Indo-Pacific region, challenges to global governance, the transformation of work, new tools and technologies, and changing demographics.
• To respond to these changes, we must increase and adapt our diplomatic capacity. Diplomats today need to be experts, innovators, entrepreneurs, and facilitators; they must be technology- and data-savvy, scientifically literate, agile and adaptable.

Supplementary Messages

• Fundamentally, diplomacy is still about persuasion and the ability to influence the decisions and conduct of foreign governments and actors in a variety of contexts to advance national interests.
• The changing strategic and operational environments require thought about how we train our diplomats in terms of skills and competencies; and how we manage and integrate complex data, information and knowledge using new tools and technologies to improve results and outcomes.
• We also need to think about how and where we deploy our diplomats to promote our interests and provide efficient services to Canadians.
• At the same time, Canada`s diplomats must also embody the values of our society, which is evolving rapidly thanks to changes in demographics, migration flows and cultural diversity.

Supporting Facts and Figures

• Changing global power dynamics: Global supply chains account for over 76% of global trade and China plays a central role, responsible for nearly 29% of global manufacturing output (USG International Trade Administration, 2021).
• By 2030, the world economic center of gravity could be located around the confluence of China and India. In comparison, it was located in the Atlantic Ocean until 2007 (Allianz Trade 2021).
• Canada’s place in the world: As of 2021 exports to the U.S. still accounted for 75% of Canada’s total exports (Statistics Canada, 2021), 48% of Canadian foreign direct investment (FDI) was in the U.S., and the U.S. represented 46% of FDI in Canada (Statistics Canada, 2022).
• Technology: The number of connected devices globally reached 10 billion in 2018, is set to grow exponentially with projections of extending from 30 billion in 2020 to 200 billion in 2030 and possibly reaching to the trillions by 2040. (US National Intelligence Council, 2021).
• Global governance: Less than half (45.7%) of the world’s population now live in a democracy of some sort. 2021 marks the 16^th consecutive year of decline in global freedom. (Freedom House, 2022).
• Inequality: The poorest half of the global population owns just 2% of the global total, while the richest 10% own 76% of all wealth (World Inequality Report 2022).

Background

Key trends at the strategic and operational levels are prompting questions about how fit for purpose Canadian diplomacy is today.

On the strategic side, Russia’s invasion of Ukraine has heightened security concerns and increased the tension of already fraught geopolitical dynamics. These dynamics have placed pressure on all countries, including Canada, to align with the major powers on key issues – a delicate diplomatic process.

At the operational level, the transformation of work has posed questions about the relative importance of physical proximity for the conduct of diplomacy and how other methods may be more effective at influencing key interlocutors in some circumstances.

Rapid changes in technology are also requiring diplomats to access and process big data analytics, as well as to effectively use new and more immediate forms of communication.

Considerations for diversity and inclusion are driving expectations about a Foreign Service that better accounts for the linguistic, gender, ethnic and racial diversity of Canada.

Different channels of diplomacy and an increase in the number of non-state diplomatic actors and their influence are forcing a reappraisal of the most effective ways through which Canada can promote its interests abroad.

Feminist Foreign Policy

• We have a feminist foreign policy because all people, regardless of their background or identities, should benefit from equal participation in economic, political and social life.
• Promoting rights-based, open, and inclusive societies leads to a safer, more sustainable and prosperous world, which supports Canada’s own stability, security and prosperity.
• This requires persistent effort across all pillars of our international agenda. Crisis in Ukraine is demonstrating again that a feminist approach is essential for peace and security, and for better long-term results.

Supplementary Messages

• Our feminist foreign policy is the expression of ongoing, coordinated, and whole-of-government efforts to advance human rights, diversity and inclusion, and gender equality across all of our international actions, including diplomacy, trade, security, development, and consular services.
• In implementing our Feminist International Assistance Policy, we have prioritized support for feminist movements and women’s rights organisations through our Women's Voice and Leadership Program and the Equality Fund, and contributed to improving women’s economic empowerment, and health and wellbeing, including sexual and reproductive rights.
• We are developing our third National Action Plan on Women, Peace and Security and taking a whole-of-government approach to ensuring meaningful participation of diverse women in peace, security and humanitarian efforts.
• As part of our Trade Diversification Strategy, we are pursuing an inclusive approach to trade that aims to share benefits more widely and equitably, and helping women-led, Indigenous, visible minority, youth and LGBTQ2I-owned businesses expand into global markets.

Update

Discussions continue to take place with other countries that have avowed feminist foreign policies, including France, Mexico, Spain, Luxembourg, Germany, Chile, the Netherlands and Colombia. Coalitions of domestic and international partners, including civil society, are also expanding. Minister Joly participated in the Feminist Foreign Policy+ advocacy group meeting during the United Nations General Assembly High-Level Week, co-hosted by Germany, Sweden, Chile and Liberia (September 22, 2022). On October 18, 2022, the newly elected government of Sweden – the first country to launch a feminist foreign policy in 2014 – announced that it would move away from the “feminist foreign policy” label, while remaining committed to gender equality.

Minister Ng has championed efforts, along with her counterparts from Chile and New Zealand, to expand the membership of the Inclusive Trade Action Group (ITAG) and the Global Trade and Gender Arrangement (GTAGA) as demonstrated through her participation in ceremonies to welcome Mexico to ITAG and GTAGA on the margins of the OECD meetings in October 2021, as well as to welcome Peru and Colombia to GTAGA on the margins of WTO MC12 in June 2022.

Supporting Facts and Figures

• Canada’s feminist foreign policy is being implemented through a suite of complementary international policies, programs, and initiatives. This includes Canada’s:
  • Feminist International Assistance Policy (FIAP);
  • Trade Diversification Strategy, with its Inclusive Approach to Trade;
  • National Action Plan on Women, Peace, and Security (WPS) and the Elsie Initiative for Women in Peace Operations.
  • Global Affairs Canada has made significant strides in advancing gender equality, diversity and inclusion within its workforce. The department has achieved near-gender parity in its Heads of Mission abroad. The Anti-Racism Secretariat supports the department in establishing a culture that embraces equity, inclusion, and respect for diversity; an Anti-Racism Strategy was launched in November 2021.

Background

Since 2016, consistent with the government’s broader feminist agenda, Global Affairs Canada has worked with partner departments to develop Canada’s feminist foreign policy approach. This has included a range of specific policies, programs and initiatives across the diplomacy, trade, peace and security and development spectrum that advance feminist objectives. The Feminist International Assistance Policy, Trade Diversification Strategy, and Canada’s National Action Plan on Women Peace and Security, are constituent elements of a wider Canadian feminist foreign policy approach. These efforts have sought to focus on addressing fundamental structural barriers that prevent gender equality, and account for the needs of those most affected by multiple forms of discrimination.

Work with civil society and other partners is ongoing to continue to develop Canada’s feminist foreign policy approach. In fall 2020 and winter 2021, Global Affairs Canada undertook dialogues with domestic and international civil society, academics and Indigenous partners to inform the development of a policy paper. A series of virtual roundtables and public webinars were held in Canada and through missions abroad. Global Affairs Canada employees also shared their views. The paper is pending finalization and launch.

Canadian trade negotiators are working to remove barriers to trade for underrepresented groups by seeking dedicated inclusive trade provisions and chapters, which is supported by gender based analysis plus (GBA Plus), in ongoing FTA negotiations. They are also advancing an inclusive approach to trade through various multilateral fora such as APEC, G7/G20, OECD, and WTO. All of this work is supported by dedicated engagement with stakeholders through the Gender Trade Advisory Group and rights holders through the Indigenous Working Group on Trade Policy.

Standard of Care for Locally Engaged Staff in Crisis Situations

• Canada has an obligation to protect the health and safety of both diplomatic Canada-Based Staff (CBS) and Locally-Engaged Staff (LES).
• The duty of care owing to LES is generally limited to the employee and to risks associated with the workplace directly under the control of the employer, while for CBS posted abroad, the continuum of responsibility is expanded to their dependants and to the general environment.
• Global Affairs has protocols in place to ensure the safety of all mission employees and takes extensive measures to support LES during crisis.

Supplementary Messages

• Missions factor LES safety in operational decision-making and adopt alternate work arrangements to limit exposure or movement while ensuring the continuity of operations.
• To alleviate hardships employees may face, Global Affairs adopts special emergency compensation measures and safeguards LES income during reduction or temporary suspension of operations.

Supporting Facts and Figures

• Canada employs more than 5383 LES across more than 110 jurisdictions.
• On average, they represent about 80% of a mission’s workforce.
• LES are subject to the labour, criminal and civil jurisdiction of host governments and may have to comply with national service requirements and border exit controls.
• Unlike CBS, LES do not have any diplomatic privileges and immunities.
• The nature of crisis varies greatly in risk, complexity or duration; i.e. war, civil unrest or natural disaster.
• No evacuation policy exists among like-minded foreign affairs ministries and Kabul poses a unique situation for evacuation.
• Evacuation to Canada is possible under the authority of the Minister of Immigration, Refugees and Citizenship Canada.

Background

• In August 2021, due to real threat to the life and safety of LES as a result of their employment with the Government of Canada, the Special Immigration Measures (SIM) program was established by IRCC to evacuate Afghan LES.
• In other crisis such as Addis, Kyiv and Port-au-Prince, LES have been provided with compensation alleviation measures as well as safe work arrangements to ensure their wellbeing and safety. These posts remain open with CBS presence.

Locally Engaged Staff

• The Locally Engaged Staff (LES) are hired to work outside Canada in support of the delivery of the programs and services of the Government of Canada, provinces and partners abroad.
• The 5383 strong workforce performs a wide variety of tasks and are employed by Global Affairs Canada according to local law, local market practice and operational requirements. Their knowledge of local languages, context and business networks contribute to the delivery of GoC’s programs and services abroad.

Supplementary Messages

• The LES are not governed by the same human resources legislative and policy framework as Canadian public servants. As such, the review started in late 2019 was necessary to update the various HR policy instruments that govern the management of this workforce following the transfer of this responsibility to GAC.
• Working through the COVID-19 pandemic, all of the priorities identified in 2019 has either been implemented (LES Classification Conversion, LES Employment and Staffing, LES Consultation, Global Review) or initiated (Benefits Modernization).
• GAC continues to support the GoC in its role as the employer of the LES by steadily refining the program’s framework and evolving requirements, as funding permits.

Supporting Facts and Figures

• The 5383 LES represent nearly three-quarters of our employees in Canada’s mission network.
• In accordance with the TBS Locally Engaged Staff Policy (1996), LES are employed by GAC as the delegated authority; however, only 75% of the workforce works on GAC programs. Of the remaining 25% that are funded by other partners, IRCC has the largest share (77%), followed by DND (3.9%) and CBSA (3%).
• In terms of individual program positions, common services has the largest share (32%), followed by IRCC (20.7), trade (12.4%), FPDS (7.5%), HOM supports (7%), Consular (6.2%), international assistance (3.3%), Common Service Delivery Points (2.9%), and Locally Engaged Information Technology Program (1.7%) and Emergency Readiness (1.6%).

Background

The Deputy Minister of Foreign Affairs has been delegated broad authority to manage all aspects of the Government of Canada’s LES program (classification, staffing, labour relations, compensation and benefits, etc.) The LES community represents about approximately 45% of GAC’s total workforce and approximately 75% of its staff in the 178 missions across 112 jurisdictions around the world.

LES are not Canadian public servants but they constitute a vital building block of Canada’s presence abroad and their role has been evolving. The trend of increasing level of responsibilities for the LES working in Canadian missions is reflected in the practice of most foreign ministries. However, the principles set by Treasury Board on the LES program, namely those of local law, local labour market and operational needs, mean that LES conditions of employment around the world is pegged to local labour market analysis.

In recognition of the need to provide good working conditions and an environment which promotes inclusion as well as competencies, GAC undertook on a regular basis a review of key parameters governing the LES program. The 2019 LES HR Management Framework Reform began as an effort to update the 50-year old framework to include alignment with broader Canadian public service principles, as well as to ensure coherence with Canada’s foreign policy priorities.

In spite of challenges introduced by the COVID-19 pandemic and the lack of additional reference level increase, such priorities as those identified in the 2019 first Global LES Symposium (classification, governance and engagement) have been implemented. The key Employment and Staffing Directive as well as the Work Outside of Mission Premise Guidelines have been introduced in response to evolving workplace reality.

This, combined with a series of recent geopolitical crisis affecting mission operations, will continue to guide GAC’s ongoing efforts to develop the management framework, tools and strategies for the LES program.

Foreign Language Requirements

• Foreign language requirements of diplomatic positions at missions are rigorously assessed every 3 years.
• Arabic, Chinese, Japanese and Spanish skills are considered critical for the department.
• Foreign language requirements are integrated into the department’s HR framework.

Supplementary Messages

• The department determines foreign language requirements of positions abroad by assessing the impact of foreign language skills on the ability of officers to fulfil their functions effectively.
• Considering mission priorities, operations and functions, heads of mission determine the level of foreign language skills (intermediate or advanced) for each position and identify key positions where foreign language skills are indispensable.
• Foreign language requirements have remained stable across time and changes in requirements are aligned with changes in the priorities and operations of department.
• Foreign service officers receive foreign language training for durations ranging from a few months to 2 years before an assignment abroad.

Supporting Facts and Figures

• A third of positions abroad (433 of 1297) are currently designated as requiring an intermediate or advanced foreign language skills.
• Out of the positions requiring foreign language skills, 73% (317) require advanced skills and 27% (116) require intermediate skills.
• Out of the 118 trade positions requiring foreign language skills, 81% (96) require advanced skills and 19% (22) require intermediate skills. Out of the positions requiring foreign language skills, 20% (88) are senior foreign service officer positions (EX).
• 31% of trade officers meet the foreign language requirements of their position.
• 84% of trade officers in positions requiring foreign languages have proficiency in the foreign language to varying degrees.
• Out of the officers that require foreign language skills,
  • 46 (11%) are heads of mission;
  • 132 (30%) are political officers;
  • 118 (27%) are trade officers;
  • 95 (22%) are management and consular officers;
  • 27 (6%) are international assistance officers; and,
  • 15 (3%) are foreign service executive assistants.
• Out of the positions requiring foreign languages,
  • 32% (137) require Spanish
  • 15% (66) require Chinese
  • 8% (35) require Portuguese
  • 6% (28) require Arabic
  • 6% (27) require German
  • 5% (23) require Japanese
  • 4% (17) require Russian

Background

The Canadian Foreign Service Institute supports the development and maintenance of employees’ foreign language competency to allow them to fully demonstrate their international competencies abroad, including judgement in a global context, resilience and adaptability, influencing and alliance building, and intercultural proficiency.

Overall, an average of 575 employees benefit annually from all the programs of the Centre, including full-time acquisition, part-time acquisition and maintenance. The Centre also administers proficiency testing based on an internationally recognized scale and system, as well as Modern Language Aptitude Test (MLAT) testing, designed to predict the likelihood of success in learning a foreign language.

An average of 140 employees are assigned to full-time foreign language training of various durations in a given year, from a few months (e.g. Spanish) to a few years (e.g. Chinese).

Means and Measures to Diversify the Workforce at GAC

• Anti-racism, Reconciliation, Equity, Diversity and Inclusion are top priorities of GAC’s senior leaders to make the department a truly equitable, inclusive and diverse organization and workplace, at home and abroad, that reflects Canada’s culturally diverse society.
• Strategies are in place to attract, recruit, develop and retain a workforce at all levels that is representative of the Canadian population.
• Recruits are encouraged to have their foreign language skills tested so that this is considered in assignments. They are also encouraged to learn foreign languages early in their foreign service careers.

Supplementary Messages

• To achieve better representation at all levels, GAC has taken concrete actions:
  • In recruitment and hiring practices, GAC encourages Canadians across the country to join the department and solicits candidates from employment equity groups through targeted outreach activities.
  • Employment equity (EE) and official languages (OL) organizational needs are also taken into account in hiring, promotions, and opportunities for career development.
  • As part of the national Post Secondary recruitment for the Foreign Service, candidates are asked about their foreign language capabilities. Recruits who are not proficient in both official languages are given training in their second official language.
  • Human resources policies and practices are reviewed and evaluated regularly to identify potential systemic barriers.
  • For example, in collective exercises we engage in blind-screening, and we always ensure diversity on hiring and promotion boards.
  • At each gate of a recruitment or promotion process, we analyse EE and OL data to ensure that we can quickly remedy potential barriers in the process.
  • GAC also participates in interdepartmental initiatives and programs outside government to further develop leadership skills.
  • An Equity, Diversity and Inclusion action plan is being developed by Human Resources to address EE matters and equity-seeking groups’ needs, as well as a departmental Accessibility Action Plan.
• In September 2020, GAC established an Anti-racism Secretariat to lead the work on addressing systemic racism and racial discrimination within the department. The ARS was made a permanent unit in September 2022 and integrated into the Human Resources branch to build on synergies and efforts on employment equity and diversity, which is led within the branch.
• In October 2021, the department launched its Anti-racism Strategy and Action Plan 2021-2026. The Strategy contains over 22 initiatives under three pillars of Representation at all levels, Career Development, and Anti-racism Training and Engagement.
• GAC is implementing the Deputy Ministers Pilot Sponsorship program which aims to provide equitable career advancement opportunities for Indigenous peoples, Black and other racialized people, and persons with disabilities at the executive level. A total of ten protégés were selected as part of the pilot underway until summer 2023.

Supporting Facts and Figures

• Women, Indigenous Peoples and Visible Minorities are three of the four equity groups under the Employment Equity Act. They are represented overall, but not equitably at all levels, at GAC. Persons with Disabilities are under-represented.
  • When disaggregated by group and level there is still underrepresentation for Indigenous, Black at the executive levels and Persons with Disabilities at all levels.
• Employment Equity Data (March 31, 2022) among Canada-Based Staff at Global Affairs Canada:
  • Women: 56.7% (Workforce availability: 56.2%)
  • Indigenous Peoples: 6.2% (Workforce availability: 3.5%)
  • Persons with Disabilities: 3.7% (Workforce availability: 9.1%)
  • Visible Minorities: 26.2% (Workforce availability: 15.8%)
    • Black employees: 4.8% (Labour Market Availability: 3.18%)
  • Increase in representation of all groups over the past 5 years, except for Indigenous Peoples (-0.3% in 21-22).
  • Since 2019, broader definition of Persons with Disabilities in the Census, hence the larger gap.
  • Since March 31, 2018, GAC’s representation of Women has been over 50%, showing an improvement in gender equality.

Q&A Future of Diplomacy

Ministerial Appearances at The Standing Committee of Foreign Affairs & International Trade (AEFA)

Study on the Canadian Foreign Service and Elements of the Foreign Policy Machinery Within Global Affairs Canada

Anticipated Questions & Suggested Responses

1.Future of Diplomacy (POX)

1.1 Which areas of the department do you think will be most impacted by the Future of Diplomacy exercise? What kind of an impact will the modernization have on our foreign policy, trade and international assistance?

• This initiative is focussed on 4 core pillars essential to Global Affairs Canada’s capacity to engage internationally:
  • Our people - Ensuring we are able to recruit, retain and develop a diverse workforce with the skill sets and expertise required to deliver on our international assistance mandate in a world that is increasingly complex.
  • Our policy capacity - Ensuring we have the capacity to anticipate and address emerging global issues across the international assistance, trade and foreign policy streams.
  • Our technological and digital capacity - Ensuring we have the digital tools, infrastructure and sustainable funding we need to protect our interests and values in an increasingly virtual world
  • Our global presence - Ensuring we have the capacity to assess and adjust our global presence to meet emerging challenges and opportunities in alignment with our strategic interests and international assistance agenda.
• Cutting across the 4 pillars of this initiative, we also noted several comments expressing a desire to review corporate culture and processes to reduce administrative burden, hierarchy and risk aversion.
• This is a department wide initiative that will involve every portfolio, this is why I am working closely with my fellow GAC Ministers.
• The nature of our work in an amalgamated department means that there tends to be a great deal of overlap and cross-cutting impacts, therefore we will seek to ensure strong communication and build coherence across all portfolios.

1.2 What are some of the early findings of the exercise in terms of the biggest challenges or issues currently facing GAC?

• The environment in which Global Affairs Canada operates is increasingly complex, volatile and challenging: there are new actors and technologies, a rules-based international system at an inflection point and global issues intrinsically linked to domestic issues.
• We are increasingly being asked to respond to situations and events that are without precedent using tools, structures and processes designed for a different time.
• As an organization, we are constantly looking at how best we can improve what and how we do things so that we can continue to effectively deliver on our core mandates and foreign policy priorities, while remaining adaptive and flexible to address emergent challenges.
• That being said, the four pillars of this exercise, our people, our policy capacity, our technological and digital capacity and our global presence, are areas that need special consideration at this important time of social, economic and geopolitical complexity and change.
• We also found that there is a need to review our corporate culture and processes to reduce over-bureaucratization, hierarchy and address employee well-being.
• There are always areas to find improvement and we look forward to identifying how we can best adapt to face the unique set of challenges we face.

1.3 What kind of recommendations do you anticipate resulting from this exercise?

• It is too soon to be overly prescriptive about what action areas may emerge from the review process, but our consultations have revealed that our department will need to look at actions that will:
  • increase geographic and thematic expertise in the department
  • target staffing processes to ensure transparency, representativeness and operational efficiencies through the department’s recruitment and promotional efforts
  • improve coherence between streams (Trade, Foreign Affairs and Development)
  • improve our foresight capacity and increase the focus on emerging global issues
  • update our digital tools and infrastructure on an ongoing basis
  • strengthen data competencies and data leadership
  • increase Canada’s influence and role in the world through soft power, increased presence and diverse and trustworthy partnerships
  • regularly review our global presence to ensure alignment with strategic and emerging priorities
• There will be short-term recommendations and longer-term recommendations, for example, we will want to propose enduring systems and mechanisms to ensure the organization remains fit-for-purpose in the long term, such as a mechanism to regularly review our global footprint in light of our strategic priorities.
• This will be an incremental process.

1.4 Will you be seeking incremental funds from the fiscal framework in order to implement the outcomes of this exercise?

• Many of the recommendations will be implementable at the department level and will be able to be operationalized through internal reallocation and require no additional resources.
• However, there will be larger and more transformational pieces that may require additional funds from the fiscal framework.
• Work is already underway to assess what may be needed and assure that we are doing the most we can with what we have before requesting more funds – but transforming Global Affairs Canada is a significant undertaking that is very likely to have resource implications.
• Now is the time to act so that we can equip ourselves to meet the challenges we know are on the horizon.

1.5 Given that similar initiatives have taken place in the past – what makes this process different? How will you ensure that there are meaningful results? What will be the implementation strategy for recommendations?

• We are facing a unique historical moment, with unique challenges and opportunities calling for transformation.
• The future of our department is something that all employees should feel ownership over and work collectively to build. That is why we need to work across streams to ensure strong communication and build coherence across the trade, international assistance, and foreign policy communities.
• This is also not the first time our department has undergone an evolution. Just over ten years ago we saw the amalgamation of the department which brought major structural and process changes as we sought to build an integrated, high performing new Global Affairs Canada.
• We have routinely adapted and risen to the challenges of the moment and once again, united in our commitment to this effort, we will deliver meaningful results.

2.People Pillar (HCM)

2.1 How is Global Affairs demonstrating its commitment to diversity and inclusion in the workforce, including linguistic and geographic diversity?

• It is important for me that Global Affairs Canada has a diverse workforce that represents Canada at home and abroad;
• It is a government priority to commit to an inclusive workplace where all employees feel welcome and comfortable.
• I know the Department is genuinely committed to reach compliance with the Employment Equity legislation and has developed the relevant governance structure to support these initiatives namely the Anti-Racism Advisory Committee and a Diversity & Inclusion Council.
  • It reached and often exceeded targets for underrepresented populations (ex. Indigenous people (6.3% CBS), visible minorities (26.2% CBS) and Black Canadians (4.8% CBS)
  • Francophones are well represented at GAC, with about 40% of employees who have French as their first Official Language.

2.2What is the size of the trade commissioners service (TCS)?

• The TCS is a network of over 1500 trade and business development professionals, with close to 1000 working from more than 160 locations around the world.
• In addition to TCS personnel abroad, 140 Trade Commissioners are located in six Regional Offices across Canada to serve clients in their home regions.

2.3 Are we doing enough to recognize and support our Locally Engaged Staff?

• Locally Engaged Staff are essential to the Department, they are an integral part of our international engagement and without them, we would not be able to deliver on our mandates.
• They help bring continuity, as well as local knowledge, language and networks that CBS don’t have.
• On the international trade side, they provide critical support in advancing our trade and foreign direct investment promotion efforts, and in delivering our trade services abroad.
• Efforts are already underway to further invest in developing their skills and talent, providing them with career development opportunities, including across different streams in our missions abroad, and in empowering them, when possible, to innovate and assume greater responsibilities.
• Jobs in Canadian missions are highly sought after, because we’re seen as a good employer; our missions continue to attract and retain talented candidates for their LES positions.
• The department launched, in 2021, a new directive on LES employment and staffing in addition to the launch of the LES Benefits Modernization initiative to improve management and benefits for LES.

2.4 What is our duty of care when it comes to LES? What are the distinctive implications and accountabilities in dealing with the LES vs the CBS workforce when crises take place?

• The Government of Canada has an obligation to take reasonable steps to protect the health and safety of the LES. The duty of care owning to LES is generally limited to the workplace, and does not extend to general risks and hardship borne by the local population.
• In practice, there are extensive protocols and mechanisms in place to support LES in crisis situations, be it in a civil war context, as a result of natural disasters or civil disturbances.
• For instance, during crises, LES are provided with:
  • Timely information on evolving political and security situations and input to operational decisions, such as mission closures that factor such risks as employee commutes);
  • Safe work arrangements such as remote work while in country and where the operational requirements, security of information and IT environment permits;
  • Safeguard of income and/or job security as well as emergency compensation measures during crisis situation – including a reduction or suspension of operations (Ukraine, COVID19 pandemic).
• LES are subject to the labour jurisdiction of host governments. In addition to labour law, LES are wholly subject to the criminal, civil and administrative jurisdictions of the receiving state in which they work because, unlike CBS, they do not have any diplomatic privileges and immunities.
• As such, LES evacuation in a crisis situation would require a whole-of-government approach to consider the open-ended operational, legal and financial considerations, such as:
  • Criteria for evacuation, and admissibility to Canada, which fall under the IRCC authority
  • International and foreign domestic law considerations which relate to status for third country evacuation
  • Funding for the evacuation planning for 6,000 LES + dependents across network
  • Impact on ability to evacuate CBS and deliver mission services to Canadians
  • Impact on resumption of operations.

2.5 A Recent issue has come to light regarding staff abuse by an individual manager at Global Affairs Canada as well as retention and promotion of the problematic Executive, what can be done to prevent this in the future and ensure the respectful treatment of all employees?

• This report serves as a meaningful indication that the department still has a ways to go in our collective journey to ensure an open and inclusive workplace where employees feel comfortable to contribute and speak up.
• The department has created a departmental well-being ombud’s office with funding of $1.1 million in ongoing funding and $3.5 million additional funding to support a 3-year pilot project to expand upon existing counseling and informal conflict management services, as of 2023.

2.6 In your opinion, should GAC seek to become its own autonomous employer? What would be the added benefits of this and what would be the challenges?

• Deputy Ministers and senior officials should explore all possible options to improve the way human resources are managed and ensure the department is well equipped to manage the complexities and exceptionalism of a workforce that serves across a wide network of missions abroad and at HQ.

3. Policy Pillar

3.1 What is the status of amalgamation? Is this a success? What have been the achievements and what are the areas that are still outstanding?

• Following the decision to amalgamate the Department of Foreign Affairs and the International Trade (DFAIT) and the Canadian International Development Agency (CIDA) in 2013, the two departments were integrated into a single organizational structure.
• Very few countries in the world have the chance to benefit from an integrated department to address the increasingly complex issues that we face in the world. Thanks to the amalgamation, we have a broader view and assessment of the issues at play and multifaceted programs through the nexus of foreign policy, trade and development.
• Since amalgamation, coherence across the different portfolios has been an issue of ongoing importance, and a constant work in progress to look into innovative solutions that will help adjust our culture to be more collaborative.
• Since amalgamation, coherence across the different portfolios has been an issue of ongoing importance, and a constant work in progress to look into innovative solutions that will help adjust our culture to be more collaborative, for example work underway at the intersection of trade and development including the Global Alliance for Trade Facilitation, the Expert Deployment Mechanism, and the Canadian Trade and Investment Facility for Development (CTIF).
• Trade and development are mutually reinforcing. Amid global instability, the trade and development nexus is essential to strengthen the economic resilience of developing countries and improve the conditions of the world’s most vulnerable. It also serves to broaden access to emerging markets, deepen bilateral trade relationships and further Canada’s reputation as a reliable partner in trade, diplomacy and international assistance.
• Coordinating with my fellow GAC Ministers is an essential part of working on global issues that transcend portfolios and impact all streams of our work and we continue to make strides in leveraging these connections.

4.Digital and Technology Pillar

4.1 How can we use digital diplomacy and new technology to better deliver on international priorities? Can digital diplomacy ever replace person-to-person interactions?

• I can’t stress enough the importance of face-to-face interactions for consensus building, cultivating innovation and creativity, fostering trust and networks, finding pathways for informal knowledge sharing, specifically around sensitive topics, for monitoring projects and providing services to Canadians abroad.
• With the onset of the COVID-19 pandemic, Canada’s missions abroad and regional offices acted swiftly to adapt their activities in a way that prioritized the health, safety and well-being of our workforce while ensuring excellence in delivering services to Canadians.
• A number of good practices were put in place during the pandemic when in-person engagement was not possible, such as virtual ministerial visits and virtual capital-to-capital engagement or bilateral consultations.
• Many of Canada’s diplomatic missions abroad resumed in-person operations in 2021 with the realization that although the virtual world can offer opportunities and benefits for modern diplomatic practice, it is unable to fully replace in-person interactions. And this is furthermore true in regions where remote work and virtual options are not an option for local stakeholders.
• Although the pandemic made some aspects of diplomacy more accessible, it also highlighted gaps in digital access, technology and systems as not all stakeholders are equally equipped to participate in virtual settings.

5.Global Presence Pillar

5.1 Should we have a greater presence abroad? If so where and why?

• Canada is in a better position to defend and support its strategic interests when it is present on the ground. Our international mission footprint is made up of 178 missions abroad and is aligned to respond to strategic priorities, and deliver on ministerial commitments.
• We need to have a more targeted presence abroad, including more boots on the ground in the right places working with local partners, business leaders and economic shapers to advance Canadian economic and trade interests.

5.2 How is Canada working to strengthen a multilateral system under threat?

• We work closely with diverse partners at the key tables where we have a voice: at the UN, via the General Assembly, Human Rights Council, and other bodies, as well as at NATO, the OSCE, the G7, the G20, La Francophonie, the Commonwealth, APEC, and others.
• On trade specifically, Canada has taken a leadership role in the World Trade Organization (WTO), creating the Ottawa Group for the reform of the organization. The WTO’s 12^th Ministerial Conference yielded a new trade and conservation outcome in the area of harmful fisheries subsidies. Canada will continue to bring countries together via the Ottawa Group to reinforce support for the multilateral trading system.
• Canada also works consistently with partners from around the world so that the UN is effective, efficient, relevant and accountable.

5.3 How can you explain why our diplomatic representation in Africa is so small? Why isn’t bigger?

• When allocating resources abroad, the Government of Canada considers Canada’s political, security, economic and commercial interests and priorities, making strategic choices about the locations and sizes of our missions.
• In Sub-Saharan Africa, Canada’s diplomatic representation includes 16 embassies or high commissions as well as five diplomatic offices.

5.4 Are there plans to expand our mission network in Africa?

• As part of a PM commitment to deepen engagement with the continent, we announced that we will have representation in Kigali and with the African Union as marks of Canada’s steadfast commitment to its engagement in Africa.
• In Rwanda, the Canadian office will be upgraded to a high commission, increasing Canada’s capacity to promote its diverse partnerships with Rwanda and the broad range of our shared interests and cooperation.
• In addition, Canada is establishing a dedicated mission and permanent observer to the African Union in Addis Ababa, Ethiopia, that will enable Canada to bring a renewed focus to its relationship with the African Union and strengthen ongoing efforts on shared priorities. A Permanent Observer/Head of Mission is expected to be in place in the coming months.
• Canada believes in the tremendous potential of the African continent, the fastest-growing economic region in the world. That is precisely why the Prime Minister asked me to “develop a strategy for economic cooperation across Africa.”

5.5 Is our capacity on the continent sufficient to develop the necessary trade relationships we will need?

• Expanding trade and investment with African countries is crucial in the context of post-COVID economic recovery, as we seek to ‘build back better’, with expanded trading partnerships and more diversified supply chains that provide benefits to all Canadians and Africans.
• With Africa playing an increasingly important role in the global economy and in geopolitics, now is an excellent time for us to reframe Canadian engagement with Africa and facilitate two-way trade and investment initiatives.
• These key points were reinforced during our inaugural Canada-African Union Commission High Level Dialogue, during which I had a chance to discuss issues of key economic concern with Chairperson Faki. We renewed our commitment to work together.
• My Department is working on developing a Canada-Africa Economic Cooperation Strategy (CAECS) that will focus on increasing trade and investment promotion efforts to increase Canadian company and investor success in African markets. We will also be looking at innovation and research in our commercial relationships and how to support an enabling environment on the continent.
• The Strategy will enhance whole-of-government coordination on Canada-Africa economic relations and sustained dialogue with Canadian industry interested in doing business with African countries. Canada’s renewed commitment to Africa would be reinforced at home through more frequent engagement with the African diplomatic community accredited to Canada, and supported by Canadian Ambassadors/High Commissioners and diplomatic mission network abroad.
• The development of the Strategy will include ensuring that the right resources are in the right places to support the goals of the Strategy.

6.Global Issues and Mandate Commitments

6.1 Canada’s bilateral and trade relations with the United States are an issue of existential importance, how are you working to strengthen and secure supply chains, including through the Roadmap for a Renewed U.S.-Canada Partnership?

• Canada and the U.S.’ strong relationship in an extensive range of areas provides unique opportunities to strengthen and secure our integrated supply chains.
• We will continue to work together – along with our partners – to create a trade environment that is more secure, sustainable and inclusive.
• The Canada-U.S. Supply Chains Working Group was launched by leaders in 2021 to further strengthen this relationship and explore ways to make supply chains more resilient, reliable and sustainably secure.
• The Supply Chains Working Group is part of the strategy outlined in the February 2021 “Roadmap for a Renewed U.S. – Canada Partnership” to strengthen through cooperation Canada – U.S. supply chain security and reinforce the deeply interconnected and mutually beneficial economic relationship between our two countries.
• Work is progressing in all nine workstreams of the Supply Chains Working Group, including on critical minerals and batteries. A progress report was jointly released on June 9th.
• The Working Group focuses on enhancing cooperation in key areas, with the objective of reaching greater alignment, allow for the opportunity to identify potential vulnerabilities, and improve supply chain resilience domestically and internationally.
• More broadly, in July 2022, Canada and other partners issued a Joint Statement at the U.S.-hosted Supply Chain Ministerial committing to enhance collaboration to build supply chain resiliency.
• We are also working with the US in a number of regional initiatives, such as participation in the Americas Partnership for Economic Prosperity (APEP), as well as Canada’s support and interest to join the Indo-Pacific Economic Framework for Prosperity (IPEF).

6.2 In a speech this fall at the Brookings Institute in Washington DC, Deputy Prime Minister Freeland spoke on the future of Canada’s trade and economic policy and emphasized the idea of “friend-shoring” – what implications is this policy direction having on your work?

• The disruptions of the COVID pandemic, Russia’s invasion of Ukraine, and rising geopolitical tension have highlighted potential vulnerabilities in the global supply chains on which Canada’s economic prosperity so depends, as well as the need for measures to strengthen their resilience.
• This has led many countries – not just Canada, but also many of our major trading partners such as the U.S. and EU -- to look for ways to mitigate a wide variety of potential vulnerabilities, including through deepening trade relationships on critical goods with trusted and reliable partners -- what DPM Freeland referred to as “friendshoring”.
• With our extensive network of trade agreements and our commitment to open, rules-based trade, Canada is already well-placed both to deepen our relationships with trusted partners and to build upon our own reputation as a trusted partner for others.
• We will continue to develop these international partnerships and leverage Canada’s reputation as a reliable partner to help Canadian firms make their supply chains more resilient, secure and sustainable.

6.3 Climate change is a crosscutting issue impacting every stream of Global Affairs Canada, how will this issue grow in importance in the future and how do you plan to address it?

• Biodiversity loss, climate change, and pollution/waste are the three planetary crises for which the need for urgent, ambitious and coordinated action will only grow exponentially in the near future.
• In fact, this triple crisis is already upending the world order. It is redefining how we live and work, and disrupting the systems of production, trade, economics, and finance, with impacts felt in all of Foreign Affairs, Trade and Development streams of GAC’s mandate.
• To achieve a nature-positive, carbon-neutral, sustainable and healthy near future, public support and international assistance will not be sufficient. Twenty first century diplomacy will have to shape the transformative systems change needed, and rethink the actual modes of multilateral collaboration, and international trade.
• Building a Sustainable and Green Future is also one of the 5 interconnected strategic objectives of the Indo-Pacific Strategy released on November 27^th. Various initiatives will be funded under this objective, including demonstration projects to facilitate the adoption of Canadian clean technologies in the region.
• Understanding and mitigating the impacts of climate change is also a priority in all of Canada’s science, technology and innovation relationships with foreign partners, bilaterally or multilaterally, including with the European Union and G7 partners.
• Canada is a strong innovator and producer of clean technology and climate solutions and is ready to meet the world’s needs as nations and industrial sectors move towards a low-carbon economic recovery, meeting GHG reduction commitments, and international SDG goals. Canadian companies are well positioned to address global challenges and have the capacity to export their products and services.
• Through Budget 2017 and then renewed in Budget 2021, the Trade Commissioner Service received $4.3M per year ongoing for its International Business Development Strategy for Clean Technology, which has helped Canadian firms tap into export opportunities and the rapidly growing pools of global climate finance. Reaching beyond the Canadian market and scaling up internationally can help these firms to grow and meet their full potential, and help fight climate change.
• Since April 2018, the Strategy has helped to generate over 1 billion dollars in finalized international business agreements by Canadian firms.

6.4 As part of the recently released Indo-Pacific strategy, how are you working to negotiate new bilateral and regional trade agreements, expand Foreign Investment Promotion and Protection Agreements, and build stronger economic linkages?

• As part of Canada’s Indo-Pacific Strategy, the government is building on the strong foundation of the Comprehensive and Progressive Agreement for Trans-Pacific Partnership (CPTPP) and the Canada-Korea Free Trade Agreement by advancing trade and investment agreements with key partners in the region.
• This includes accessions to the CPTPP; FTA negotiations with India, ASEAN, and Indonesia; a possible Foreign Investment Promotion and Protection Arrangement with Taiwan; and, our aim to join the U.S.-led Indo-Pacific Economic Framework for Prosperity (IPEF).
• On the CPTPP, discussions with the UK towards CPTPP accession continue at an accelerated pace and internal discussions continue on next steps to address applications made by other aspirant economies.
• Negotiations are underway toward an FTA with ASEAN; the second set of Canada-ASEAN FTA negotiations concluded in November and Chief Negotiators will meet again in March.
• Negotiations with Indonesia towards a CEPA are also moving forward at a steady pace; the third round of negotiations took place virtually in November and the fourth round is to place in in-person in February.
• We re-launched the Canada-India negotiations in March 2022, and are pursuing an Early Progress Trade Agreement on an expedited basis. The Agreement will provide meaningful market access and a base upon which we can strengthen our relationship with India and build even loftier trade commitments in the future.
• Canada and Taiwan have recently concluded exploratory discussions on a possible foreign investment promotion and protection arrangement
• The Indo-Pacific Strategy also increases capacity in Canada’s missions; provides technical assistance to support Canada’s engagement; support for science, technology and innovation partnerships; the creation of the Canadian Trade Gateway to Southeast Asia; and, the expansion of CanExport.

6.5 How much per year does GAC spend on the following tools and programs to advance Canada’s priority international commitments?

• Trade Commissioner Services (TCS)
  • In 2021-2022, the TCS provided 50,900 services to 10,182 clients, 93% of them small and medium-sized companies.
  • Through the services, support and funding of the TCS, our clients achieved over 1,000 new export-related business deals with a reported value of $2.0 billion.
  • In addition, trade commissioners directly supported 126 Foreign Direct Investment Wins, with a value of over $2.4 billion and creating over 5,000 new jobs.
• Trade and Other Agreements
  • Trade Agreements (FTAs) (bilateral/plurilateral, WTO) - Open markets by reducing trade barriers and by providing mechanisms for the resolution of disputes. They create more predictable, fair and transparent conditions for businesses.
  • Investment Agreements (FIPAs) - Protect and promote foreign investment through legally-binding rights and obligations. Canada has 38 FIPAs in force.
  • Air Transport Agreements (ATAs) - Allow commercial air transport between signatories. Canada’s air transport relationships with 125 countries include 24 Open Skies-type ATAs allowing carriers to operate services.
  • Science, Technology & Innovation (STI) - Canada has 15 STI arrangements/treaties enabling joint projects between Canadian & SMEs with partners in priority markets
  • Other Economic Agreements and MOUs - Canada uses a variety of legally and non-legally binding tools to open foreign markets and create more predictable, fair and transparent conditions for Canadian businesses.
• Funding and Support Programs:
  • Canadian International Innovation Program (CIIP) - supports Canadian SMEs to pursue international R&D collaboration with foreign partners on projects that have the potential for commercialization.
    • Funding worth over $23.6 million approved for TCS innovation clients in 2020-21 to pursue international R&D collaboration with foreign partners on projects that have the potential for commercialization.
  • Canadian Technology Accelerators (CTAs) and Global Mentor Program (GMP) - Customized market entry support and mentorship for high-potential, high-growth Canadian companies in critical sectors
    • The Trade Commissioner Service (TCS) offers a variety of tailored and enhanced services designed to support high-potential and high-growth companies scale-up, grow and expand their exports into new markets.
    • Those services are offered through initiatives that include the global expansion of the Canadian Technology Accelerator (CTA) and the TCS Global Mentor Program (GMP).
    • The CTA is a global business development program offering customized market entry support in major technology hubs for high-potential, high-growth companies in three main sectors: cleantech, life sciences and digital health, and digital industries. Since 2013, 840+ companies have participated, reporting $818+ million in capital raised and 3,100+ jobs created
    • The GMP helps the high-potential, high-growth companies to leverage a formalized network of qualified business mentors to gain insights and advice in their target markets.
  • CanExport funding programs - Financial support to connect with potential partners, pursue new opportunities or attract investment.
    • CanExport provides over $33 million a year to Canadian SMEs, innovators, associations and communities to help them diversify exports, expand their international footprint, pursue R&D partnerships and attract investment.
  • International Scholarships Programs (EduCanada) - Inbound and outbound scholarships for faculty and students.
    • The International Scholarships Program provides $10.3M in grants and contributions in the area of post-secondary study, research, and academic development, of which $7.4M supports scholarships and short-term exchanges. The remaining $2.9M supports scholarships managed by other organizations and education related events and conferences. Despite the pandemic, in 2020 Canada welcomed 533,550 international students who contributed an estimated $22.7 billion to the Canadian economy and supported over 192,498 full-time jobs.
  • Underrepresented Exporters - Support, trade missions and resources for businesses that are owned/managed/operated by Indigenous persons or communities, women or visible minorities.
• Diplomacy and Advocacy:
  • Scholarship Programs for Youth Mobility and in Aid of Academic Relations - $18.3M/yr
  • Mission Cultural Fund - $1.75M/yr
  • North American Platform Program (NAPP) - $4.2M/yr
  • Post Initiative Fund (PIF) - $1.5M/yr
  • Technical Assistance Partnership (TAP) - up to $15m/yr
  • Canada Fund for Local Initiatives (CFLIs) - $26.8M annually
• International Assistance: $7.66B total in projected for 2021-22
  • Strategic Priorities Fund - $200M/yr - $304M in 2021-22
  • Crisis Pool - $200M/yr
  • Peace and Security - $414M proj. 2021-22; including:
    • Peace and Stabilization Operations Program - $117M
    • Inclusion, Diversity, and Human Rights Envelope $7.5M/yr
    • Protecting and Promoting Democracy Fund - $8.9 M/yr
    • Weapons Threat Reduction Program - $73.4M
    • Canadian Police Arrangement - $11.4M ($35M RCMP)
    • Civilian Deployment Platform - $3.6M
    • Anti-Crime/Counter-Terrorism Capacity Building Program - $45.8M
  • International Financial Institutions - $1,647M proj. 2021-22
  • Core Development - $4,854M proj. 2021-22
  • Humanitarian Assistance - $836M proj. 2021-22

Summary of AEFA meetings on GAC Fit for Purpose

Background and Timelines

• In late February 2022, the Chair of Standing Senate Committee on Foreign Affairs and International Trade (AEFA), Senator Boehm, put forward a motion authorizing the committee to examine and report on the “Canadian foreign service and elements of the foreign policy machinery within Global Affairs Canada”, and on other related matters.
• Since its first meeting on the Senate study on April 7, the Committee has heard from over 40 witnesses – including the four Deputy Ministers from Global Affairs Canada on June 9.
• Appearances for MINA, MINE and MINT will be scheduled in the coming weeks.
• Committee members plan to undertake visits to select Canadian missions abroad.
• During the committee’s initial meeting, witnesses discussed several themes, including :
  • the interdepartmental leadership and coordinating role played by GAC in advancing Canada's interests abroad;
  • management of human resources, including recruitment, rotation and retention of foreign service officers;
  • treatment of locally engaged staff;
  • training, including language skills, and geographic and thematic expertise;
  • diversity of Canada’s foreign service;
  • management and organizational culture;
  • impacts of the amalgamation of CIDA and DFAIT; and
  • coherence of Canada’s foreign policy.
• The committee will submit its final report in the second half of 2023.

Highlights of April 7th session

• Need to build and value diplomatic and issue-specific expertise through ongoing professional development, sustained recruitment of talent with core skill sets reflective of the current global context and complex issues.
• Must adopt regular systemic hiring mechanisms to address severe understaffing situation and lack of surge capacity.
• Need for increased investment and sustained commitment to training through the employees' full career cycle, including official and foreign language training.
• HoM Appointments from outside the public service should be strategic and an exception.
• Need to examine the roles of non-FS staff as well, including LES to attract high caliber officers in competitive markets.
• High level of risk aversion in decision making – recommend flattening of accountabilities and devolution of greater decision-making authority to lower and field levels.
• Need to review “Duty of Care” doctrine and achieve appropriate balance between safety and security of staff with presence and visibility required to remain relevant and engaged in volatile contexts.
• GAC must regain its central agency status – bring the global story to the centre as global and domestic issues are intrinsically linked.
• Need to develop a robust policy planning function to identify key long term strategic priorities, anticipate emerging issues and challenges, introduce new ideas and solutions, bring coherence to responses.
• Need increased coherence especially between trade and development
• Must further engage with Canadians through public affairs programs and events - domestic outreach to better support with international engagement.
• Witnesses
  • Pamela Isfeld, PAFSO President
  • Michael Small, President Canadian Ambassadors Alumni Association
  • Daniel Livermore, Honorary Senior Fellow, Graduate School of Public and International Affairs, University of Ottawa-
  • Margaret Biggs, Matthews Fellow in Global Public Policy, Queen’s University
  • Pierre Guimond, Senior Fellow, Graduate School of International Studies, Laval University
  • Ben Rowswell, CIC President

Highlights of April 28th Session

• Current Foreign Service (FS) is “fit-for-purpose” for now, but Canada’s Foreign Service capacity has decreased over the past 15 years and there is space for improvement.
• Need to maintain the Foreign Service (FS) as a dedicated and specific profession; the skill of diplomacy is highly specific and developed over time, involving network and relationship building and intercultural competencies.
• Need for a GAC Deputy Minister to be appointed Head of the Foreign Service reporting to the Clerk of the Privy Council.
• Need for FS to be more exposed to the work of domestic ministries, especially at the EX levels.
• Need to appoint more Francophones in senior management positions so that the department can resume engaging meaningfully with global francophone diplomatic networks.
• Need a straightforward recruitment process and plans for retention for FS positions to attract the very best and brightest.
• Impacts of amalgamation and ongoing challenges, particularly on the Development stream where there has been a loss of development experts and capacity.
• LES are the backbone of our operations abroad and priority should be given for them to be recruited, retained and appropriately compensated and appreciated
• Need for better and more robust integration of digital and security concerns into policy.
• Importance of formal and informal mentorship
• Questions around proportion of staff who should be stationed at HQ versus at missions abroad for maximum efficiency.
• Hierarchy as being necessary for maintaining chain of command, but need for more space for creativity, innovation and the capacity to absorb risk.
• Witnesses
  • Abbie Dann, Former Ambassador to Ukraine and Consul General to Brazil, Member of the Board of Directors, Canadian Executive Service Organization (CESO)
  • Gilles Rivard, Former Ambassador to the United Nations and Haiti; Fellow, Montreal Institute of International Studies
  • Len Edwards, former Deputy Minister of Foreign Affairs (2007-2010) and International Trade (2001-2004)

Questions from Senators in the June 9th Session

• How does GAC collaborate with IRCC and other departments to deliver services to Canadians abroad and support emerging democracies?
• What are you doing to measure progress towards diversity and inclusion?
• Will the findings of this study be made public? Is the March deadline enough time for this review?
• Development is sometimes viewed as a secondary vocation – what are the attrition rates for former CIDA staff? Does the department feel it has the tools and resources it needs for the development stream?
• What are the geopolitical areas of focus right now and some emerging areas of importance? What are the long-term strategies and timelines?
• What digital technology will help revitalize our Foreign Service?
• What are some of the challenges related to our response in Afghanistan?
• How are LES vetted?
• What is the state of the current pipeline of recruits? What is the number of current vacancies and how are these distributed?
• Are there processes in place for more senior and mid-career professionals to enter the Foreign Service?
• How is GAC doing deeper thinking around the future of the world order post-invasion of Ukraine ?
• What is the impact of having non-career diplomats in HOM positions?
• Will this review have the flexibility to take into account current complexities in the short and long term given the timelines for the project?
• Is Canada’s presence in Africa sufficient? How do we enhance our trade relationships on the African continent?
• What is the procedure and length of time for Foreign Service recruitment?
• How are staff members compensated for hardship posts?
• How does the Foreign Service adapt to changes in political leadership?
• How do we provide consular services to Canadians in risky areas?
• Do we have any diplomatic communication with Russia?
• Why is morale so low in the Foreign Service? What are some of the main challenges?
• Is GAC establishing processes and standard operating procedures for future crises (including having surge capacity)?
• Witnesses
  • Marta Morgan, Former Deputy Minister of Foreign Affairs (Ret.)
  • David Morrison, Deputy Minister of International Trade
  • Christopher MacLennan, Deputy Minister of International Development
  • Cindy Termorshuizen, Associate Deputy Minister of Foreign Affairs

Highlights of the June 16th Session

• Need to increase coordination with other governmental organizations who have interests abroad, particularly those with expertise in areas of emerging importance (i.e. climate, health and cyber);
• Witnesses briefly discussed what PCO’s role is in interdepartmental coordination for Canada’s Foreign Service and foreign affairs.
• Need to liaise and build closer partnerships with the provinces who have interests and presence abroad (especially Quebec who is very active in diplomacy).
• Re-iterating the need to grow and maintain a surge capacity, as well as the importance of re-evaluating and re-invigorating the level of the foreign service presence abroad (noted several times that only 18% of FS are posted abroad).
  • Need for more ‘Foreign’ and more ‘Service’: i.e. more people and more presence abroad; importance of maintaining annual recruitment cycles.
• Pressed on whether it is necessary to maintain a career foreign service, witnesses maintained that is it but highlighted that the field should be permeable to mid-career entry and facilitate and incentivize exchange with OGDs and other sectors.
  • Diplomacy is a language that needs to be learned, practiced, developed, maintained, and cultivated but benefits from diversity of experience.
  • There is no formula for balancing non-career diplomatic appointments.
• Balancing risk, trust and judgement in uncertain times and complex crises is important but even when public servants are encouraged to speak truth to power, mistakes are still possible.
• On risk aversion and oversight in decision making it was noted that every level has the potential to add value and many oversight mechanisms are required by Parliament.
• Importance of investing public and cultural diplomacy.
• Noted that Canada is increasingly becoming a country of immigrants, in which diaspora politics has diplomatic impacts.
• Need to leverage new technology to update consular processes; need for a separate review of technological infrastructure in government.
• Emergency management and consular capacity is essential; standard operating procedures with flexible responses and rapid deployment is needed.
• Witnesses encouraged the committee to speak to senior locally engaged staff members to better understand their experiences.
• Senators also remarked the attendance of a GAC official at a Russian Embassy event and asked witnesses to speak to the culture and the systemic issues that allowed this attendance to occur.
• Witnesses
  • Morris Rosenberg, Former Deputy Minister of Foreign Affairs
  • Ian Shugart, former Deputy Minister of Foreign Affairs and former Clerk of the Privy Council
  • Patricia Fortier, Senior Fellow, Graduate School of International Affairs, University of Ottawa
  • Colin Robertson, Vice-President and Fellow, Canadian Global Affairs Institute
  • Randolph Mank, President, MankGlobal Inc. and former ambassador to Indonesia, Pakistan, and Malaysia

Highlights of the September 28th Session

• Noting the entrenched and systemic nature of challenges that seem to remain unchanged throughout multiple generations, young employees encourage taking bold transformative action.
• Note frustrations with human resources and see solving HR-related challenges as a pre-requisite to being ‘fit-for purpose’.
• Need to reform the FS recruitment process to be more regular, transparent and efficient, relying less on standardized tests which do not assess the competences needed of officers.
• Linguistic, thematic, geographic expertise should be better prioritized in recruitment.
• More targeted recruitment of visible minorities and outreach to universities outside of Ontario and Quebec is needed to improve the diversity of representation within GAC and the Foreign Service.
• Need to expand onboarding, mentorship and professional development opportunities for young employees including opportunities to attend senior-level meetings and be posted abroad.
• Emerging risks related to mental health and employee wellbeing have been exacerbated by the pandemic combined with ever-increasing priorities and chronic understaffing.
• Need to reform hierarchical corporate culture as slow bureaucratic processes can take up valuable time instead of being used for high-level strategic thinking and experimentation.
• Risk aversion is a real impediment to innovation, need to place more trust in employees, increase horizontal decision making and encourage a less rigid corporate culture.
• Need to create a more permeable organization and increase communication and exchange with
• YPN vision for Global Affairs Canada is a diverse, inclusive and people-centered department that prioritizes its employees, works efficiently and demonstrates its values through action.
• Witnesses from GAC’s Young Professionals Network (YPN):
  • Marissa Fortune, Project Lead YPN Vision 2030, Analyst, Future of Diplomacy Project
  • Julien Labrosse, YPN Member, Visits Officer, Office of Protocol
  • Sejal Tiwari, YPN Co-Representative, Development Officer

Highlights of the October 6^th and 19^th Sessions: OGD Witnesses

October 6^th Highlights:

• All noted the importance of having a whole-of-government approach to international issues and ensuring close collaboration, communication and coherence between government departments;
• CSIS emphasized the important role of information and intelligence sharing amongst domestic partners and foreign agencies (ex. Five Eyes).
• Gill noted importance of digital transformation, specifically for IRCC’s service delivery but also for CSIS and RCMP in ensuring safety from cyber threats and online misinformation.
• Movement between GAC and OGDs is an added benefit and deepens inter-departmental linkages (witnesses did not cite specific barriers to movement).
• Witnesses from CSIS and RCMP expressed satisfaction with the MOUs governing their relationships with GAC.
• Duty of Care is top of mind and an ever-present concern; there is close collaboration but ultimately it is the responsibility of GAC and the heads of mission.
• On duty of care and compensation/benefits for LES, IRCC noted this is also the responsibility of GAC.
• Regarding recruitment witnesses noted they consider multiple factors including experience, expertise, foreign languages, and diversity. RCMP and CSIS do not recruit specifically for international opportunities while IRCC recruits FS officers via post secondary recruitment and other intakes.
• Witnesses also responded to questions around events in Ukraine, Afghanistan, and Iran.
• October 6^th Witnesses:
  • Newton Shortliffe, Acting Deputy Director, Operations, Canadian Security Intelligence Service
  • Liam Price, Director General, International Special Services, Royal Canadian Mounted Police
  • Pemi Gill, Director General, International Network, Immigration, Refugees and Citizenship Canada
  • Karim Virani, Director General, Integrated Planning and Coordination, IRCC

October 19^th Highlights:

• CBSA staff posted abroad are recruited through regular channels then invited to apply to postings abroad once they have gained experience; ECCC and AAFC noted similar processes.
• For ECCC and CBSA specific skills looked for in selecting staff for postings include international interest, interpersonal and intercultural skills, foreign languages, diplomatic sensibility, diversity.
• OGDs rely on GAC and CFSI for some training but also do in-house training prior to posting staff abroad.
• OGDs rely on GAC for international platform and services abroad, HOM responsible for duty of care for employees.
• There is staff mobility between OGDs and GAC (specifically ECCC, limited for CFIA)
• LES are essential to OGD function abroad as they assist with cultural and linguistic knowledge and continuity.
  • AAFC noted the importance of integrating LES into the broader portfolio team including by bringing them to Ottawa once a year for in-person meetings.
• October 19^th Witnesses:
  • Stephen de Boer, Assistant Deputy Minister, International Affairs Branch, ECCC (former Ambassador to the WTO and Poland)
  • Jean-Marie Huddleston, Director General, Bilateral Affairs and Trade, ECCC
  • Catherine Stewart, Ambassador for Climate Change
  • Natasha Manji, Director General, International Policy and Partnerships Directorate, CBSA
  • Kathleen Donohue, Assistant Deputy Minister and Vice-President, International Affairs Branch, Agriculture and Agri-Food Canada, Canadian Food Inspection Agency
  • Marie-Noëlle Desrochers, Acting Chief Agriculture Negotiator and Director General, Trade Agreements and Negotiations, AAFC
  • Nathalie Durand, Executive Director, Horizontal and Strategic Initiatives, Canadian Food Inspection Agency

Highlights of the October 20th Session

• Professor Paris has initiated a taskforce (co-chaired by Meredith Lilly) made up of key experts and senior officials to look into pressing policy issues and will seek to have a report by the spring.
• Need for surge capacity to be able to respond to consecutive crises that have become the norm without interrupting core business.
• Need to strengthen strategic planning capacity and equip GAC to fill a think-tank-like role within Canada to augment analysis and foresight.
  • On the other hand, there is no problem with being reactive as long as GAC is intentional, nimble and effective about it.
• Need a more permeable HR model that allows for mid-career entry of non-government professionals and for FS officers to gain experience in other sectors.
• Need to increase strategic expertise in key areas (critical technology, Asian languages, climate).
• Importance of maintaining political leadership for longer periods of time and avoiding high-ministerial turnover. There have been 15 Foreign Ministers in 22 years and this limits the scope of strategic objectives that can be achieved.
• Less ministerial turnover may also assist with risk-averse culture as it takes time to build up trust, relationships and confidence to take chances on creative solutions.
• Deputy Ministers should have foreign service experience and partisan political appointments should be limited.
• Need to articulate a unified vision of the role and value of Canadian diplomacy.
• For trade policy, our value is in negotiating and establishing rules that are in our interests, and Canadian trade negotiators are internationally renown.
• The international domain is directly connected to daily realities of Canadians (pandemic, security, economy, climate etc.) this can be a wake up call to take foreign policy seriously.
  • Witnesses:
  • Roland Paris, Full Professor and Director, Graduate School of Public and International Affairs, University of Ottawa
  • Adam Chapnick, Professor of Defence Studies, Canadian Forces College

Issues Raised by Senators at the November 3^rd Session

• International crises which used to be rare are becoming increasingly frequent and the department needs to be agile in its responses.
• We have shown we have the capacity to adjust our presence quickly and adapt to changing realities on the ground (ex. Ukraine) but we will need to continue to be flexible.
• Highlighting the importance of Defence and Development working in collaboration in situations of humanitarian crisis (ex. Ukraine, Afghanistan, Pakistan etc.)
• Importance of providing ongoing support to Afghanistan and addressing immigration concerns.
• Need to improve the accessibility of the foreign service to improve geographic representation for provinces such as BC where young professionals are less likely to be
• Need to better leverage Canada’s diversity.
• Since amalgamation there are vacancies in the FSIA stream but what is important is to have enough staff abroad to implement programs and have the right level of delegated authority.
• Amalgamation has been an advantage that allows for greater integration, but it has not always been smooth and there is room for improvement in having more synergy between the streams.
• Having mechanisms facilitating greater dialogue and exchange with ministerial counterparts in other countries would be beneficial.
• Importance of monitoring, evaluating and tracking the results of our local investments.
• Importance of having a whole of government approach in addressing global issues such as food security.
• PCO plays an important role in coordinating policy across the government of Canada and there is an appropriate balance of policy-making authority.
• Areas of expertise that will be needed in the future include expertise around the intersections of climate, agriculture, health and innovative finance.
• Need avenues for mid-career entry of specialists into the department.
• Witness:
  • The Honourable Harjit S. Sajjan, C., M.P., Minister of International Development and Minister responsible for the Pacific Economic Development Agency of Canada

Highlights of the November 30^th Session: Panel 1

Panel 1: Focus on DND/CAF-GAC Coordination:

• The Canadian Defence Attaché office is part of Canada’s permanent global military presence and is critical to the success of Canada’s global engagement.
• At any time, there are 100+ defence attachés operating out of our missions abroad (currently around 110 [21 are women] in 45 countries covering a total of 145 countries).
• GAC and DND/CAF coordinate very closely on issues of mutual interest including international security, Women Peace and Security, Indo-Pacific, Arctic, Afghanistan etc. and enjoy a close formal an informal institutional relationship.
• Cross-fertilization between DND/CAF and the rest of the public service, including GAC, is highly beneficial.
• Currently undergoing a reconstitution program to reinvigorate, modernize and humanize recruitment and retention within the organization to fill vacancies and create a workforce that looks like Canada.
• Recruitment and attrition issues in CAF/DND partially due to COVID, partially due to the need for culture change, and partially from increased competition over staff.
• DND/CAF are currently in the midst of a study of their global footprint to assess their presence and capabilities and ensure they have the right number of staff abroad, results of this study should be available by February or March 2023.
• Witnesses:
  • Major-General Blaise Frawley, Deputy Vice Chief of the Defence Staff, Department of National Defence and the Canadian Armed Forces
  • Major-General Greg Smith, Director General International Security Policy, Assistant Deputy Minister, Department of National Defence and the Canadian Armed Forces

Highlights of the November 30^th Session: Panel 2

Panel 2: Focus on Special Agency Status Considerations

• Arguments for Special Agency Status: (Doreen Steidle)
  • Lingering and recurring challenges in the department (GAC) that resurface across multiple decades and reviews highlight the need for meaningful structural transformation.
  • Need for creative solutions and new structures that will position GAC for success in the 21st century global environment.
  • Separate agencies are given the flexibility and obligations to manage their own internal rules and regulations – flexibility that is necessary when managing the complexity of staff rotationality.
  • Opportunity to staff independently based on needs and specific operational requirements, opportunity to improve recruitment, retention and create a department with less layers, less hierarchy, less categories.
• Arguments against Special Agency Status: (TBS and PCO)
  • High risk involved - process is highly disruptive with huge transaction costs, time and resource intensive, and may not fix the issues that it intends to.
  • Decreased opportunities for beneficial interchange between GAC and other government departments.
  • Scope of undertaking would need to be defined: potential to radically impact legislation, policies and programs, collective bargaining and unions, staffing categories, salary, pensions, benefits, and terms and conditions of employment.
  • There is currently a lot of flexibility within the rules that exist – with creative leadership and dynamic interpretation there are options to move forward without creating new structures.
  • FSDs can be simplified through the cyclical negotiation process.
• Witnesses:
  • Doreen Steidle, Former Ambassador (Singapore, Hong Kong and Macau, China)
  • Marie-Chantal Girard, Senior Assistant Deputy Minister, Employee Relations and Total Compensation, Treasury Board of Canada Secretariat
  • Aline Taillefer-McLaren, Senior Director of the Union Engagement and the National Joint Council Support, Employee Relations and Total Compensation Sector, Treasury Board of Canada Secretariat
  • Allen Sutherland, Assistant Secretary to the Cabinet, Machinery of Government and Democratic Institutions, Privy Council Office

AEFA 02 Aug. letter to MINA and its response with annexes

August 2, 2022

Via email

The Honourable Melanie Joly, P.C., M.P. Minister of Foreign Affairs

Dear Minister Joly,

On February 24, 2022, the Standing Senate Committee on Foreign Affairs and International Trade (the committee) was authorized by the Senate to study the Canadian foreign service and other elements of the foreign policy machinery at Global Affairs Canada. As a study such as this has not been done since the Royal Commission on Conditions of Foreign Service in 1981, the committee was quite encouraged by your announcement , on May 30, of a comparable internal study currently underway at Global Affairs Canada.

Since its first meeting on the Senate study on April 7, the committee has heard from 18 invited witnesses - including the four deputy ministers of Global Affairs Canada on June 9 - over nearly seven hours of testimony . The committee looks forward to welcoming you, Minister, as well as the Minister of International Trade and the Minister of International Development , to appear on this study in the coming months.

During the committee's initial meetings, witnesses discussed several themes, including the interdepartmental leadership and coordinating role played by Global Affairs Canada in advancing Canada's foreign policy ; management of human resources; recruitment , rotation, and retention of foreign service officers; and treatment of locally-engaged staff. Another theme has

been training, including the resources required to develop the language skills and geographic and topical expertise of foreign service officers. The diversity of Canada's foreign service, as well as the management and organizational culture of Global Affairs Canada, have also been discussed.

The committee intends to continue its examination of these themes. It also intends to examine other relevant topics, including the mandate of the foreign service; conditions of foreign service; and the impact of the 2013 amalgamation of the Department of Foreign Affairs and International Trade and the Canadian International Development Agency on the foreign service and the coherence of Canada's foreign policy.

To facilitate its work, the committee requests answers from Global Affairs Canada, in English and French, to the questions contained in the annex. The committee looks forward to your input, Minister, and that of Global Affairs Canada, in its consideration of these important matters and would appreciate receiving the requested information by September 19, 2022 .

Given that the Senate Committee on Foreign Affairs and International Trade and Global Affairs Canada are undertaking similar studies simultaneously and that both have the same goal of ensuring Canada's foreign service is in the best possible position to serve Canada, and Canadians, it is the hope of the committee that these exercises will be mutually beneficial.

Thank you, Minister. Yours sincerely,

The Honourable Peter M. Boehm, Chair

cc:

The Honourable V. Peter Harder, P.C., Deputy Chair

The Honourable Stephen Greene, Steering Committee Member

The Honourable Michael L. MacDonald , Steering Committee Member

ANNEX

1. Personnel
   • Broken down by year and by stream, how many foreign service officers have been employed by GAC over the past 20 years?
   • Broken down by year and by stream, how many foreign service officer positions at GAC were vacant over the past 20 years?
   • Broken down by year, how many non-rotational employees have worked for GAC over the past 20 years?
   • Broken down by year, how many non-rotational positions at GAC were vacant over the past 20 years?
   • Broken down by year, what percentage of GAC's Canada-based workforce has comprised foreign service officers over the past 20 years?
   • Broken down by year, what percentage of GAC's Canada-based workforce has comprised non-rotational employees over the past 20 years?
   • Broken down by year, how many locally-engaged staff were employed by GAC worldwide over the past 20 years?
   • Broken own by year, what percentage of positions at Canadian missions and offices abroad has been occupied by LES over the past 20 years?
   • Broken down by year, how many individuals, including non-rotational staff, occupied positions in each of the different thematic streams within the Canadian foreign service over the past 20 years?
   • Broken down by year, hat percentage of GAC's workforce has comprised determinate employees, including short-term contractors and students, over the past 20 years?
   • Broken down by year, what percentage of positions designated as part of the career foreign service has been filled by non-rotational employees over the past 20 years?
   • What percentage of positions at GAC are currently filled by term employees and students? Broken down by year, how many positions at GAC have been filled by term employees and students over the past 20 years?

2. Recruitment and Training
   • Apart from the nationwide entry-level foreign service recruitment processes that took place in 2019 and 2021, what other recruitment processes, competitions, or campaigns have been launched since 2010 to hire foreign service officers at all levels?
   • Broken down by year and by stream, how many new foreign service officers have been recruited into the department over the past 20 years?
   • Broken down by year and by stream, what percentage of new foreign service officers occupied positions at GAC prior to joining the foreign service?
   • How does GAC determine the number of foreign service officers to recruit as part of each nationwide entry-level recruitment campaign?
   • What has GAC done specifically over the past 20 years, and what is it doing on an ongoing basis, to ensure that the Canadian foreign service is representative of Canada's cultural, linguistic, and geographic diversity as well as traditionally underrepresented groups, including women, Indigenous peoples, and visible minorities?
   • What specific onboarding training do new foreign service officers receive?
   • What are the average and median ages of serving foreign service officers?

3. Diplomatic Postings
   • Broken down by year and by stream, over the past 20 years, what percentage of foreign service officers were posted at a mission abroad and what percentage were based in Canada?
   • What percentage of Canadian heads of mission posts - and which ones specifically - are currently held by individuals that are not career foreign service officers?
   • What percentage of Canadian heads of mission posts - and which ones specifically - are currently held by women?
   • Broken down by year and by stream, what percentage of diplomatic postings abroad were occupied by non-career foreign service officers over the past 20 years? Which posts specifically were occupied by such individuals?
   • On average, how many years after joining the foreign service is a new foreign officer posted abroad for the first time?
   • Is there a probationary period for newly hired foreign service officers? If so, how long?

4. Retention and Attrition
   • Over the past 20 years, what percentage of Canadian foreign service officers have left the department after less than five years of service, after less than 10 years, and after a first posting abroad?
   • What percentage of foreign service officers have resigned following extended foreign language training? What percentage has resigned following training in a language considered difficult to learn? Which languages? '
   • What percentage of foreign service officers must complete foreign language training before a posting? In which languages? What percentage has successfully completed foreign language training? What percentage has not?
   • Does GAC conduct exit interviews with foreign service officers resigning from GAC? If so, what are the main reasons cited as contributing to their departures?
   • Broken down by year and by stream, how many foreign service officers have resigned or retired from GAC in the past 20 years?
   • Broken down by year, what has been the attrition rate in the foreign service over the past 20 years?

5. Conditions of Foreign Service
   • Annually, on average over the past 20 years, apart from repatriation due to the COVID-19 pandemic, what percentage of foreign service officers has ended a posting abroad prematurely? What are the main reasons cited for ending a posting prematurely?
   • How often are the Foreign Service Directives reviewed? What role is played by each stakeholder? Are foreign service officers consulted during the review? If so, how?
   • The 1981 McDougall report on the conditions of foreign service listed several issues regarding spouses of foreign service For example, the report recognized that spouses carry a large "burden of adjustment on every move;" that the rotational system demanded that accompanying spouses give up their careers; and that the rotational system prevented accompanying spouses from accessing unemployment insurance and government pension plans. What percentage of accompanying spouses are currently employed in the country where they are posted? In which countries has this been possible and in which has it not been possible? How many reciprocal spousal employment agreements are in place with other countries and international organizations? What services and benefits are offered to accompanying spouses to support them in their own careers?
   • The 1981 McDougall report identified that spouses of heads of missions were "unpaid employee[s] of the Canadian " Currently, what role are accompanying spouses, particularly spouses of heads of missions, expected to play while posted abroad? On average over the past 20 years, what percentage of foreign service officers posted abroad were posted with a non-foreign service officer spouse? Which countries? What percentage of foreign services officers were posted alongside a spouse who was also a foreign service officer? What percentage of foreign service officers posted abroad were single? What percentage of foreign service officers posted abroad were single parents? Please provide gender disaggregated data where possible.
   • Has the COVID-19 pandemic resulted in new standard operating procedures regarding duty of care and practical application of the Foreign Service Directives?
   • Have any duty of care adjustments been made because of "Havana Syndrome"?

6. Mission Network
   • Please provide a detailed list, organized by regions of the world, regarding each mission and office that Canada currently operates This should include the number of employees at each mission and office along with the titles of their positions.
   • How many co-location agreements does Canada have with other countries as part of its diplomatic network? In which countries does Canada co-locate its diplomatic offices with those of other countries?
   • In which countries does Canada operationalize consular sharing agreements or memoranda of understanding with other countries?
   • During her appearance before the committee on June 9, 2022, Marta Morgan, Deputy Minister of Foreign Affairs, said that Canada's network of missions abroad supports the international work of 21 other federal departments, three Crown corporations, six provincial governments, six foreign governments, and some international organizations. Please provide a detailed list of the federal, provincial, and international partners using Canada's network of missions abroad.

7. Amalgamation of DFAIT and CIDA
   • How has GAC's organizational structure and governance framework changed since the 2013 amalgamation?
   • How is the department evaluating the degree to which policy coherence has improved or not, since the amalgamation?

8. Diplomacy that is Fit-for-Purpose
   • The Minister of Foreign Affairs Briefing Book from October 2021 notes that GAC intends to "move away from the traditional bricks and mortar and embrace more modem engagement methods to drive diplomacy, trade and international " What are some of these "modem engagement methods"?
   • How has the COVID-19 pandemic impacted the way GAC engages internationally?
   • Is the department considering modifying the current allocation of resources at missions abroad considering how diplomacy was conducted during the COVID-19 pandemic? Are there potential savings involved (e.g. virtual consultations in lieu of travel)?
   • What specific tools, in particular virtual platforms, has GAC developed or relied upon since the COVID-19 pandemic began to support Canada's diplomatic, trade, and development objectives internationally?

9. Interdepartmental Coordination
   • How does GAC coordinate with other federal departments that have international divisions, responsibilities, or mandates? With which departments does GAC coordinate?
   • How many GAC employees, specifically foreign service officers, and at what level, are currently seconded to or are under interchange agreements with other departments and agencies? How many employees from other departments and agencies are currently seconded to or are under interchange agreements with GAC?
   • Over the past 20 years, broken down by year, how many GAC employees, specifically foreign service officers, and at what level, have been seconded to or have been under interchange agreements with other departments and agencies? Over the past 20 years, broken down by year, how many employees from other departments and agencies have been seconded to or have been under interchange agreements with GAC?

Responses to questions from AEFA

Cover Note

The purpose of this cover note is to provide some explanation to the data.

Note 1: It is understood that all questions related to “Foreign Service” refers to the subset component of our workforce having rotationality as part of their conditions of employment.

Note 2: Due to the amalgamation with the Canadian International Development Agency (CIDA) in 2013 and the fact that both original departments were using different IT system to track employment, we are only able to report back on data to 2014. This falls short of the original request of going back 20 years on many questions.

Note 3: In 2018, and as a result of the Amalgamation with CIDA, the Department created another rotational stream to fully recognize the Foreign Service International Assistance (FSIA) officers as an integral part of the departmental rotational system. To do so, the department has reclassified all International Assistance positions abroad and several positions at headquarters to officially integrate them into the rotational pool as a condition of employment. The appointment of FSIA people was done through a selection process that started in 2018, making the final data only available when that process was complete in 2020.

Note 4: In the Q2 table, the number showing the FSIA stream vacancies is not representative of the real number. It shows that on March 31, 2020, when the data was generated, the system was in transition as the Department was creating the new FSIA positions (please refer to Note 2 and 3)

Note 5: Questions number 14, 15 and 26 would require a large amount of manual manipulation of the data, which proves impossible to do within the current timelines, and we have, therefore, been unable to provide an answer to it at this stage. For Q36, this personal information is not tracked in our database. The resources required to collect such information would be very significant, and this could not be done in time to meet the Senate's deadline.

Note 6: Responses to questions 17 and 47 will follow as soon as possible.

Personnel

1. Broken down by year and by stream, how many foreign service officers have been employed by GAC over the past 20 years?

Data source: Human Resources Management system (HRMS) as of June 30, 2014 and March 31 of 2015 to 2022.

Note: Foreign service officers are defined as Canada Based Staff (CBS) rotational employees.

Produced by HSF in August 2022.

2. Broken down by year and by stream, how many foreign service officer positions at GAC were vacant over the past 20 years?

Data source: HRMS as of June 30, 2014 and March 31 of 2015 to 2022.

Note: Foreign service officers are defined as CBS rotational employees.

Produced by HSF in August 2022.

3. Broken down by year, how many non-rotational employees have worked for GAC over the past 20 years?

Data source: HRMS as of June 30, 2014 and March 31 of 2015 to 2022 / Source des données: SGRH au 30 juin 2014 et 31 mars 2015 à 2022.

Note: Non-rotational employees are CBS only (excluding Locally Eengaged Staff (LES)).

Produced by HSF in August 2022.

4. Broken down by year, how many non-rotational positions at GAC were vacant over the past 20 years?

Data source: HRMS as of June 30, 2014 and March 31 of 2015 to 2022.

Note: Non-rotational positions for CBS only.

Produced by HSF in August 2022.

5. Broken down by year, what percentage of GAC’s Canada-based workforce has comprised foreign service officers over the past 20 years?

Data source: HRMS as of June 30, 2014 and March 31 of 2015 to 2022.

Note: Foreign service officers are defined as CBS rotational employees.

Produced by HSF in August 2022.

6. Broken down by year, what percentage of GAC’s Canada-based workforce has comprised non-rotational employees over the past 20 years?

Data source: HRMS as of June 30, 2014 and March 31 of 2015 to 2022.

Note: Non-rotational employees are CBS only (excluding LES).

Produced by HSF in August 2022.

7. Broken down by year, how many locally-engaged staff were employed by GAC worldwide over the past 20 years?

Data source: HRMS as of June 30, 2014 and March 31 of 2015 to 2022.

Note: LES employees (excluding CBS).

Produced by HSF in August 2022.

8. Broken down by year, what percentage of positions at Canadian missions and offices abroad has been occupied by LES over the past 20 years?

Data source: HRMS as of June 30, 2014 and March 31 of 2015 to 2022.

Produced by HSF in August 2022.

9. Broken down by year, how many individuals, including non-rotational staff, occupied positions in each of the different thematic streams within the Canadian foreign service over the past 20 years?

Data source: HRMS as of June 30, 2014 and March 31 of 2015 to 2022.

Note: Occupied positions in each of the streams are considered rotational positions.

Produced by HSF in August 2022.

10. Broken down by year, what percentage of GAC’s workforce has comprised determinate employees, including short-term contractors and students, over the past 20 years?

Data source: HRMS as of June 30, 2014 and March 31 of 2015 to 2022.

Note: For the purpose of this question, determinate employees include all CBS and LES who are not indeterminate; these could be either term, casual, student or emergency.

Produced by HSF in August 2022

11. Broken down by year, what percentage of positions designated as part of the career foreign service has been filled by non-rotational employees over the past 20 years?

Data source: HRMS as of June 30, 2014 and March 31 of 2015 to 2022.

Produced by HSF in August 2022.

12. What percentage of positions at GAC are currently filled by term employees and students? Broken down by year, how many positions at GAC have been filled by term employees and students over the past 20 years?

Data source: HRMS as of June 30, 2014 and March 31 of 2015 to 2022.

Note 1: Answer includes all CBS and LES who are either term or student.

Note 2: Percentages cannot be calculated in function of number of position but in relation of number of employees, because all students and some of the terms are not assigned to a position in HRMS.

Produced by HSF in August 2022

Recruitment and Training

13. Apart from the nationwide entry-level foreign service recruitment processes that took place in 2019 and 2021, what other recruitment processes, competitions, or campaigns have been launched since 2010 to hire foreign service officers at all levels?

14. Broken down by year and by stream, how many new foreign service officers have been recruited into the department over the past 20 years?

See note 5

15. Broken down by year and by stream, what percentage of new foreign service officers occupied positions at GAC prior to joining the foreign service?

See note 5

16. How does GAC determine the number of foreign service officers to recruit as part of each nationwide entry-level recruitment campaign?

GAC determines the number of foreign service officers to recruit based on analysis of data such as the number of funded positions and the number of rotational employees, in all rotational pools and all streams, including taking into account projected promotions, attrition and historical trends of Leave without pay (LWOP) as a non-discretionary measure offered to employees through their condition of employment and part of their collective agreement.

17. What has GAC done specifically over the past 20 years, and what is it doing on an ongoing basis, to ensure that the Canadian foreign service is representative of Canada’s cultural, linguistic, and geographic diversity as well as traditionally underrepresented groups, including women, Indigenous peoples, and visible minorities?

We are committed to an inclusive workplace where all employees feel welcome and comfortable. We have Action Plans to reach compliance with the Employment Equity legislation as well as a larger strategy that focuses on Diversity & Inclusion, Anti-Racism, and Reconciliation. We have also developed the relevant governance structure to support these initiatives namely the Anti-Racism Advisory Committee and a Diversity & Inclusion Council which are part of the larger GAC corporate governance. The Gender Based Analysis+ (GBA+) Guide ensures all key HR practices maintain a GBA+ lens. Every aspect of the staffing process including composition of the Selection boards for recruitment and promotion applies an Employment Equity lens to mitigate biasis. In other cases where significant gap exists, we proceed with specific and targeted hiring and promotion processes to certain groups. There is a sponsorship programme that provides opportunity for racialized groups and Persons with Disabilities to be sponsored by senior management in their career development. So far we have had positive results: increased rates of hiring and promotion for employment Equity groups are now allowing us to reduce gaps in representation (except for Persons with Disabilities). E.g.: Black Canadians represent 4.8% of GAC workforce, and 1.1% of Executives, but 7.6% of new hires in 2021-22, over twice their labour market availability (LMA).

Francophones are well represented at GAC, with about 40% of employees who have French as their first Official Language. Representation in the EX cadre stands at about 20%. We have a number of initiatives to increase the use of both Official Languages in the workplace, from regular OL maintenance available to all employees to ensuring that appointments are made only for those with valid Second Language Evaluation results. Additionally, successful candidates in the Post Secondary Recruitment into the Foreign Service selected from across Canada are provided with training in their second Official Language to ensure that they are bilingual before they are offered a permanent position in Global Affairs Canada.

These are important strides and over time, we are closing these gaps. However, we know we have to do more. How we increase equity groups’ representation in the Foreign Service is part of the department’s ongoing review exercise, The Future of Diplomacy, announced by Minister Joly and former Deputy Minister Morgan in May of this year.

• The objective of this effort is to modernize and strengthen Canada’s capacity to engage globally so that the department remains well equipped to fulfill its mandates in the long term in a rapidly changing world.
• One of the four pillars of the Future of Diplomacy review is “Our people” and focuses on ensuring we are able to recruit, retain and develop a diverse workforce with the qualities and skill sets required to meet the global challenges of today and tomorrow.

18. What specific onboarding training do new foreign service officers receive?

The Foreign Service Onboarding Program (FSOP) is a 2-year integration program designed to equip new Foreign Service Officers (FS-01) with an understanding of how the Canadian Foreign Service, and the unique streams within, contribute to Canada’s place on the global stage. It is a comprehensive program that includes formal training, on-the-job learning, mentoring and practical exercises aimed at fostering a sense of community among the new recruits and at developing their international competencies: Intercultural Proficiency, Resilience and Adaptability, Judgement in a Global Context, Influence and Alliance Building. Before starting in the program, aspiring FS-01s who do not meet the official language requirements are offered full-time official language training on an Ab Initio basis. Once they achieve the required proficiency, they receive a letter of offer as an FS-01.

New FS-01s are assigned to an HQ division at the working level based on their stream: foreign policy and diplomacy, international trade, international assistance, or management, consular affairs, mission operations and emergency management. They then begin their core program consisting of 150 hours of training on GAC’s policy and departmental priorities such as key bilateral relationships, multilateral diplomacy, indigenous issues, as well as training on foundational skills and knowledge including writing, digital engagement, economics, data analysis, GBA+, intercultural effectiveness, etc. Participants are matched with a seasoned GAC mentor and invited to participate in quarterly topical discussions and networking events. Upon completion of the core training, new recruits are assigned to a multidisciplinary peer team to undertake a cross-Canada engagement project aimed at deepening their understanding of Canada and of issues of importance to Canadians. The next level of training occurs in smaller groups of various durations (from two to eight weeks) specific to their assigned stream. Participants are tested for foreign language aptitude and encouraged to consider early career posting assignments that require a foreign language. Upon completion of the 2-year onboarding program, most FSOP participants will seek an overseas posting or a foreign language training assignment.

19. What are the average and median ages of serving foreign service officers?

Data source: HRMS as of June 30, 2014 and March 31 of 2015 to 2022.

Note: Foreign service officers are defined as CBS rotational employees.

Produced by HSF in August 2022

Diplomatic Postings

20. Broken down by year and by stream, over the past 20 years, what percentage of foreign service officers were posted at a mission abroad and what percentage were based in Canada?

Data source: HRMS as of June 30, 2014 and March 31 of 2015 to 2022.

Note: Foreign service officers are defined as CBS rotational employees.

Produced by HSF in August 2022

21. What percentage of Canadian heads of mission posts — and which ones specifically — are currently held by individuals that are not career foreign service officers?

Data source: HRMS as of July 31, 2022 / Source des données: SGRH au 31 juillet 2022.

Note: Foreign service officers are defined as CBS rotational employees.

Produced by HSF in August 2022

22. What percentage of Canadian heads of mission (HOM) posts — and which ones specifically — are currently held by women?

Data source: Posting records as of August 16, 2022

Note: foreign service officers are defined as CBS rotational employees.

Produced by HSF in August 2022

23. Broken down by year and by stream, what percentage of diplomatic postings abroad were occupied by non-career foreign service officers over the past 20 years? Which posts specifically were occupied by such individuals?

Please refer to Annex A.

24. On average, how many years after joining the foreign service is a new foreign officer posted abroad for the first time?

Newly recruited personnel are required to complete their training and gain experience at headquarters before being posted abroad. The number of years at HQ prior to a first posting can vary depending on numerous factors, from operational needs to employee interests.

25. Is there a probationary period for newly hired foreign service officers? If so, how long?

Newly hired foreign service officers external to the public administration are on probation for one year.

Retention and Attrition

26. Over the past 20 years, what percentage of Canadian foreign service officers have left the department after less than five years of service, after less than 10 years, and after a first posting abroad?

See note 5

27. What percentage of foreign service officers have resigned following extended foreign language training? What percentage has resigned following training in a language considered difficult to learn? Which languages?

Since 2014, 72 foreign service officers have resigned. Of those, 1 foreign service officer had a foreign language training assignment during the four years preceding resignation. The language learned was Spanish.

28. What percentage of foreign service officers must complete foreign language training before a posting? In which languages? What percentage has successfully completed foreign language training? What percentage has not?

In the last 5 years, 341 employees - representing 16% of all assignees to all positions abroad - were assigned to intensive foreign language training ahead of a posting in a designated position. Note that a third of all GAC positions abroad (433 of 1297) are designated as requiring foreign language proficiency.

In the last 5 years, 70% of employees who received foreign language training ahead of a posting reached the target level within the established training duration.

Training per Language Delivered in the last 5 years

29. Does GAC conduct exit interviews with foreign service officers resigning from GAC? If so, what are the main reasons cited as contributing to their departures?

Managers are strongly encouraged to conduct exit interviews and GAC provides them with tools and resources to support such discussions. On average between 70% to 75% of departures are employees who leave for retirement and 20% to 25% for career development.

30. Broken down by year and by stream, how many foreign service officers have resigned or retired from GAC in the past 20 years?

Data source: HRMS by Fiscal Year

Note: Foreign service officers are defined as CBS rotational employees.

Produced by HSF in August 2022

31. Broken down by year, what has been the attrition rate in the foreign service over the past 20 years?

Data Source: HRMS extracted on July 31, 2022

Note: Foreign service officers are defined as CBS rotational employees.

Produced by HSF in August 2022

Conditions of Foreign Service

32. Over the past 20 years, apart from repatriation due to the COVID-19 pandemic, what percentage of foreign service officers has ended a posting abroad prematurely? What are the main reasons cited for ending a posting prematurely?

Premature departures vary greatly each year. On average, between 20 to 30 employees annually end their posting abroad prematurely. However, this number can grow in situations of staff evacuations. The main reasons for the premature departure from mission are personal (family or medical reasons) or because of a significant change in local context.

33. How often are the Foreign Service Directives reviewed? What role is played by each stakeholder? Are foreign service officers consulted during the review? If so, how?

The Foreign Service Directives (FSD) are co-developed by participating bargaining agents and public service employers, lead by Treasury Board Secretariat, at the National Joint Council (NJC) of the Public Service of Canada.

Like other Directives, the FSDs are deemed to be part of collective agreements between the parties to the NJC, and as such, undergo regular review. In the last twenty years, the FSDs were reviewed five times, with negotiated updates in effect in 1993, 2002, 2009, 2013 and 2019. The next cyclical review is being planned for 2022.

FSD Cyclical Review Process:

All employees who serve abroad, including foreign service officers, have an opportunity to voice their opinions in advance of the cyclical review. Bargaining agents solicit the views of their members as the unions determine their negotiation position. Departments, including Global Affairs Canada, also seek out employee and hiring managers’ views in barriers to recruitment, retention and posting of qualified people abroad. This informs the proposals GAC champions as the employer side establishes their negotiating position.

34. The 1981 McDougall report on the conditions of foreign service listed several issues regarding spouses of foreign service officers. For example, the report recognized that spouses carry a large “burden of adjustment on every move;” that the rotational system demanded that accompanying spouses give up their careers; and that the rotational system prevented accompanying spouses from accessing unemployment insurance and government pension plans. What percentage of accompanying spouses are currently employed in the country where they are posted? In which countries has this been possible and in which has it not been possible? How many reciprocal spousal employment agreements are in place with other countries and international organizations? What services and benefits are offered to accompanying spouses to support them in their own careers?

Opportunities that are available for accompanying spouses vary significantly depending on numerous factors including their own work experiences. Spouses who are public servant employees are considered as entitled to appointment in priority to all persons when they leave their position to accompany their spouse. These spouses can apply to positions within the public service, including at GAC, and/or be employed on a telework agreement. If both are rotational employees, effort is made to post them to the same mission abroad. To enable spouses to seek work in local economies, GAC has negotiated reciprocal employment arrangements for 90 countries. Spouses could also seek contract employment directly with the mission when opportunities are available, and based on merit and non partisanship. The Department does not track data on spousal employment.

Under the FSDs, accompanying spouses can receive some financial assistance under FSD 17 – Assistance for Spouses or Common-Law Partners. The employer provides specific financial assistance to spouses or common-law partners to assist them in securing employment at post, or upon return to Canada to facilitate re-entry into the Canadian workforce. Expenses covered include membership dues in professional associations, employment counselling, professional CV development, and, in limited instances, professional retraining up to $1,000.

35. The 1981 McDougall report identified that spouses of heads of missions were “unpaid employee[s] of the Canadian government.” Currently, what role are accompanying spouses, particularly spouses of heads of missions, expected to play while posted abroad? / En 1981, le rapport McDougall a souligné que les conjoints des chefs de mission étaient des « employés non rémunérés du gouvernement canadien ». À l’heure actuelle, quel rôle les conjoints accompagnateurs, notamment les conjoints des chefs de mission, doivent-ils jouer lorsqu’ils sont affectés à l’étranger ?

Spouses, including spouses of Heads of mission are not required to play an official role.

36. On average over the past 20 years, what percentage of foreign service officers posted abroad were posted with a non-foreign service officer spouse? Which countries? What percentage of foreign services officers were posted alongside a spouse who was also a foreign service officer? What percentage of foreign service officers posted abroad were single? What percentage of foreign service officers posted abroad were single parents? Please provide gender disaggregated data where possible.

See note 5

37. Has the COVID-19 pandemic resulted in new standard operating procedures regarding duty of care and practical application of the Foreign Service Directives?

Global Affairs continually strives to administer the FSDs in a manner that is employee-focussed, consistent with the intent of the negotiated provisions, all while maintaining the appropriate financial controls expected of a $170-million-dollar program. In the few instances that there is deputy head or managerial discretion identified within the directives, these are applied in a fair, impartial manner to assist both employees and the department.

The challenges brought on by the global impacts of the COVID-19 pandemic affected all aspects of our employees’ lives abroad. Local pandemic conditions, including health care, differed widely from those in Canada, air routes from postings were severely disrupted, and the global shipping industry delayed delivery of the household effects of employees. Where the negotiated Directives could alleviate the challenges employees faced during the pandemic, the provisions were applied, and any departmental discretion was utilized to appropriately minimize impact.

For example, when relocating employees to/from/between posts, authorities were invoked to ensure employees were provided with as much flexibility required at the time as possible. Examples of COVID-related adjustments are:

• Coverage of quarantine expenses, not anticipated within the FSDs;
• Modified shipping methods to provide employees with options that take into consideration the impact the pandemic on the shipping industry;
• Increased allowance for extra baggage for employees going to/from/between posts;
• Increased the number of employees who would qualify for air shipment of household effects due to shipping delays;
• Employees were provided assistance to purchase essential items when their shipments of household effects were significantly delayed;
• Official routings were established to eliminate stop-overs where possible to ensure more direct travel to post;
• Official routings were updated regularly to include alternate options due to the impact COVID 19 has had on the airline industry;
• Costs covered to ensure employees could travel to get the COVID 19 vaccine, if required;
• Reimbursed costs of mandatory COVID 19 testing for relocation travel;
• Reimbursed costs of mandatory COVID 19 testing in schools;
• Amended internal policy to allow more flexibility on the cost of airfare tickets for family reunification travel.

38. Have any duty of care adjustments been made because of “Havana Syndrome”?

The safety and security of Government of Canada staff and dependents is Global Affairs Canada’s top priority.

Following reports of unexplained health symptoms in the spring of 2017 by Canadian diplomats and families posted to Havana, Cuba, a number of adjustments have been made to GAC policies and protocols to respond to the unexplained health incidents (UHI).

In April 2018, the Embassy of Canada to Cuba was designated as a ‘non-accompanied’ post and all dependent family members were removed from Cuba.

Though the causes of UHI remain unknown, a series of mitigation measures have been put in place at the Embassy of Canada to Cuba in line with the potential causes being investigated.

All GAC staff completing official visits, temporary duty assignments or postings to Cuba require baseline medical assessments targeted to the duration of their stay, and participate in a mandatory health and security briefing prior to departure.

Following reports of unexplained health incidents by American diplomats in multiple locations around the world, on October 7^th 2021, a broadcast message to all staff was issued which outlined the symptoms of UHI and how to report. In addition, briefing sessions on UHI were delivered to all Assistant Deputy Ministers, Heads of Mission, and interdepartmental partners and co-locators within GAC’s mission network abroad. Training modules are being delivered on a regular basis to program managers and others departing on posting.

Global Affairs Canada maintain security and health protocols to respond immediately to any unusual events or health symptoms affecting Canadian diplomats and their families around the world.

GAC, the RCMP and other agencies are cooperating with the U.S. government to exchange information on medical collaboration, our respective investigations, and on detection and mitigation measures.

Mission Network

39. Please provide a detailed list, organized by regions of the world, regarding each mission and office that Canada currently operates globally. This should include the number of employees at each mission and office along with the titles of their positions.

Please refer to Annex B.

40. How many co-location agreements does Canada have with other countries as part of its diplomatic network? In which countries does Canada co-locate its diplomatic offices with Athose of other countries?

Please refer to Annex C.

41. In which countries does Canada operationalize consular sharing agreements or memoranda of understanding with other countries?

Please refer to Annex C.

42. During her appearance before the committee on June 9, 2022, Marta Morgan, Deputy Minister of Foreign Affairs, said that Canada’s network of missions abroad supports the international work of 21 other federal departments, three Crown corporations, six provincial governments, six foreign governments, and some international organizations. Please provide a detailed list of the federal, provincial, and international partners using Canada’s network of missions abroad.

Please refer to Annex C.

Amalgamation of DFAIT and CIDA

43. How has GAC’s organizational structure and governance framework changed since the 2013 amalgamation?

Following the decision to amalgamate the Department of Foreign Affairs and the International Trade (DFAIT) and the Canadian International Development Agency (CIDA) in 2013, the two departments were integrated into a single organizational structure. In support of this integration, the new department’s corporate governance model was also merged into a single corporate governance structure, comprised of three level 1 committees (led by deputy ministers) and four level 2 committees (led by assistant deputy ministers). All committees brought together expertise and perspectives of senior managers from across the three business lines, and included representatives from headquarters and the mission network, with the goal of ensuring internal coherence.

In 2019, GAC undertook a review of the corporate governance committee structure to confirm its effectiveness, efficiency and strength as a mechanism for informed decision-making and accountability.

The new structure, which remains in place today, includes two deputy minister-chaired committees (Executive Committee and Performance Measurement Evaluation Committee), as well an external Departmental Audit Committee. Five ADM-chaired committees report to Executive Committee (Security Committee, Financial & Operations Management Committee, Corporate Management Committee, Policy & Programs Committee, and the Diversity and Inclusion Council). This governance structure is designed to provide strategic direction and advice on all areas of policy, programming, planning, and the management of resources of the department.

44. How is the department evaluating the degree to which policy coherence has improved, or not, since the amalgamation?

Global Affairs Canada is conducting a series of four geographical coherence evaluations in order to provide an assessment of the extent to which each geographical branch operates in a coherent manner and to examine the factors that either foster or hinder the ability of streams to collaborate when mandates and outcomes are shared. The department has completed the evaluations of the Africa (WGM), Americas (NGM), and Asia Pacific (OGM) branches, and has recently begun the evaluation of the Europe, Arctic, Middle East & Maghreb (EGM) branch. These evaluations will be followed by a meta-analysis of coherence across the entire department in 2024. Five key factors have been identified as enabling or impeding coherence; these include: Policy and Priority Alignment; Organizational Structure; Branch Leadership; Corporate Systems; and Capacity & Expertise. Of these, Branch Leadership and Capacity & Expertise have been found to have the greatest impact on coherence.

Specific to policy coherence, alignment across international policies and priorities set by the Department were found to be promoting a coherent approach to programming. This was particularly true of the Feminist Foreign Policy and the Feminist International Assistance Policy that linked several priority areas, including gender equality. These policies were found to be supported by a cross-cutting GBA+ approach. It was also found that common priorities articulated across international policies presented opportunities for cross-stream collaboration.

Diplomacy that is Fit-for-Purpose

45. The Minister of Foreign Affairs Briefing Book from October 2021 notes that GAC intends to “move away from the traditional bricks and mortar and embrace more modem engagement methods to drive diplomacy, trade and international development.” What are some of these “modern engagement methods”?

• Global Affairs Canada has an initiative underway called The Future of Diplomacy: Transforming Global Affairs Canada. This includes targeting aspects of our organizational capacity and policy framework with the aim to modernize and strengthen GAC’s capacity to engage globally so that the department remains well equipped to fulfill its mandates in the long term, in a rapidly changing world.
• GAC is not moving away from bricks and mortar, but rather adjusting towards a hybrid model that provides our users the flexibility they need to optimize service delivery on an international scale. The post-pandemic environment is increasingly complex, volatile and challenging: there are new actors and technologies, a rules-based international system at an inflection point, and global issues intrinsically linked to domestic issues. We are increasingly being asked to respond to situations and events that are without precedent using tools, structures and processes designed for a different time.
• GAC’s vision is to position Canada as a global leader through digital enablement and service optimization. Focusing on digital innovation and the sorts of operational optimizations that this innovation enables, GAC has developed a Departmental Plan on Service and Digital (DPSD) as a blueprint to strengthen GAC from the ground up to meet this challenge. The Plan aims to improve how we deliver our services, empower our workforce, and secure our foundation to set a new standard in digitally enabled foreign services, including diplomacy, trade, international development and consular services.
• The digital age has significantly changed the way diplomats interact with one another. Information spreads quickly through social media, which has created unique competition on the international stage. Today’s foreign services are vying for virtual influence, which is part of the reason why GAC is making targeted investments in digital.
• The introduction of digital technologies into the field of international relations has changed the way Canada’s diplomats work. Instead of spending hours in airplanes and hotels, they are now able to communicate with their counterparts by leveraging the internet. The availability of mobile, digital collaboration, and communication tools allows for greater productivity and work flexibility. This shift has prompted a near revolution in scheduling habits and work behaviour, expanding what is possible in terms of diplomatic engagement.

46. How has the COVID-19 pandemic impacted the way GAC engages internationally?

Adjustment to Local conditions and Management efforts

Given Global Affairs Canada (GAC)’s international portfolio, the department was required to react to COVID-19 before it even began to cross Canadian borders. Starting in January 2020, an overarching governance was established to support the business continuity plan and subsequent phased process for the easing of restrictions and workplace reintegration while ensuring adjustment to local conditions in Canada and abroad.

A COVID-19 Task Force composed of assistant deputy ministers and other senior officials was established to lead coordination efforts and provide oversight for GAC’s recovery operations related to the COVID-19 crisis, including decision-making on a broad range of human resources management issues impacting the department’s workforce. Its work focused on the stabilization of GAC’s network, in Canada and abroad, including physical return to workplaces and support for employees working remotely. It integrated relevant policy, employee engagement as well as health, safety and well-being considerations. Matters that were referred to the COVID-19 Task Force for decision included, but were not limited to: the lifting of Foreign Service Directive (FSD) 64 (emergency evacuation) with respect to certain missions and the return of employees in accordance with FSD15; the reintegration of employees to the chancery; approval of decision processes related to assignments in the COVID context; approval of a decision process for vulnerable employees and dependants either evacuated under FSD64 or at mission.

The work of the COVID-19 Task Force also informed additional sub-committees.

• Ad hoc: COVID-19 ADM Committee, Mission Posture Review Committee
• Operational: Occupational Health and Safety Policy Committee (OHSPC); All-hazard Response and Recovery Committee (ARRC)
• Corporate Governance: Corporate Management Committee (CMC); Security Committee (SecCom)

With respect to repatriation efforts for Canada-based staff (CBS) and their dependants at the onset of the pandemic, GAC facilitated access to Health Canada's information on vulnerability criteria for the local mission posture, including criteria for individuals at risk of sever consequences due to COVID, to enable individuals to make informed decisions based on perceived risks to their health. COVID-19 scenarios and medical emergency procedures were also established to ensure the safety of CBS and locally engaged staff (LES).

To support missions, GAC also created the Human Resources Emergency Response Team that was responsible for providing managers and employees with guidance and information on matters related to human resources and COVID-19. GAC also developed guides and tools to support missions abroad which were based on TBS guidelines and the Public Service Occupational Health Program’s General Occupational Health Advisory (COVID-19).

Duty of Care for CBS and LES

As prescribed in the Canada Labour Code, GAC was required to ensure the safety of its CBS and LES employees. Established governance structures, such as those described above, exist to address health and safety matters.

GAC developed a protocol in conjunction with the Public Health Agency of Canada (PHAC) in order to ensure that it was able to evacuate CBS abroad with severe COVID-19 illness. 24/7 case management support was offered to CBS abroad and their families for all critical health incidents and medical events.

In the spring 2021, a Vaccination Team was established at GAC. The team’s mandate was to coordinate a large-scale COVID vaccination campaign for CBS posted abroad, their dependants and LES. This included facilitating access to vaccines for CBS and dependants when in Canada, in collaboration with the Department of National Defence, as well as coordinating the distribution of vaccines where Health Canada-approved vaccines were not available locally (for CBS and LES). The first distribution was completed by June 2021 and subsequent phases happened in the fall of 2021 (including primary series, boosters and pediatrics vaccines). GAC also coordinated PCR testing at missions abroad as part of requirements set by local authorities in some countries. A Voluntary COVID-19 Rapid Antigen Testing Program was also introduced at missions to help stop the spread of COVID-19 at missions abroad, including CBS and LES.

The Foreign Directives

The Foreign Service Directives are co-developed by participating bargaining agents and public service employers, led by TBS, at the National Joint Council of the Public Service of Canada. The provisions are designed to provide a system of allowances, benefits and conditions of employment that, in combination with salary, will enable departments and agencies to recruit, retain and deploy qualified employees in support of government programs outside Canada.

Global Affairs Canada administers the negotiated benefits to its employees posted abroad, along with those of 23 Partner Departments. Most provisions, like other elements of collective agreements, do not provide an option for discretion, alternative interpretations, or an augmentation of the benefits provided. However, some of the provisions do allow a narrow amount of Managerial Discretion, or provide the Deputy head of Foreign Affairs some authorities, typically subject to the concurrence of an interdepartmental committee. Additionally, there is a Special Authority ($10k) delegated to the Deputy head, that can be used to cover some costs to employees resulting from Foreign Service that are not contemplated or prohibited in the text of the Directives.

GAC was as flexible as it could be in administering the FSDs to its employees during COVID, noting the above constraints in authorities.

Evacuation: Almost 500 employees and dependents were evacuated under emergency provisions of the Directives. Typically, the financial support is provided for up to one month; two months exceptionally. Given the uncertainty of the progression of the pandemic, the support was provided for up to 6 months to provide employees with peace of mind as the situation evolved.

Relocation: When relocating employees to/from/between posts during the pandemic many internal procedures were adapted to ensure employees were provided with the flexibly required at the time.

• GAC made use of the Special Authority provided to the Deputy Head that allowed them to cover additional necessary costs such as hotel quarantine and testing during relocation.
• Managerial discretion was applied to provide more employees with air shipments, with funding for additional baggage, as well as with an additional allowance for essential items when the global shipping industry shortages resulted in significant delays of household effects.
• Given the impact on air travel, GAC used its authority to apply flexibility to facilitate employee’s travel, including eliminating previously required stopovers, to minimize COVID exposure and risk to employees.
• Shipping methods were modified to provide employees with options that take into consideration the impact the pandemic had on the shipping industry.
• Additional flexibilities were given to support employees in temporary accommodations upon relocation to the NCR, in light of the difficulty in viewing properties, in finding accommodations, and in removing tenants from their principal residences.
• Applied additional flexibility for employees departing for post from the NCR, given the delays in obtaining passports, and visas as the impact of the pandemic affected these service standards.

Support to COVID19 Vaccine Administration: Supported the Departmental effort by using authorities to financially support vaccine clinics, and travel to neighboring posts to receive COVID 19 vaccine.

Quarantine requirements: GAC continues to provide support for employees who are subject to quarantine restrictions related to COVID 19. By making use of the Special Authority provided to the Deputy Head, the FSDs cover approved quarantine costs for mandatory quarantine following FSD-related travel.

FSD-related travel

GAC sought and received approval to provide flexibly to employees who were posted in countries with travel restrictions allowing us to administer funds for post travel assistance in unusual circumstances.

All this while remaining within the Code of Value and Ethics for the Public Service and within departmental authorities.

The virtual/hybrid model

On March 13, 2020, in response to the pandemic, TBS guided federal employees to work remotely as long as their position/responsibilities allowed it. With a departmental telework policy already in place prior to the pandemic, various tools and resources were already made available to employees as part of the hazard prevention program to mitigate potential health and safety risk associated with telework. While some employees already had the necessary tools to perform their work from a distance, others required basic office equipment to work remotely on a longer-term basis. Virtual technology was prioritized instead of in-person attendance/travel in order to mitigate any risk of possible exposure to COVID-19.

With respect to remote work equipment at missions abroad, GAC implemented risk mitigation measures for the provision of equipment designated by their program managers to work from home. For LES, the provision of equipment for use at home was supported when the HOM has deemed it essential for the continued operations of critical services. With respect to critical services remaining on site and the return to work plan, GAC has implemented a number of preventive measures and safe work practices in alignment with its obligations under Part II of the Canada Labour Code and based on the hierarchy of hazard controls.

Over the course of the pandemic, GAC also purchased infection prevention supplies (i.e. hand sanitizer, gloves, non-medical masks, etc.) for employees.

New training and awareness materials were developed and communicated to all employees to promote safe work practices related to working in the office and remote work during the pandemic. All of these measures have significantly limited the impact on our operational services and business lines abroad, while ensuring the health, safety and wellbeing of our workforce.

47. Is the department considering modifying the current allocation of resources at missions abroad considering how diplomacy was conducted during the COVID-19 pandemic? Are there potential savings involved (e.g. virtual consultations in lieu of travel)?

• With the onset of the COVID-19 pandemic, Canada’s missions abroad and regional offices acted swiftly to adapt their activities in a way that prioritized the health, safety and well-being of our workforce while ensuring excellence in delivering services to Canadians.
• A number of good practices were put in place during the pandemic when in-person engagement was not possible, such as virtual ministerial visits and virtual capital-to-capital engagement or bilateral consultations.
• Virtual meetings have also allowed GAC to expand engagement with officials and stakeholders in places that are remote, costly, or dangerous to visit in person.
• Many of Canada’s diplomatic missions abroad resumed in-person operations in 2021 with the realization that although the virtual world can offer opportunities and benefits for modern diplomatic practice, it is unable to fully replace in-person interactions. And this is furthermore true in regions where remote work and virtual options are not an option for local stakeholders.
• Although the pandemic made some aspects of diplomacy more accessible, it also highlighted gaps in digital access, technology and systems as not all stakeholders are equally equipped to participate in virtual settings.
• Furthermore, diplomats have emphasized the importance of face-to-face interactions for consensus building, cultivating innovation and creativity, fostering trust and networks, finding pathways for informal knowledge sharing, specifically around sensitive topics, for monitoring projects and providing services to Canadians abroad.
• Moving forward, the department is working to strike the right balance between maintaining the benefits of virtual engagement while acknowledging the continued critical importance of physical proximity for the conduct of diplomacy. This includes working on the implementation of a hybrid model for positions in Canada, while maintaining a primarily in person-based approach in Canada’s missions abroad.

48. What specific tools, in particular virtual platforms, has GAC developed or relied upon since the COVID-19 pandemic began to support Canada’s diplomatic, trade, and development objectives internationally?

• The main virtual platform GAC implemented during the pandemic to enable international communications, collaboration and productivity is Microsoft 365. This digital platform includes key applications, such as MS Teams, SharePoint and OneDrive, that permit our users to securely conduct video and voice meetings, share and collaborate on documents from anywhere at any time. It continues to be used by up to 15,500 users (including GAC and partner departments), globally, and has been deemed a ‘mission critical’ system for the department in supporting diplomatic, trade and development objectives internationally. While M365 is the primary platform, there are additional products in the collaboration space which include Webex, and standards-based video conferencing.
• Another important virtual platform rolled out during the pandemic includes Microsoft Dynamics. This platform hosts some key applications such as ORBIS, which is GAC’s new consular and emergency case management system. ORBIS is now the core system that will help our network of officers at missions and Headquarters respond to consular and emergency management situations around the globe. Another MS Dynamics application that has been launched and is currently under broader roll-out includes ECHO, which is a client relationship management system for heads of mission (HOMs) and Foreign Policy and Diplomacy Service (FPDS) teams. Work is also underway to replace the department’s aging Grants and Contributions management system, using M365 and Dynamics, to implement more collaborative and transparent tools in support of program delivery and leverage GAC’s data and analytics platform to enable results-based decision-making. These tools will also help reduce administrative burden and ensure financial stewardship.
• GAC’s Data & Analytics Platform has also been partially rolled out with the deployment of Power BI, which is collection of software services, apps and connectors that work together to turn unrelated sources of data into coherent, visually immersive and interactive insights. These insights directly support Canada’s diplomatic, trade and development objectives internationally when it comes to improving data driven decision making.
• GAC modernized the mission critical New Export Import Control System (NEICS) and New Export Controls On-line (NEXCOL) applications that support the implementation and management of the Minister’s responsibilities under the Export and Import Permits Act (EIPA). The EIPA covers military, dual-use and strategic goods and technology, as well as trade-managed commodities such as agriculture products, softwood lumber/logs, clothing and textile products and steel. These upgraded client-facing trade controls IT systems provide increased business agility, increased service resilience and reliability as well as modern online services for Canadians.
• GAC has also invested in a project called the Virtual Mission Model in order to modernize the international data network and build a secure, cloud-capable, and collaboration-friendly architecture, while enabling digital culture across the Government of Canada internationally. Feedback from international missions is positive. The solution is deployed to 21 international missions to date, and there are plans to continue that momentum over the coming months.
• GAC’s Digital Strategy was developed with the core purpose of modernizing Global Affairs Canada’s operations to ensure that Canada maintains pace with global leaders who have been increasingly investing heavily in digital innovation, and GAC has plans to continue to transform the way Canada delivers these key services internationally. GAC understands that this is more than a technology implementation, but is also a transformative undertaking, which will modernize how it works.

Interdepartmental Coordination

49. How does GAC coordinate with other federal departments that have international divisions, responsibilities, or mandates? With which departments does GAC coordinate?

Most of the policy issues facing the Government of Canada feature an international dimension. As a result, interdepartmental coordination on international issues, within government, takes place on an ongoing basis, at multiple levels, and through a variety of both dedicated and ad hoc mechanisms. Most departments and agencies, and certainly all major ones, have various connection points with Global Affairs Canada in this context.

• At a framework level and in pursuit of its mandate, Global Affairs Canada prepares analysis and advice to contribute to the advancement of multilateral, international, regional and bilateral foreign affairs, trade and international development priorities. It regularly disseminates and consults on these analyses with other departments, with a view to fostering awareness, seeking inputs, and ensuring policy coherence.
• In certain cases, high-profile or deeply cross-cutting international issues (e.g., engaging with the United States, responding to the war in Ukraine, advancing the Sustainable Development Goals, etc.) benefit from dedicated senior-officials coordination tables, chaired or co-chaired by Global Affairs Canada and other departments/agencies (e.g., Privy Council Office). In other cases, Global Affairs Canada may convene departments in pursuit of key foreign policy priorities (e.g., feminist foreign policy).
• Coordination efforts can also heighten in the lead up to major international engagements or milestones (e.g., G7, G20, United Nations General Assembly, World Trade Organization ministerial meetings, free-trade agreement negotiations, etc.), with dedicated coordination tables at times established to cover the life-time of an initiative.
• There is also a long-standing practice of structured interdepartmental engagement, which Global Affairs Canada can either convene or participate in, as departments prepare proposals for Cabinet consideration.
• Finally, on a day-to-day basis, more ad hoc coordination happens at various levels, from desk officer upwards, directly between departments and Global Affairs Canada staff who have responsibility for a particular geographic area, functional/thematic sector of activity (e.g., migration, human rights, health, environment, etc.), or organization.

The following are the Interdepartmental committees in which the International Platform Branch manages. Other Branches within GAC may have their own interdepartmental committees.

Interdepartmental Working Group on Common Services Abroad

The Interdepartmental Working Group on Common Services Abroad (IWGCSA) is the first-level common services abroad governance structure that reports and is accountable to the Assistant Deputy Minister (ADM) Council on Representation Abroad. Committee membership is at the Director-level and representatives from other government departments, co-locators (provinces, crown corporations) and GAC participate as members.

Objectives

• To undertake initiatives identified by the ADM Council on Representation Abroad
• To manage the administrative mechanisms that guide the delivery of common services abroad—for example, the Interdepartmental Memorandum of Understanding (MOU) on Operations and Support at Mission, the Service Delivery Standards and the Cost Recovery Framework
• To provide advice and recommendations to the ADM Council on Representation Abroad
• To serve as the formal dispute resolution body for disputes related to the MO
• To serve as an interdepartmental forum for exchanging information relevant to its membership

The International Platform Branch coordinates with other federal departments that leverage GACs platform abroad through informal meetings as well as more formal governance meetings such as the Interdepartmental Working Group on Common Services Abroad, Missions Committee and The Interdepartmental ADM Council on Representation Abroad who’s mandates are included below. The following federal departments, provinces and Crown Corporations are members of the Platform’s governance bodies:

Missions committee

Mandate

The Missions Committee (MC) is a senior operational committee, the mandate at which is to provide strategic direction & oversight for broad resources & policy issues concerning the mission Network.

It deals with Network policy questions at a strategic level, enhances coherence, provides alignment with Government of Canada priorities and deals with issues affecting missions and the Network as a whole. MC may recommend bringing issues to corporate governance committees such as the Corporate Management Committee (CMC).

Key Responsibilities

• Ensures that resource management & initiatives affecting the Network support Government of Canada goals & objectives.
• Ensures resource management processes for the mission Network are transparent.
• Provides analysis, advice and recommendations to senior management regarding planning & managing change to the Network.
• Provides initial vetting of initiatives related to the resourcing and management of the mission Network before presentation to the corporate governance committees CMC.

The Interdepartmental ADM Council on Representation Abroad

Mandate

• The ADM Council is a senior inter-departmental committee with the mandate of providing strategic direction and oversight for broad resources and policy issues concerning the mission Network and is essential for good governance between Network Partners.
• Dealing with Network policy questions at a strategic level, enhancing coherence, providing alignment with Government of Canada plans and priorities, and dealing with issues affecting missions and the Network as a whole.
• Exchanging information, seeking consensus, advising on the effective and coordinated delivery of common services, including the nature of services, related programs and policies, review of the Interdepartmental MOU, and service standards designed to enable Canada’s representation abroad.
• Support endorsement of new cost recovery rates associated with the provision of common services in the Network, to ensure a sustainable, well-maintained collective International Platform. This includes changes resulting in mass deletions, major downsizing, and financial decisions that could affect the delivery of common services abroad.

Membership

Permanent Members

1. ADM, International Platform Branch (ACM - GAC) – Chair
2. ADM, Operations, Immigration, Refugees and Citizenship Canada (IRCC) – Deputy Chair
3. Chief Financial Officer and Comptroller (IRCC)
4. ADM, Sub-Saharan Africa Branch (WGM)
5. ADM, Europe, Artic, Middle East and Maghreb Branch (EGM)
6. ADM, Americas Branch (NGM)
7. ADM, Asia Pacific Branch (OGM)
8. ADM, Consular, Security and Legal Adviser (JFM - GAC)
9. ADM, Chief Trade Commissioner (BFM-GAC)
10. ADM, Human Resources Branch (HCM)
11. ADM, Corporate Planning, Finance & IT Branch (SCM)
12. ADM, Consular, Security & EM Branch (CFM)
13. ADM, Global Issues & Development Branch (MFM)
14. Deputy Commissioner, Royal Canadian Mounted Police (RCMP)
15. Vice Chief of Defence Staff, Department of National Defence (DND)
16. Assistant Secretary, International Affairs, Treasury Board Secretariat (TBS)
17. ADM, Agriculture and Agri-Food Canada and Canadian Food Inspection Agency (AAFC/CFIA)
18. Vice-President, Canada Border Services Agency (CBSA)
19. Vice President International Business Development, Export Development Canada (EDC)
20. Deputy Chief, Corporate Services, Communications Security Establishment (CSE)
21. ADM, Strategy, Shared Services Canada (SSC)
22. ADM, Public Safety Canada (SOLGEN)
23. Canadian Provinces
24. ADM, Government of Alberta (AB)
25. ADM, Government of Ontario (ON)
26. ADM, Government of Quebec (QC)
27. ADM, Government of British Columbia (BC)
28. ADM, Government of Saskatchewan (SK)

GAC Experts

• Director General, Client Relations and Missions Operations (AFD)
• Director, Client Relations Division (AFR)
• Director General, Chief Information Officer (SID)
• Director General and Deputy Chief Financial Officer (SWD)
• Director General, Physical Resources Bureau (ARD)
• Special Advisor (ACM)
• Director General, Locally Engaged Staff (HLD)
• Director General, FSD Administration Bureau (HED)

50. How many GAC employees, specifically foreign service officers, and at what level, are currently seconded to or are under interchange agreements with other departments and agencies? How many employees from other departments and agencies are currently seconded to or are under interchange agreements with GAC?

Data source: HRMS as of July 31, 2022

Note: Foreign service officers are defined as CBS rotational employees.

Produced by HSF in August 2022

51. Over the past 20 years, broken down by year, how many GAC employees, specifically foreign service officers, and at what level, have been seconded to or have been under interchange agreements with other departments and agencies?

Please refer to Annex D.

52. Over the past 20 years, broken down by year, how many employees from other departments and agencies have been seconded to or have been under interchange agreements with GAC?

Please refer to Annex D.

Responses to questions from AEFA – Annex A, B, D

Annex A

Question 23: Broken down by year and by stream, what percentage of diplomatic postings abroad were occupied by non-career foreign service officers over the past 20 years? Which posts specifically were occupied by such individuals?

Data source: Human Resources Management system (HRMS) as of June 30, 2014 and March 31 of 2015 to 2022

Note: Non-career foreign service officers are defined as CBS non-rotational employees. All positions abroad are considered diplomatic postings.

Produced by HSF in August 2022

Diplomatic Postings Abroad occupied by non-career foreign service officers by year and stream