Section III Priorities, Strategies and Expected Results

B. Business Line Plans

Assistance to Canadians Abroad

Objective

Context

Service is provided 24 hours a day, seven days a week to meet a broad range of needs such as the emergency evacuation of Canadians in danger from natural or man-made disasters or international political crises, assistance during times of injury or bereavement, assistance during child abduction and custody dispute cases, assistance for those kidnapped, arrested or detained in foreign prisons. There has been a continuing increase in the international movement of Canadians attributable to more tourism, business and commercial activity abroad and greater mobility of Canadians visiting relatives in other parts of the world. Older Canadians and those with disabilities or medical problems are also travelling more frequently. Canadians living or travelling abroad also have high expectations of the level of service they can expect.

Increasingly, Canadians are travelling to destinations where health care facilities and modes of transportation are poor in comparison to those in Canada. Canadians travelling abroad also may not understand the difference between Canadian and foreign, legal, social and business systems. Increasing numbers of Canadians travelling abroad are involved in illegal drug activities resulting in imprisonment and possible death sentences. Canadian companies are increasingly active in countries where there are serious security problems (Colombia, Sudan, Algeria). There is a need to educate the travelling population prior to their departure from Canada.

Recognizing that the potential for computer-related Year 2000 problems may be more acute in some countries, the Department is enhancing its consular systems to maintain acceptable levels of service to Canadians abroad. The delivery of consular services is dependent on three factors: an efficient and effective international communications system backed up by appropriate communications services in all countries; fully operational points of service overseas supported by local governmental and other services; and a Consular Affairs Bureau at headquarters being able to communicate with the overseas points of service and/or with the affected Canadians directly.

As the Year 2000 approaches, it is expected that Canadians will be demanding detailed information on the reliability of air transport, financial transfers, medical services and on what Canadian missions will do to assist those in need. It is also anticipated there will be a greater reliance on communications and the ability to reach those travelling abroad. In the event of disaster, Canadians abroad will expect that the Department will be able to assist them with alternative transportation arrangements. As well, significant disruptions to communications systems may increase the demands for financial assistance from Canadians abroad. Finally, it can be expected that if there are significant disruptions in transportation and communication services, there will be increased demand for assistance in locating persons and establishing their well-being.

Strategies and Key Activities

Increase the capacity of headquarters to relieve missions of work during emergencies

• Upgrade and expand the electronic consular management system (COSMOS), currently in operation at over 110 missions and consulates abroad, to include approximately 40 micro missions and 100 honorary consuls.

Improve training for consular officers dealing with such cases as child abductions, deaths and arrests/detentions

• Provide specialized training for personnel who must deal with child abductions, prisoners in foreign jails and the deaths of Canadians abroad.

Improve content, range and distribution of information on safe travel

• Inform Canadians about the potential risks in the countries in which they will be travelling. Key activities will be upgrading the country-specific travel reports to include information on the Year 2000 issue, advising people on how to obtain more detailed information and preparation of a specific Year 2000 publication and the development of contingency plans. Other outreach activities will include reprinting current publications including Bon Voyage But... and Crossing the 49th and increasing the number of travel publications designed to alert the Canadian traveller to areas of danger. These new publications, focusing on travel in China and Japan, will advise travellers of the preparations they need to undertake prior to departure and dangers which they may encounter. Provision of country-specific travel information and cooperation with the travel industry will continue.

Expected Results

Requests for assistance, guidance and advice from or on behalf of Canadians travelling or living abroad, met appropriately and cost-effectively throughout the world

EMERGENCY RESPONSE AND CASE MANAGEMENT

• Upgrading and expanding the system will allow the Department to better track emergency cases (kidnapping, emergency evacuation, abduction, etc.) and facilitate system use by approximately 40 micro missions and 100 honorary consuls. Arrangements have been made with Australia, the United States, the United Kingdom and New Zealand to share services and respond to consular emergencies in the event of Year 2000 associated problems.

QUALITY OF SERVICE

• The Canadian public will receive improved assistance when the Department is dealing with complex cases such as those involving child abduction and/or kidnapping, death of Canadians abroad or detention in foreign prisons.

SAFE TRAVEL

• The provision of country-specific publications and travel information should result in a better informed Canadian travelling population.

Public Diplomacy

Objective

The intended outcome of this business line is to create interest and confidence in Canada abroad and an international public environment favourable to Canada's political and economic interests and Canadian values.

Context

The approach of the new millennium brings increased challenges to the business line. Global mass communications and revolutionary advances in electronic technology are having profound effects on the nature and conduct of international relations. The management of state affairs is more complex than ever given the increased availability, access to and speed and delivery of news and information. With 300 million people expected to be using the Internet by the year 2000, global transparency is destined to increase. Current means of information control and issue management may destabilize as a result of these changes. Canada is faced with an increasingly sceptical public that is demanding more transparency, greater input in the policy process and enhanced accountability from its government. Initiatives concerning Canada's international activities must clearly demonstrate how these activities serve Canadians' interest. Canada's seat on the UN Security Council should help to raise the awareness of the value of Canada's international activities on the domestic front. Bilateral agreements with Norway, Mexico, China and trilateral agreements with the United States and Mexico will emphasize the need for horizontal policy integration.

Preparation for the G-7/G-8 summit and hosting of La Francophonie in September 1999 will require the provision of strategic policy planning support to Canadian ministers and officials. Communications and public advocacy are undertaken abroad on issues which can have an impact on Canada's interests or image abroad.

The Public Diplomacy business line ensures communications with the public through a variety of means, including correspondence, Access to Information and Internet services. It also provides background information on Canada and Canadian domestic and foreign policies in response to inquiries from abroad or within Canada.

The business line also provides the Department's focal point for international aspects of federal-provincial relations, liaison with parliamentarians and for the promotion of Canadian identity. An improved understanding of the Department's role and mandate in the domestic milieu has been created and stronger links are being forged with central agencies through heightened emphasis on Cabinet and Parliamentary Affairs.

Strategies and Key Activities

Project Canada's image and values abroad

• Support Canada's membership on the UN Security Council by ensuring that Canada's key messages are received by important audiences abroad.
• Increase the number of active cultural exporters by 100 firms through specific promotional activities. Introduce a minimum of 150 firms to new markets through the production of market information and specific initiatives. The focus will be on the United States, European and Latin American markets.
• Expand the number of young Canadians participating in youth programs abroad under the Working Holiday and Student Work Abroad program.
• Provide assistance to missions, through the establishment of regular liaison and consultations with geographic divisions, to help promote an image of Canada as a technologically advanced sophisticated society through the provision of electronic and hard copy materials, information kiosks, support for academic and cultural activities, and development of Internet-based materials.
• Invite foreign journalists to Canada in advance of incoming visits of world leaders and outgoing visits of the Governor General, Prime Minister and DFAIT Ministers.

Communicate to Canadians the importance of Canada's role in the world, the international dimensions of the government's priorities as well as the Department's role and the services it provides to Canadians

• Work closely with the national and regional media during Canada's term on the UN Security Council.
• Assist in the planning and implementation of a process of citizen engagement for forthcoming trade liberalization talks.
• Evaluate, select and fund 400 to 500 cultural projects abroad.
• Provide cultural programming needs guidance at the new Berlin chancery to ensure the integration of cultural activities in mission activities.
• Consult with missions and provide them with information to promote Canadian cultural events to their local public.
• Establish an internal Web Advisory Committee to enhance the public utility and effective reach of the Department's presence on the World Wide Web.
• Participate in the National Capital Commission's proposed Rideau Falls "Canada and the World" pavilion, an interpretive facility dedicated to inform the visiting public of Canada's international achievements.
• Undertake a more proactive and comprehensive media outreach program, which includes ethnic and community-based media, by arranging regular briefings by Department Ministers for foreign policy and trade reporters.
• Establish an educational resource Internet site on Canada's SchoolNet to stimulate interest in Canada's international relations.
• Publish a quarterly foreign policy magazine and a bi-monthly international trade newsletter aimed at better informing the general public and exporting community of Canada's international trade and foreign relations.
• Develop communications strategies for marking the fifth anniversary of NAFTA.
• Prepare for cultural consultations with France in the autumn of 1999.
• Implement a series of "Reaching Out to Canadians" events through development of a speakers' program involving Heads of Mission and senior officials, and implementation of the Goodwill Ambassadors Program which will identify ordinary Canadians involved in international activities (peacekeepers, election monitors) and matching them with civil society organizations.
• Establish electronic information kiosks in selected regional passport offices across Canada to enhance public access to information about Canada's role in the world.

Promote international academic and educational linkages

• Internationalize higher education by maintaining and expanding frameworks for academic and institutional exchanges bilaterally and multilaterally; promoting Canada as a desirable destination for international students; developing new ways to facilitate international links; and cooperating with provincial governments and others to advance Canadian interests internationally.

Promote national unity

• Cooperate and consult with provincial and territorial governments in a Team Canada spirit.
• Ensure that provincial government interests are fully factored into decisions on Canadian positions on issues affecting them.
• Promote identity and attachment to Canada among Canadians through increased awareness of Canada's role abroad.
• Ensure that foreign governments are aware of the flexibility and evolution of Canadian federalism, as well as the importance of the continued international role played by a strong and united Canada.

Provide information services to Canadians

• Streamline the process for responding to requests under the Access to Information Act.
• Streamline the process for responding to ministerial correspondence.

Expected Results

Greater public understanding in Canada and abroad of Canadian policies and positions

• Strategic communications assistance for the Minister of International Trade during upcoming trade liberalization talks leading to a better informed Canadian public.
• Comprehensive and balanced coverage of Department activities and better understanding of Department policies at the national and regional level.
• Quarterly publication of the foreign policy magazine Canada World View/Canada: Regard sur le monde, aimed at the general public, leading to a greater understanding of Canadian foreign policy, foreign policy issues and the services offered by the Department.
• Development and issuance of media kits, news releases and public information documents aimed at informing the Canadian public about NAFTA.
• Enhanced Speakers Program and implementation of the Goodwill Ambassadors Program.
• An increased awareness abroad of the strength of Canadian federalism.

International public awareness of Canada's characteristics and accomplishments through cultural, scholarly or comparable event

• Foreign media coverage and live audiences for approximately 4000 Canadian cultural events demonstrating abroad Canadian creativity and excellence.

Increased exports of cultural and educational products and services, including choice of Canada as a destination for foreign tourists and students

• Production of high-quality market information in five specific markets for Canadian firms, increase in the number of active Canadian cultural industries exporters, with approximately 150 firms introduced to new markets.
• Continued and strengthened co-operation in higher education, research and training between Canada, Mexico and the United States, and between Canada and the EU.
• Acceptance, by the provinces, of the value of the federal role in the internationalization of higher education by building academic networks and marketing educational goods and services.
• Assistance in exports of Canadian educational products and services valued in excess of $2.3 billion annually and encouragement to the approximately 100,000 international students coming to Canada annually including the opening of dedicated points of service in Europe, Latin America and the Middle East.
• Increase in the number of young Canadians engaged in reciprocal youth programs.

Executive Services

• Improved response time for requests pursuant to the Access to Information Act.
• Improved response to ministerial correspondence.

Corporate Services

Notes:
Forecast spending in 1998–1999 exceeds planned spending in subsequent years primarily due to reduced spending on property acquisition and construction and projects aimed at ensuring that departmental computer systems are Y2K compliant.

Objective

The intended outcome of this business line is to enable the Department to achieve its mission and objectives through the delivery of cost-effective support services.

Context

Implementation of the human resources strategy is currently the highest priority for this business line. Changes designed to improve performance and the management of the Department's human resources have been prompted by many factors such as the modernization of the public service institution, several years of downsizing, the end of the public service salary freeze, higher rates of attrition among foreign service officers, and the need for new training and a new mix of skills to advance the Department's mission. Service standards and employee consultation will continue to feature prominently when implementing new strategies. We are attempting to forecast future challenges through a task force looking ahead five to 10 years at the "Workforce of the Future."

The rapidly increasing volume of internal communications traffic demands better use of information access and management technology. The SIGNET Renewal Project will provide more reliable Y2K compatible equipment and software throughout the Department and to our missions. Compliance with Y2K preparedness will be supported by contingency plans in Canada and abroad to address the risks posed by computer-generated problems. The MITNET 2000 project will derive efficiencies from new contracts for our voice and data network. The introduction of the Integrated Management System (IMS) will prepare the Department for the implementation of accrual accounting in 2001.

Changing political situations around the world demand adjustments to long-term capital plans including arrangements to reopen the missions in Kinshasa and Lagos, and to relocate a major mission from Bonn to Berlin. Economic uncertainty in Asia has complicated property investment and divestment decisions. We have upgraded our project management system to take account of changing technology and to achieve closer tracking of expenditures. Capital projects are reviewed carefully to ensure compliance with sustainable development objectives. We have launched a review of space guidelines for staff quarters to ensure value for money and simplify administration.

Recent externally driven initiatives such as comptrollership modernization and the devolution of staffing activities, challenge the Department to improve its business planning and with it, its auditing, measurement and reporting of performance. One challenge is to provide training in business planning, accrual accounting and information management systems to managers who make decisions on resource allocation.

To address the responsibility for physical security and personal safety, an ongoing program of security training and awareness remains essential to promote acceptance and understanding of security principles and intelligence issues. Confronted with an explosion of technological devices encouraging espionage and an increase in criminality and potential terrorism in areas where Canadian interests are involved, the Department must identify the array of threats against missions and personnel overseas as well as in Canada, and maintain a technological and human capability to counter threats and define acceptable risks. The recent bombing of the U.S. Embassy in Nairobi, which caused collateral damage to our chancery, has reinforced the message that personal safety remains our number one security priority. The volume of sensitive information handled by the Department demands increased security measures to avoid compromising our information-sharing arrangements with other government agencies and foreign entities. New pressures arise from the expanded use of locally-engaged employees at missions, new communications technologies and software, and the increased threats associated with a global economic downturn.

Strategies and Key Activities

Implement the human resources strategy

• Implement the Universal Classification Standard (UCS).
• Launch the Foreign Service Development Programme (FSDP).
• Assist the Treasury Board in negotiating revised Foreign Service Directives.
• Review competency profiles and departmental rotationality structure.
• Provide greater career opportunities for non-rotational staff.

Improve information management and technology systems

• Implement a renewed global communications network (SIGNET), ensure Y2K compliance of departmental systems and assets and maintain contingency plans at Headquarters and at missions.
• Implement the new Integrated Management System at missions.

Focus on stewardship and strengthened comptrollership

• Strengthen the business planning system to enhance accountability at both missions and Headquarters.
• Provide enhanced training in business planning, financial controls and procedures.
• Revise the PRAS so as to identify sub-business lines and better measurements of performance.
• Maintain a program of ongoing review and audit at headquarters and missions and report to Parliament.
• Prepare for the introduction of accrual accounting, notably in the real property program.

Property and material management

• Formulate a long-range maintenance and investment strategy to deal with increasing maintenance costs and address health and safety concerns, the potential for "rustout" and the increased workload created by aging properties.
• Review the authorities of the Property Standing Order Agreement to speed decision making on procurement and to obtain more value for money.

Physical security and personal safety

• Protect the Department's personnel, assets and information by developing a business resumption plan to deal with emergencies arising from Y2K problems and a changing threat environment.

Expected Results

Effective and efficient delivery of services to the satisfaction of clients within resource, legal and policy constraints

• Implementation of the UCS among all employee groups.
• Development of the new Foreign Service Development Programme.
• Development and implementation of an Employment Equity plan that complies with new legislation.
• Implementation and administration of revised Foreign Service Directives.
• Implementation of, and successful transition to, a renewed Y2K-compliant communications network (SIGNET) by January 1, 2000.
• Performance audits and preparation of advice pertaining to a range of programs and internal cost centres (e.g., the Performance Management Initiative; the Department's sustainable development activities; the International Centre for Canadian Studies; the Canadian Centre for Foreign Policy Development; the Trade Commissioner Service; the Consular Program; Y2K preparedness; the PeopleSoft personnel information and management system; cost recovery practices; physical security; services to the foreign Diplomatic Corps; and programs at selected missions).
• Completion of major capital projects to construct chanceries (Beijing, Geneva, Kingston) and staff quarters compounds (New Delhi, Tokyo) and the initiation of two chancery construction projects (Warsaw, Nairobi); relocation of missions to new rented quarters in Lisbon, Prague, Berlin and Sao Paulo.
• Development and implementation at all missions of a long-range maintenance and investment strategy (the Integrated Property Work Plan) to deal with increasing maintenance costs and revised space guidelines and to streamline the management of staff quarters.

Services to Other Government Departments (OGDs)

Objective

The intended outcome of this business line is to enable other government departments to deliver their programs abroad through the delivery of cost-effective support services.

Context

Requirements of OGDs are an increasingly large component of the Department's operations abroad, with OGD collocation in 131 of our 160 missions and satellite offices. This year, the Export Development Corporation was added to our client list. Approximately 575 Canada-based staff and 1,275 locally engaged staff deliver OGD programs abroad. Annual changes in their program requirements add uncertainty and cost pressures to the Department's property and services program delivery. As the projected net expenditure for services to OGDs represents about one third of the Department's budget spent at missions, this business line serves to distinguish these services from those provided to the Department's own business lines. As local environments at many missions are much more difficult or involve much higher costs than those found in Canada, this line also includes support services not provided to employees in Canada thus enabling OGDs to better accomplish their program objectives.

Key Plans and Strategies

Provide more effective support to OGDs at missions abroad

• Improve information management technology systems serving missions.
• Implement service standards and consultative arrangements to better serve OGD requirements.

Expected Results

Effective and efficient delivery of services to the satisfaction of clients within resource, legal and policy constraints

• Development of a new common services agreement, accompanied by clear service standards, that yields a standardized and more equitable costing formula for sharing development and collocation costs with OGDs notably on major property projects.
• Earlier identification of OGD program initiatives at missions, and improved planning in response to these initiatives.

Passport Services

Totals may not add due to rounding

Notes:
Forecast gross expenditures in 1998–99 are high due to the inclusion of $15 million for the implementation of the automated passport production system (IRIS) and $4.4 million for the passport card.

Objective

The intended outcome of this business line is to provide Canadians with internationally respected travel documents and client services that meet or exceed published service standards.

Context

The security and integrity of the passport document and process are vital to everything the Passport Office does. The Passport Office will produce more than 1.6 million secure travel documents in 1999–2000, an increase of 2.5 percent over the production forecast for 1998–99 and an ongoing annual increase of at least 2.5 percent until 2001–2002. The globalization of the world's economy has increased demand for passports by Canadian business personnel. The increasing desire of Canadians to carry a passport, even for short periods of travel to the United States is another factor related to the 2.5 percent increase as well as an increase in the ability of the aging Canadian population to travel for pleasure. In order to meet the forecast increase in demand for travel documents, the Department will be implementing an automated passport production system in 1999–2000. The Department will be expanding its points of service through external strategic alliances. Integrity of the documents produced will continued to be ensured.

Strategies and Key Activities

Alternative Service Delivery

• Improve client service delivery at the Passport Office by actively seeking partnerships to extend services in regions where the Passport Office is not yet represented and by offering single-window service in alliance with other departments and other levels of government.

Technology

• An automated production system (IRIS) will be implemented in 1999–2000. The system will capture, archive and also digitize images. It will offer automated data retrieval, automatic renewals and also card production to substitute or supplement booklets. Passports currently are generated using a manual production process.

Re-engineering of Passport Application Processes

• The Passport Office will introduce new, simplified passport application forms.

Expected Results

Internationally respected travel documents and client services that meet or exceed published service standards

• Increased points of service for Canadians through the implementation of Alternative Service Delivery mechanisms including the use of Canada Post and other facilities for the drop-off and verification of passport applications.
• Simplified application forms will serve Canadians by reducing the administrative burden associated with completion.
• The introduction of IRIS will improve the Passport Office's efficiency and result in the production of travel documents which are more compatible with international standards.
• Faster service, available at an extra charge, for quicker production of travel documents will facilitate last-minute business and pleasure travel.

C. Consolidated Reporting

Legislative and Regulatory Initiatives

Legislation and Regulations

The Export Control List (ECL) made pursuant to the Export and Import Permits Act.
To ensure that Canada fulfills its commitments and obligations to the various export control regimes by controlling the export of sensitive goods and technology through a system of export permits.

Expected Results:

Demonstrated commitment to export control regimes and Canada's commitments to reduce the proliferation of various types of weapons; ensured effective administration of non-proliferation export controls.

Sustainable Development Strategies

The Department's sustainable development strategy, Agenda 2000, was tabled in the House of Commons on December 10, 1997. The Department is now committed to integrating economic growth, social development and environmental protection into all foreign policy activities and to ensuring progress on all three fronts.

Agenda 2000 has four main goals:

• contributing to economic growth and prosperity;
• building peace and security;
• projecting those Canadian values and culture which support social values; and
• greening of the Department's own operations.

Included in these four goals, are 52 agenda items for action, each accompanied by milestone indicators.

Implementation

Future Priorities

In December 2000, the Department must table its second sustainable development strategy. The coming year will be devoted to preparing a communications and consultation plan, completing an outline of the draft strategy and proceeding through the first stage of review and consultation on meeting its commitments in Agenda 2000. It will simultaneously identify new initiatives. Among the major milestones identified so far are the following:

Economic Growth and Prosperity

• Ensure implementation of the Sustainable Cities Action Plan, in collaboration with Environment Canada, and the environmental goods and services liberalization agreement pursuant to commitments made by APEC leaders.
• Coordinate the government's position with respect to the Sustainable Cities Initiative created under the auspices of the National Round Table on the Environment and Economy.
• Strive for the development of organizational practices and procedures in the activities of the Organization of American States in a manner that would integrate sustainable development values, methodologies and practices, while serving as a member of the Special Working Group on the Modernization and Strengthening of the OAS.
• Press the European Bank for Reconstruction and Development to prepare an annual environmental assessment of the impact of its funding decisions on social and economic development in Eastern Europe.

Building Peace and Security

• Develop, oversee and evaluate peacebuilding initiatives for funding in collaboration with CIDA. The Peacebuilding Fund focuses on overseas projects that will be delivered chiefly by NGOs, universities and others in the non-governmental sector. The objective this year will be a series of rapid-response, innovative projects implemented by Canadian and foreign organizations that contribute effectively to peace and reconciliation in countries of conflict.

Canadian Values and Culture, Which Support Social Values

• Coordinate Canadian participation in the upcoming UN Special Session (2000) which will be devoted to a five-year review of the World Summit for Social Development.

Greening of the Department's Own Operations

• Implement the Department's Environmental Management System by the end of 2000.
• Develop training programs and awareness briefings for heads of missions, directors, entry-level officers, mission administrative officers and property management officers on sustainable development, strategic policy assessment and other specific issues. Training modules will be made available through the virtual campus on the Department's Intranet.