Program directory · Canadian Intergovernmental Conference Secretariat
Conference Services
- Program code
- BWV01 (CICS)
- Core responsibility
- Intergovernmental Conference Services
- In Departmental Plans
- 2018-19 – 2026-27 · New since an earlier plan
What it does
The Canadian Intergovernmental Conference Secretariat provides continuity of planning and archival services and impartial administrative support, for federal-provincial-territorial and provincial-territorial conferences of first ministers, ministers and deputy ministers, throughout Canada.
Source: the department's Program Inventory, via GC InfoBase.
History and lineage
First appears in GC InfoBase's actual spending by program in 2018-19. The data does not record when a program was created; it may be older than its first appearance here, which is limited by the sources (program spending starts in 2010-11, Departmental Plans in 2018-19).
| Program | Relation | Years with data | Actual spending over those years |
|---|---|---|---|
| Conference Services | This program | 2018-19 – 2028-29 | $31.6M |
No earlier or later program in the same department has a similar name.
Significant changes in scope and budget
Detected from the data: renames between plans, programs it appears to replace, merge with or split into (matched by name), year-over-year changes in spending of at least 25% and $5M, or in employees of at least 20% and 25 FTEs, linked budget measures, and results indicators added or dropped.
| Year | What changed | Source |
|---|---|---|
| 2021-22 | Indicators dropped: Number of innovations in technologies and service delivery implemented out of those identified; Percentage change in number of conferences served by the Canadian Intergovernmental Conference Secretariat annually | Departmental Results Framework (GC InfoBase) |
| 2023-24 | Indicators added: Client satisfaction of key technologies and service delivery | Departmental Results Framework (GC InfoBase) |
| 2023-24 | Indicators dropped: Usage rate of key technologies and service delivery innovations by clients | Departmental Results Framework (GC InfoBase) |
Success criteria
The program's indicators from its department's Departmental Results Framework: the target set in each year's plan, and the result reported the following year. Source: GC InfoBase.
Historical: targets against results
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2023-24 | ≥ 75% | 2024 | 95% | Met |
| 2024-25 | ≥ 75% | 2025 | 95.3% · Used survey feedback to refine hybrid and virtual conference delivery, ensuring services meet the evolving needs of organizers and participants. · Completed a comprehensive program evaluation that informed staff training and deployment strategies to maximize the effectiveness of new systems, tools, and policies. · Introduced and supported new innovations, including enhanced accessibility featur… | Met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | ≥ 90% | 2019 | 92.6% | Met |
| 2019-20 | ≥ 90% | 2020 | 96.8% | Met |
| 2020-21 | ≥ 90% | 2021 | 91.8% | Met |
| 2021-22 | ≥ 90% | 2022 | 89.7% Although this result is slightly below target, it is considered an outstanding success in this fiscal year’s transformational context. The slight shortcoming most likely reflects the challenges faced by our clients as they adapted to the new videoconferencing format and platform. | Not met |
| 2022-23 | ≥ 90% | 2023 | 94.1% | Met |
| 2023-24 | ≥ 90% | 2024 | 95% | Met |
| 2024-25 | ≥ 90% | 2025 | 94.5% • Shifted to a proactive service delivery model by engaging provinces and territories early, enabling clear planning and smooth delivery even during record demand. • Applied the updated Conference Policy to set realistic expectations, align services with available capacity, and maintain service excellence throughout the year. | Met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | ≥ 90% | 2019 | 93% | Met |
| 2019-20 | ≥ 90% | 2020 | 95% | Met |
| 2020-21 | ≥ 90% | 2021 | 88% The satisfaction rate amongst conference delegates reached 88% in 2020-21, a remarkable achievement in an all-virtual mode (including the new videoconferencing format and platform) and at a time of complete transformation of CICS’ operations and services as a result of COVID. | Not met |
| 2021-22 | ≥ 90% | 2022 | 94% Target of 90% or higher was met. | Met |
| 2022-23 | ≥ 90% | 2023 | 95% | Met |
| 2023-24 | ≥ 90% | 2024 | 93% | Met |
| 2024-25 | ≥ 90% | 2025 | 94.8% • Shifted to a proactive service delivery model by engaging provinces and territories early, enabling clear planning and smooth delivery even during record demand. • Applied the updated Conference Policy to set realistic expectations, align services with available capacity, and maintain service excellence throughout the year. | Met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | ≥ 75% | 2019 | 83% | Met |
| 2019-20 | ≥ 75% | 2020 | 83% | Met |
| 2020-21 | ≥ 75% | 2021 | 80% | Met |
| 2021-22 | ≥ 75% | 2022 | 92% | Met |
| 2022-23 | ≥ 75% | 2023 | 93.3% | Met |
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2019-20 | — | 2020 | 7 This indicator measures the number of innovative solutions identified, piloted and implemented in a given year. This demonstrates continuous improvement across all areas of the agency in support of intergovernmental conferences. The pilot project is used as an opportunity to implement an innovative solution in a limited capacity where the impact of failure is limited. | No result reported |
| 2020-21 | s.o. | 2021 | 6 | Met |
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | s.o. | 2019 | -9% | Met |
| 2019-20 | s.o. | 2020 | -5% This indicator identifies the percentage change in the number of conferences served (total and by sector) year-to-year. The nature of the work is cyclical, as such, most Ministers and Deputy Ministers meet with their Federal, Provincial and Territorial counterparts across their respective sector at least once per year. The percentage change in the number of conferences served measures senior leve… | No result reported |
| 2020-21 | s.o. | 2021 | 84 % | Met |
Current: the 2026-27 plan's targets
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 90% | 2027 | — | Planned |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 90% | 2027 | — | Planned |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 90% | 2027 | — | Planned |
Future goals: targets due after 2026-27
No targets with a later due date.
Spending and employees: planned against actual
Spending
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | $4.4M | $4M |
| 2019-20 | $4.4M | $4.1M |
| 2020-21 | $4.3M | $3.4M |
| 2021-22 | $4M | $3.3M |
| 2022-23 | $4.3M | $4.8M |
| 2023-24 | $4.3M | $5.7M |
| 2024-25 | $5.9M | $6.4M |
| 2025-26 | $5.9M | — |
| 2026-27 | $5.1M | — |
| 2027-28 | $5.1M* | — |
| 2028-29 | $5.1M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | 25 | 20 |
| 2019-20 | 25 | 22 |
| 2020-21 | 25 | 20 |
| 2021-22 | 25 | 20 |
| 2022-23 | 25 | 22 |
| 2023-24 | 25 | 27 |
| 2024-25 | 30 | 36 |
| 2025-26 | 30 | — |
| 2026-27 | 25 | — |
| 2027-28 | 25* | — |
| 2028-29 | 25* | — |
Planned spending, plan by plan
Each row is one year's Departmental Plan and its forecast for the next three fiscal years; read a column down to see how the forecast for one year changed. The last row is what was actually spent. Click an amount for its source. Biggest changes in federal spending plans
| Plan | 2018-19 | 2019-20 | 2020-21 | 2021-22 | 2022-23 | 2023-24 | 2024-25 | 2025-26 | 2026-27 | 2027-28 | 2028-29 |
|---|---|---|---|---|---|---|---|---|---|---|---|
| 2018-19 plan | $4,413,409 | $4,413,409 | $4,413,409 | ||||||||
| 2019-20 plan | $4,441,998 | $4,441,998 | $4,441,998 | ||||||||
| 2020-21 plan | $4,301,526 | $4,301,526 | $4,301,526 | ||||||||
| 2021-22 plan | $3,991,758 | $3,991,758 | $3,991,758 | ||||||||
| 2022-23 plan | $4,263,097 | $4,263,097 | $4,263,097 | ||||||||
| 2023-24 plan | $4,263,834 | $4,263,834 | $4,263,834 | ||||||||
| 2024-25 plan | $5,869,907 | $5,882,424 | $4,745,234 | ||||||||
| 2025-26 plan | $5,882,424 | $4,745,234 | $4,745,234 | ||||||||
| 2026-27 plan | $5,135,311 | $5,135,311 | $5,135,311 | ||||||||
| Actual | $3,990,884 | $4,125,601 | $3,369,649 | $3,252,061 | $4,759,875 | $5,741,708 | $6,404,863 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.
