Program directory · Global Affairs Canada
Europe, Arctic, Middle East and Maghreb Policy & Diplomacy
- Department
- Global Affairs Canada
- Program code
- BVB06 (EA)
- Core responsibility
- International Advocacy and Diplomacy
- In Departmental Plans
- 2018-19 – 2024-25 · Appeared and later dropped
What it does
This Program coordinates the work of diplomats in missions throughout the region. Initiatives by these diplomats advance Canada’s values and interests, and implement departmental priorities with respect to the host country, and with respect to regional entities, particularly the European Union and the Arctic Council. Activities include representing Canada at diplomatic events, gathering and disseminating related information; preparing policy recommendations; building networks of interest with government, civil society and other target audiences; engaging in advocacy and digital outreach; cultural diplomacy; and coherent support for Canada’s trade, international assistance, security, consular and other interests. The Program ensures that all missions meet all corporate planning and reporting requirements and ensures that financial and human resources are aligned to serve Canada’s interests in a strategic, efficient and effective manner.
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 |
|---|---|---|---|
| Europe, Arctic, Middle East and Maghreb Policy & Diplomacy | This program | 2018-19 – 2026-27 | $610M |
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 |
|---|---|---|
| 2020-21 | Indicators dropped: Number of reports produced on Women, Peace and Security-related issues that are raised in meetings with stakeholders on Lebanon, Iraq, Jordan and Syria. | Departmental Results Framework (GC InfoBase) |
| 2025-26 | Planned spending $74.3M, against $104M in 2024-25 (−28%). | Latest Departmental Plan |
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 |
|---|---|---|---|---|
| 2019-20 | — | 2020 | 80% In 2019-20 the program adopted a more stringent approach to evaluating the success of advocacy campaigns, taking into account campaign-specific indicators and initiatives. Five campaigns were implemented of which one did not fully meet the set objectives. New target has been determined for the 2020-21 reporting period. | No result reported |
| 2020-21 | ≥ 75% | 2021 | 75% | Met |
| 2021-22 | ≥ 75% | 2022 | 80% | Met |
| 2022-23 | ≥ 75% | 2023 | 80% | Met |
| 2023-24 | ≥ 75% | 2024 | 100% | Met |
| 2024-25 | ≥ 75% | 2025 | 100% | Met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2019-20 | — | 2020 | 67% In 2019-20 the program adopted a more stringent approach to evaluating the success of advocacy campaigns, taking into account campaign-specific indicators and initiatives. Five campaigns were implemented of which one did not fully meet the set objectives. New target has been determined for the 2020-21 reporting period. | No result reported |
| 2020-21 | ≥ 75% | 2021 | 67% COVID-19 protocols and reduced staff due to the global pandemic resulted in fewer activities and, where held, with lower participation. | Not met |
| 2021-22 | ≥ 75% | 2022 | 73% There has been significant improvement from the previous years suggesting more attention being paid to the target setting at missions; however, training will continue in order to further increase results. | Not met |
| 2022-23 | ≥ 72% | 2023 | 78% | Met |
| 2023-24 | ≥ 72% | 2024 | 83% | Met |
| 2024-25 | ≥ 72% | 2025 | 86% | Met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2019-20 | — | 2020 | 26 Due to a change in methodology, only formal reports were recorded in 2019-20, while in the previous year a range of efforts including calls and visits were included. The indicator is under review. | No result reported |
Current: the 2026-27 plan's targets
No indicators in the 2026-27 plan.
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 | $61.3M | $81.4M |
| 2019-20 | $56.3M | $80.4M |
| 2020-21 | $59.2M | $78.9M |
| 2021-22 | $64.5M | $81.3M |
| 2022-23 | $62.3M | $86.7M |
| 2023-24 | $66M | $97.4M |
| 2024-25 | $80.5M | $104M |
| 2025-26 | $74.3M* | — |
| 2026-27 | $74.5M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | 474 | 524 |
| 2019-20 | 588 | 589 |
| 2020-21 | 556 | 602 |
| 2021-22 | 602 | 598 |
| 2022-23 | 627 | 592 |
| 2023-24 | 607 | 659 |
| 2024-25 | 692 | 642 |
| 2025-26 | 674* | — |
| 2026-27 | 674* | — |
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 |
|---|---|---|---|---|---|---|---|---|---|
| 2018-19 plan | $61,286,596 | $58,083,169 | $58,084,964 | ||||||
| 2019-20 plan | $56,250,139 | $56,210,368 | $56,692,507 | ||||||
| 2020-21 plan | $59,178,567 | $56,256,427 | $56,412,291 | ||||||
| 2021-22 plan | $64,454,814 | $64,615,674 | $64,738,223 | ||||||
| 2022-23 plan | $62,251,605 | $62,389,876 | $62,124,137 | ||||||
| 2023-24 plan | $66,028,487 | $65,646,212 | $63,084,814 | ||||||
| 2024-25 plan | $80,463,383 | $74,346,121 | $74,466,659 | ||||||
| Actual | $81,382,511 | $80,375,864 | $78,885,827 | $81,346,179 | $86,734,981 | $97,432,276 | $103,712,670 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.
