Program directory · Global Affairs Canada
Anti-Crime and Counter-Terrorism Capacity Building
- Department
- Global Affairs Canada
- Program code
- BVD06 (EA)
- Core responsibility
- Development, Peace and Security Programming
- In Departmental Plans
- 2018-19 – 2024-25 · Appeared and later dropped
What it does
The Anti-Crime and Counter-Terrorism Capacity Building Programs (The Programs) build local capacity with a particular focus on recipient states in the Middle East, Africa, the Americas and South-East Asia to prevent and respond to global security threats which consequently should reduce the negative impact on Canadians and Canadian interests. Capacity-building takes many forms, including, but not limited to, the provision of training, equipment, and technical and legal assistance to better enable recipient states to prevent and respond to security threats such as transnational organized crime, terrorist activity and violent extremism. The Programs provide Vote 10 grants and contributions to implementing partners, such as International Organizations and non-governmental organizations, with expertise to enhance global security, and to develop resilience to transnational organized crime and terrorism. The Programs are also able to offer Vote 1 funding to other Federal Government Departments to deliver security expertise abroad in support of these priorities. These Capacity Building Programs are designed to be a flexible and responsive mechanism to the ever evolving threats represented by both transnational organized crime and terrorism. The Programs also contribute to strengthened multi-lateral, bilateral and regional relationships supporting diplomatic efforts and advocacy on key Canadian foreign policies championing values of inclusiveness and governance.
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 |
|---|---|---|---|
| Anti-Crime and Counter-Terrorism Capacity Building | This program | 2018-19 – 2026-27 | $541M |
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 |
|---|---|---|
| 2019-20 | Indicators added: Number of Canadian supported interventions taken by partners to prevent, detect and/or respond to crime, terrorism, and the proliferation of weapons, including weapons of mass destruction and related materials. | Departmental Results Framework (GC InfoBase) |
| 2019-20 | Indicators dropped: Number of Canadian supported actions taken by countries and international organizations to prevent, detect and/or respond to crime, terrorism, and the proliferation of weapons and materials of mass destruction. | Departmental Results Framework (GC InfoBase) |
| 2019-20 | Spending $50.3M, against $78.9M in 2018-19 (−36%). | Actual spending (GC InfoBase) |
| 2020-21 | Employees (FTEs) 58, against 20 in 2019-20 (+190%). | FTEs (GC InfoBase) |
| 2020-21 | Indicators added: Number of Canadian supported actions taken by countries and international organizations to prevent, detect and/or respond to crime, terrorism, and the proliferation of weapons and materials of mass destruction. | Departmental Results Framework (GC InfoBase) |
| 2020-21 | Indicators dropped: Number of Canadian supported interventions taken by partners to prevent, detect and/or respond to crime, terrorism, and the proliferation of weapons, including weapons of mass destruction and related materials. | Departmental Results Framework (GC InfoBase) |
| 2021-22 | Indicators added: Number of Canadian supported interventions taken by partners to prevent, detect and/or respond to crime, terrorism, and the proliferation of weapons, including weapons of mass destruction and related materials. | Departmental Results Framework (GC InfoBase) |
| 2021-22 | Indicators dropped: Number of Canadian supported actions taken by countries and international organizations to prevent, detect and/or respond to crime, terrorism, and the proliferation of weapons and materials of mass destruction. | Departmental Results Framework (GC InfoBase) |
| 2021-22 | Spending $66.9M, against $45.9M in 2020-21 (+46%). | Actual spending (GC InfoBase) |
| 2022-23 | Employees (FTEs) 25, against 62 in 2021-22 (−60%). | FTEs (GC InfoBase) |
| 2023-24 | Indicators added: Number of Canadian supported interventions taken by partners to prevent, detect and/or respond to crime and, terrorism. | Departmental Results Framework (GC InfoBase) |
| 2023-24 | Indicators dropped: Number of Canadian supported interventions taken by partners to prevent, detect and/or respond to crime, terrorism, and the proliferation of weapons, including weapons of mass destruction and related materials. | Departmental Results Framework (GC InfoBase) |
| 2023-24 | Spending $137M, against $72.6M in 2022-23 (+88%). | Actual spending (GC InfoBase) |
| 2024-25 | Spending $89.5M, against $137M in 2023-24 (−34%). | Actual spending (GC InfoBase) |
| 2025-26 | Planned spending $59.7M, against $89.5M in 2024-25 (−33%). | 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 |
|---|---|---|---|---|
| 2023-24 | ≥ 90 | 2024 | 1,109 There was a significant increase in 2023-24 due to a change methodology that better reflects the wording and intent of the indicator. | Met |
| 2024-25 | S.o | 2025 | 1,586 | No result reported |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2019-20 | — | 2020 | 118 New target has been determined for the 2020-21 reporting period. | No result reported |
| 2021-22 | ≥ 229 | 2022 | 110 Target not met due to funding issues related to COVID-19 restrictions on travel. The target for this program indicator for 2021-22 is 119 (the cumulative target for the DRF indicator is 229). This will be corrected as of 2023-24. | Not met |
| 2022-23 | ≥ 90 | 2023 | 102 | Met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2020-21 | ≥ 240 | 2021 | 101 The COVID-19 pandemic impacted the ability to put new projects into place and make progress on active projects in 2020-21. | Not met |
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 | $49.8M | $78.9M |
| 2019-20 | $40.3M | $50.3M |
| 2020-21 | $50.5M | $45.9M |
| 2021-22 | $50M | $66.9M |
| 2022-23 | $50.1M | $72.6M |
| 2023-24 | $48.8M | $137M |
| 2024-25 | $80.6M | $89.5M |
| 2025-26 | $59.7M* | — |
| 2026-27 | $59.7M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | 18 | 17 |
| 2019-20 | 18 | 20 |
| 2020-21 | 24 | 58 |
| 2021-22 | 56 | 62 |
| 2022-23 | 22 | 25 |
| 2023-24 | 19 | 24 |
| 2024-25 | 23 | 28 |
| 2025-26 | 23* | — |
| 2026-27 | 23* | — |
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 | $49,832,888 | $33,194,634 | $33,194,468 | ||||||
| 2019-20 plan | $40,297,774 | $40,344,597 | $40,238,944 | ||||||
| 2020-21 plan | $50,457,488 | $40,198,137 | $40,202,898 | ||||||
| 2021-22 plan | $50,035,958 | $50,040,868 | $41,202,343 | ||||||
| 2022-23 plan | $50,086,085 | $41,236,011 | $41,236,778 | ||||||
| 2023-24 plan | $48,826,319 | $48,820,054 | $48,830,658 | ||||||
| 2024-25 plan | $80,586,042 | $59,695,127 | $59,703,806 | ||||||
| Actual | $78,937,891 | $50,341,684 | $45,859,980 | $66,948,893 | $72,647,102 | $136,520,628 | $89,535,420 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.
