Program directory · Global Affairs Canada
Emergency Preparedness and Response
- Department
- Global Affairs Canada
- Program code
- BVE02 (EA)
- Core responsibility
- Help for Canadians Abroad
- In Departmental Plans
- 2018-19 – 2024-25 · Appeared and later dropped
What it does
The Emergency Preparedness and Response Program ensures that Canadians abroad receive timely and appropriate emergency consular services, and maintains a whole-of-government capacity to respond to emergencies affecting Canadians and Canadian missions abroad in a timely and coordinated manner. Through the Emergency Watch and Response Centre, the Regional Emergency Management Offices and Canadian missions abroad, it supports continuous monitoring of international events and the coherence and coordination of Canada’s response to emergencies affecting Canadians abroad. It also supports resilience, both at missions and HQ, the development of emergency plans, training, exercises, standard policies and procedures, and information management tools such as the consular case management tool, emergency planning software and a crisis information portal. It maintains the Registry of Canadians Abroad to facilitate timely communication with Canadians abroad during emergencies and provides immediate crisis response, including emergency assistance to affected Canadians.
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 |
|---|---|---|---|
| Emergency Preparedness and Response | This program | 2018-19 – 2026-27 | $186M |
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 | Spending $29.2M, against $13.5M in 2018-19 (+116%). | Actual spending (GC InfoBase) |
| 2020-21 | Indicators added: Number of employees trained and available to deploy in response to a crisis. | Departmental Results Framework (GC InfoBase) |
| 2020-21 | Indicators dropped: Timely response to international emergencies. | Departmental Results Framework (GC InfoBase) |
| 2020-21 | Spending $61.6M, against $29.2M in 2019-20 (+111%). | Actual spending (GC InfoBase) |
| 2021-22 | Spending $7.2M, against $61.6M in 2020-21 (−88%). | Actual spending (GC InfoBase) |
| 2023-24 | Indicators added: Number of employees trained to respond to a crisis. | Departmental Results Framework (GC InfoBase) |
| 2023-24 | Indicators dropped: Number of employees trained and available to deploy in response to a crisis. | Departmental Results Framework (GC InfoBase) |
| 2023-24 | Spending $16.4M, against $6.7M in 2022-23 (+145%). | Actual spending (GC InfoBase) |
| 2024-25 | Employees (FTEs) 79, against 48 in 2023-24 (+65%). | FTEs (GC InfoBase) |
| 2024-25 | Spending $51.3M, against $16.4M in 2023-24 (+214%). | Actual spending (GC InfoBase) |
| 2025-26 | Planned spending $12.9M, against $51.3M in 2024-25 (−75%). | 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
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | To be determined | — | 40,102 calls handled 66,627 e-mails handled 29,646 cases managed Establishing a target for this indicator is not appropriate, as data is dependent on the number and/or intensity of emergencies that occur during the year. | No result reported |
| 2019-20 | Not applicable. | 2020 | 126,446 calls handled 38,435 e-mails handled 7,080 cases managed The number of "cases managed" reflects the number of consular case mangaement files in which an Emergency Watch and Response Centre employee entered a case note into the case management system. | No result reported |
| 2020-21 | — | 2021 | 120,383 calls handled; 152,818 e-mails handled; 6,805 cases managed Establishing a target for this indicator is not appropriate, as data is dependent on the number and/or intensity of emergencies that occur during the year. | No result reported |
| 2021-22 | — | 2022 | 73,834 calls handled 32,530 e-mails handled 11,457 live chats 2,849 text messaging Establishing a target for this indicator is not appropriate, as data is dependent on the number and/or intensity of emergencies that occur during the year. | No result reported |
| 2022-23 | — | 2023 | 85,981 calls handled 80,725 emails handled 20,262 live chats 6,724 other communications (SMS, WhatsApp, Telegram) 2,137 cases managed | No result reported |
| 2023-24 | — | 2024 | 84,455 calls handled, 123,654 emails handled, 19,515 live chats, 14,695 other communications (SMS, WhatsApp, Telegram, Signal), 2,417 cases managed | No result reported |
| 2024-25 | — | 2025 | 92,518 calls handled; 107,053 emails handled; 19,668 live chats; 13,359 other communications (SMS, WhatsApp); 2,153 cases managed | No result reported |
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2023-24 | 1290 people trained and 50 exercises completed | 2024 | 2,096 employees trained; 60 exercises completed | No result reported |
| 2024-25 | 1290 people trained and 50 exercises completed | 2025 | 1,306 employees trained; 62 exercises completed | Met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2020-21 | ≥ 2,300 | 2021 | 2,377 | Met |
| 2021-22 | ≥ 2,300 | 2022 | 1,406 The mission Emergency Management Training program was modernized in 2021-22 and required resources to be redirected. Additionally, in-person visits and exercises were limited due to COVID 19 restrictions. | Not met |
| 2022-23 | 1290 people trained and 50 exercises completed | 2023 | 2,085 staff trained in crisis response and 66 exercises completed. | Met |
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2019-20 | — | 2020 | — 1,566 personnel trained 46 exercises conducted 58 employees trained for SRDT 136 employees trained as surge responders The indicator and methodology were changed in the 2019-20 Departmental Results Framework and Departmental Plan to reflect the number of personnel trained in emergency response and number of exercises completed. | 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 | $10.3M | $13.5M |
| 2019-20 | $9.8M | $29.2M |
| 2020-21 | $9.9M | $61.6M |
| 2021-22 | $9.8M | $7.2M |
| 2022-23 | $10.5M | $6.7M |
| 2023-24 | $10.4M | $16.4M |
| 2024-25 | $12.8M | $51.3M |
| 2025-26 | $12.9M* | — |
| 2026-27 | $10.6M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | 48 | 43 |
| 2019-20 | 44 | 40 |
| 2020-21 | 40 | 45 |
| 2021-22 | 39 | 34 |
| 2022-23 | 26 | 26 |
| 2023-24 | 52 | 48 |
| 2024-25 | 70 | 79 |
| 2025-26 | 69* | — |
| 2026-27 | 68* | — |
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 | $10,343,238 | $10,587,167 | $10,580,843 | ||||||
| 2019-20 plan | $9,802,733 | $9,761,632 | $9,599,935 | ||||||
| 2020-21 plan | $9,902,028 | $9,675,879 | $9,678,070 | ||||||
| 2021-22 plan | $9,841,877 | $9,843,975 | $9,847,177 | ||||||
| 2022-23 plan | $10,478,216 | $10,482,526 | $10,483,855 | ||||||
| 2023-24 plan | $10,376,760 | $10,370,968 | $10,396,726 | ||||||
| 2024-25 plan | $12,807,404 | $12,905,510 | $10,583,261 | ||||||
| Actual | $13,532,515 | $29,232,234 | $61,629,815 | $7,195,392 | $6,682,240 | $16,357,719 | $51,327,968 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.
