Program directory · Global Affairs Canada
Client Relations and Mission Operations
- Department
- Global Affairs Canada
- Program code
- BVF03 (EA)
- Core responsibility
- Support for Canada's Presence Abroad
- In Departmental Plans
- 2018-19 – 2024-25 · Appeared and later dropped
What it does
The Client Relations and Mission Operations Program is responsible for overall management and delivery of common services abroad, strategic workforce planning for the management/consular affairs cadre as a whole, and management the relationship between the department and all partners, co-locators, and foreign governments present in Government of Canada diplomatic and consular missions abroad.
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 |
|---|---|---|---|
| Client Relations and Mission Operations | This program | 2018-19 – 2026-27 | $1.83B |
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 added: Percentage of partner organizations, indicating the resources, infrastructure, and services provided abroad met their needs. | Departmental Results Framework (GC InfoBase) |
| 2020-21 | Indicators dropped: Degree to which, on a scale of 1 to 5, the department cooperates with mission partners to ensure that common service standards are clearly defined and common services are sustainably delivered.; Number of financial transactions per Full Time Equivalent (FTE) processing financial transactions at missions. | 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 |
|---|---|---|---|---|
| 2020-21 | 75% | 2021 | 73% Target was not met due to the impacts of the COVID-19 pandemic on property projects, information technology and remote working support, and human resource processes and FSD services. | No result reported |
| 2021-22 | 75% | 2022 | 74% The target was not met due to the impacts of the COVID-19 pandemic on property projects, information technology and remote working support, human resource processes, and Foreign Service Directives services. The satisfaction level remained relatively stable compared to the previous year. Feedback was communicated to the stakeholders to make adjustments and improvements, as needed. | No result reported |
| 2022-23 | ≥ 75% | 2023 | 76% | Met |
| 2023-24 | ≥ 75% | 2024 | 73% The result narrowly missed the target due to reductions in resources that impacted the missions’ capacity to offer the same standard of common services delivery to clients. | Not met |
| 2024-25 | ≥ 75% | 2025 | 67% Results were affected by a methodological update that assigns equal weight to each survey respondent, reducing bias. A neutral response option (“neither agree nor disagree”) was also introduced, selected by 20% of respondents, which may have reduced forced agreement or disagreement. | Not met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | ≥ 4% | 2019 | — Quality data for this indicator was not available. The indicator will be changed for the 2019-2020 reporting cycle. | No result reported |
| 2019-20 | ≥ 4% | 2020 | — Quality data for this indicator was not available. The indicator will be changed for the 2020-21 reporting cycle. | No result reported |
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2019-20 | — | 2020 | — Quality data for this indicator was not available. The indicator will be changed for the 2020-21 reporting cycle. | 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 | $288M | $240M |
| 2019-20 | $270M | $258M |
| 2020-21 | $292M | $248M |
| 2021-22 | $268M | $247M |
| 2022-23 | $315M | $260M |
| 2023-24 | $271M | $277M |
| 2024-25 | $277M | $301M |
| 2025-26 | $274M* | — |
| 2026-27 | $276M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | 3,617 | 3,816 |
| 2019-20 | 3,644 | 3,658 |
| 2020-21 | 3,375 | 3,385 |
| 2021-22 | 245 | 3,630 |
| 2022-23 | 3,555 | 3,539 |
| 2023-24 | 3,774 | 3,902 |
| 2024-25 | 3,850 | 3,821 |
| 2025-26 | 3,850* | — |
| 2026-27 | 3,850* | — |
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 | $287,608,011 | $271,109,069 | $272,657,206 | ||||||
| 2019-20 plan | $270,044,430 | $271,437,672 | $260,283,920 | ||||||
| 2020-21 plan | $292,432,748 | $274,866,547 | $277,110,060 | ||||||
| 2021-22 plan | $268,022,309 | $270,244,177 | $267,353,154 | ||||||
| 2022-23 plan | $315,304,796 | $313,379,875 | $301,765,832 | ||||||
| 2023-24 plan | $271,105,693 | $259,412,988 | $261,210,836 | ||||||
| 2024-25 plan | $276,513,550 | $274,220,049 | $276,360,030 | ||||||
| Actual | $239,727,003 | $258,315,983 | $247,577,453 | $246,662,487 | $259,943,724 | $277,178,539 | $300,826,153 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.
