Canadian Intergovernmental Conference Secretariat’s 2024–25 Departmental Results Report
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© His Majesty the King in Right of Canada, as represented by the Minister responsible for Canada-U.S. Trade, Intergovernmental Affairs, Internal Trade and One Canadian Economy, 2025, ISSN: 2562-7376
At a glance
This departmental results report details the Canadian Intergovernmental Conference Secretariat’s actual accomplishments against the plans, priorities and expected results outlined in its 2024–25 Departmental Plan.
Key priorities
The Canadian Intergovernmental Conference Secretariat identified the following key priorities for 2024-25:
- Ongoing support of Federal-Provincial-Territorial Government Priorities
- Achieve Service Excellence
- Build and Maintain a Healthy and Strong Workforce
- Efficient Management of Resources
Highlights for the Canadian Intergovernmental Conference Secretariat in 2024-25
- Total actual spending (including internal services): $8,124,909.15
- Total full-time equivalent staff (including internal services): 45
For complete information on the Canadian Intergovernmental Conference Secretariat’s total spending and human resources, read the Spending and human resources section of its full departmental results report.
Summary of results
The following provides a summary of the results the department achieved in 2024-25 under its main areas of activity, called “core responsibilities.”
Core responsibility: Intergovernmental Conference Services
Actual spending: $6,404,862.69
Actual full-time equivalent staff: 36
In the reporting period, Intergovernmental Conference Services effectively supported the delivery of its core mandate, facilitating high-quality services for intergovernmental conferences. With an actual expenditure of $6,404,862.69 and 36 full-time equivalent staff, the service ensured the efficient planning, coordination, and execution of conference operations, including interpretation, documentation, and logistical support.
For more information on the Canadian Intergovernmental Conference Secretariat’s Intergovernmental Conference Services read the ‘Results – what we achieved” section of its departmental results report.
From the Institutional Head
I am pleased to present the Canadian Intergovernmental Conference Secretariat’s (CICS) 2024–25 Departmental Results Report (DRR).
This year marked an important milestone in the Secretariat’s history, as we successfully delivered a record 163 intergovernmental conferences under a hybrid delivery model. By engaging provinces and territories early and adapting resources to meet client needs, CICS ensured that each event was delivered with the highest standard of professionalism and impartiality. Satisfaction levels once again surpassed targets, with 94.5% of organizers and 94.8% of participants reporting positive experiences. These results affirm our role as the conference service provider of choice for senior-level intergovernmental meetings across Canada.
Innovation and inclusivity remained central to our work. Client satisfaction with our technologies and service delivery reached 95.3%, reflecting continued investments in hybrid and virtual conferencing, upgraded cybersecurity, and accessibility enhancements. Guided by the recommendations of our first-ever comprehensive program evaluation, we strengthened governance, streamlined operations, and positioned the Secretariat for long-term sustainability.
CICS also advanced the Government of Canada’s broader priorities in accessibility, reconciliation, and sustainability. We made significant progress in implementing our 2023–25 Accessibility Plan, expanded accessibility supports for both staff and conference participants, and increased client satisfaction with accommodations for in-person conferences from 71% in 2023 to 94% in 2024. Sixty percent of employees completed Indigenous cultural competency training, reflecting our commitment to reconciliation and inclusivity, while 7.1% of our contracting expenditures were awarded to Indigenous businesses, exceeding the government’s 5% target. We also continued to support Canada’s climate action objectives, with 97.7% of in-person and hybrid conferences using remote interpretation to reduce travel emissions, and 88% of hotels booked meeting eco-friendly standards.
While the Secretariat faced challenges, including workforce turnover and the need to operate within the constraints of temporary funding, we mitigated these risks through succession planning, cross-training, and agile staffing strategies. These efforts ensured that service excellence was maintained even during periods of high demand.
Looking ahead, CICS will continue to build on these achievements by reinforcing our capacity to deliver impartial, high-quality conference services, advancing our sustainability and inclusivity commitments, and supporting federal, provincial, and territorial collaboration on issues of importance to Canadians. Our focus on innovation, efficiency, and client service will ensure that we remain a trusted and essential partner in strengthening intergovernmental dialogue.
I extend my sincere thanks to our dedicated staff, clients, and partners for their contributions to another successful year.
Results – what we achieved
Core responsibilities and internal services
Core responsibility: Intergovernmental Conference Services
Description
The Canadian Intergovernmental Conference Secretariat provides continuity of planning and archival services, as well as impartial administrative support, for federal-provincial-territorial and provincial-territorial conferences of First Ministers, Ministers and Deputy Ministers, throughout Canada.
Quality of life impacts
This core responsibility contributes to the “Good Governance” domain of the Quality-of-Life Framework for Canada and, more specifically, “Confidence in institutions,” through all of the activities mentioned in the core responsibility description.
Progress on results
This section details the department’s performance against its targets for each departmental result under Core responsibility 1: Intergovernmental Conference Services
Table 1: Facilitate productive federal-provincial-territorial and provincial-territorial discussions through centralized planning and professionally supported conferences
Table 1 shows the target, the date to achieve the target and the actual result for each indicator under Facilitate productive federal-provincial-territorial and provincial-territorial discussions through centralized planning and professionally supported conferences in the last three fiscal years.
Departmental Result Indicators |
Target |
Date to achieve target |
Actual results |
|---|---|---|---|
Conference organizer satisfaction rate1 |
> 90% |
March 31, 2025 |
|
Conference participant satisfaction rate2 |
> 90% |
March 31, 2025 |
|
Table 2: Continuous innovation in process and service delivery to meet evolving client needs
Table 2 shows the target, the date to achieve the target and actual result for each indicator under Continuous innovation in process and service delivery to meet evolving client needs in the last three fiscal years.
Departmental Result Indicators |
Target |
Date to achieve target |
Actual results |
|---|---|---|---|
Client satisfaction of key technologies and service delivery3 |
> 75% |
March 31, 2025 |
|
The Results section of the Infographic for the Canadian Intergovernmental Conference Secretariat on GC Infobase page provides additional information on results and performance related to its program inventory.
1Proportion of respondents who provide a grade of 4 or 5 out of 5 to a series of interview questions.
2Proportion of respondents who provide a grade of 4 or 5 out of 5 to a series of survey questions.
3Proportion of respondents who provide a grade of 4 or 5 out of 5 to a series of interview questions.
4New indicator in 2023–24, therefore, results from previous years are not available.
Details on results
The following section describes the results for Intergovernmental Conference Services in 2024–25 compared with the planned results set out in the Canadian Intergovernmental Conference Secretariat’s departmental plan for the year.
Facilitate productive federal-provincial-territorial and provincial-territorial discussions through centralized planning and professionally supported conferences
Results achieved
-
Delivered 163 intergovernmental conferences — the highest in CICS history under a hybrid delivery model— while exceeding both satisfaction targets (94.5% for organizers and 94.8% for participants, vs. 90% targets). Breakdown:
- 125 federal-provincial-territorial and 38 provincial-territorial
- 71 in-person/hybrid and 92 virtual
- 96 at the deputy minister/senior official level and 67 at the minister/first minister/vice regal level
-
Fulfilled 97.5% of conference support requests, compared to 84% in 2023-24
- 4 denied requests in 2024-25
- 20 denied requests in 2023-24
- 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.
- Collected detailed cost and workload data through the independent program evaluation and improved financial forecasting, laying the groundwork for a sustainable cost-sharing and recovery model.
Continuous innovation in process and service delivery to meet evolving client needs
Results achieved
- Achieved 95.3% client satisfaction with key technologies and service delivery, exceeding the 75% target and improving on 2023–24’s 95%.
- Expanded client organizer interviews to include broader questions on satisfaction with innovative solutions, covering hybrid logistics, accessibility enhancements, and client suggestions for improvement.
- 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 features, upgraded cybersecurity protocols, and improvements to virtual/hybrid logistics, ensuring a high-quality and inclusive client experience.
Key risks
In 2024–25, CICS focused on mitigating key risks that could affect the delivery of Intergovernmental Conference Services. The highest-rated risk remained a shortage of personnel during peak operational periods due to turnover, retirements, and provincial-territorial employee rotations. This was addressed through workforce planning measures such as succession planning, cross-training, and rapid staffing strategies. The risk of competition from other providers offering similar services was mitigated through the continued promotion of CICS’s unique, impartial role and by strengthening stakeholder relationships. The risk of technology failures affecting conference delivery was addressed by increasing supplier base, maintaining and upgrading technical systems, and ensuring contingency solutions were in place. Additionally, CICS monitored strategic financial risks, including pressures on client budgets and uncertainties in funding allocations, which could influence demand for services and resource availability. These financial risks were mitigated through ongoing dialogue with partners, careful budget management, and prioritization of essential activities.
Resources required to achieve results
Table 3: Snapshot of resources required for Intergovernmental Conference Services
Table 3 provides a summary of the planned and actual spending and full-time equivalents required to achieve results.
Resource |
Planned |
Actual |
|---|---|---|
Spending |
$5,869,907 |
$6,404,862.69 |
Full-time equivalents |
30 |
36 |
The Finances section of the Infographic for the Canadian Intergovernmental Conference Secretariat on GC Infobase page and the People section of the Infographic for the Canadian Intergovernmental Conference Secretariat on GC Infobase page provide complete financial and human resources information related to its program inventory.
Related government priorities
This section highlights government priorities that are being addressed through this core responsibility.
Gender-based analysis plus
CICS remained fully committed to promoting equity, diversity, and inclusion within the organization and continued to raise awareness and encourage learning opportunities among its employees. In 2024–25, the Secretariat advanced the implementation of its 2023–2025 Accessibility Plan by updating onboarding materials to clarify the accommodation process, creating an Accessibility Officer role, and completing key built environment improvements such as installing 13 emergency fire alarm strobes and handrails along long paths of travel. These efforts aim to ensure employees have an accessible workplace where accommodations are available for those facing barriers. Inclusive recruitment practices were strengthened by linking all job postings to accessibility resources and reviewing role descriptions for inclusive language. The Secretariat implemented the Public Service Commission’s review process for staffing actions to enhance fairness and reduce bias in assessment tools, and regularly monitored its employment equity profile to ensure alignment with representation goals for designated groups. Feedback from clients showed notable progress, with satisfaction on fulfilling accessibility accommodations for in-person conferences increasing from 71% in 2023 to 94% in 2024, and virtual conferences maintaining a 100% satisfaction rate. These actions supported a fair and inclusive workplace, contributing to equitable opportunities for all employees. CICS also made some progress on the Clerk’s Call to Action and on the renewed conversation on values and ethics by updating its Code of Conduct.
United Nations 2030 Agenda for Sustainable Development and the Sustainable Development Goals
In 2024–25, the Secretariat advanced Sustainable Development Goal (SDG) 10, Reduce inequalities with a specific focus on target 10.3, Ensure equal opportunity and reduce inequalities of outcome. Sixty percent of CICS employees completed mandatory Indigenous cultural competency training, a significant increase from 2% in 2023–24, contributing directly to the implementation of the United Nations Declaration on the Rights of Indigenous Peoples Act. The Secretariat also exceeded the Government of Canada’s mandatory minimum target for contracts with Indigenous businesses, awarding 7.76% of total contract expenditures to Indigenous suppliers.
CICS supported SDG 12, Ensure sustainable consumption and production patterns, with an emphasis on target 12.7, Promote public procurement practices that are sustainable. By the end of the fiscal year, 100% of procurement and materiel management specialists had completed green procurement training. The organization also expanded recycling initiatives for pens, personal protective equipment, and batteries, and promoted awareness of sustainable development practices among staff.
The Secretariat contributed to SDG 13, Take urgent action to combat climate change and its impacts, focusing on targets 13.2 and 13.3. In 2024–25, 97.7% of in-person or hybrid conferences used remote interpretation through Zoom’s integrated simultaneous interpretation feature, exceeding the 90% target and significantly reducing interpreter travel-related greenhouse gas emissions. Additionally, 88% of hotels booked for staff travel were eco-friendly, and CICS continued to encourage hybrid or electric vehicle rentals where operationally feasible.
More information on the Canadian Intergovernmental Conference Secretariat’s contributions to Canada’s Federal Implementation Plan on the 2030 Agenda and the Federal Sustainable Development Strategy can be found in our Departmental Sustainable Development Strategy.
Program inventory
Intergovernmental Conference Services is supported by the following programs:
- Conference Services
Additional information related to the program inventory for Intergovernmental Conference Services is available on the Results page on GC InfoBase.
Internal services
Description
Internal services refer to the activities and resources that support a department in its work to meet its corporate obligations and deliver its programs. The 10 categories of internal services are:
- Management and Oversight Services
- Communications Services
- Legal Services
- Human Resources Management
- Financial Management
- Information Management
- Information Technology
- Real Property
- Materiel
- Acquisitions
Progress on results
This section presents details on how the department performed to achieve results and meet targets for internal services.
The CICS’ internal services support the organization in meeting its mandate through sound management, prudent resource use, and modernized administrative systems. In 2024–25, CICS focused on strengthening governance, improving operational efficiency, and investing in the people, technology, and processes that enable high-quality service delivery.
The first-ever comprehensive program evaluation was completed this year in partnership with external service providers, governments, and staff. The evaluation reviewed all aspects of resource planning, funding sources, utilization, accountability, and evaluation policies. It also examined the sufficiency of operational policies, cost-effectiveness, and opportunities for innovation in conference delivery. This work provided clear, evidence-based recommendations to eliminate inefficiencies, strengthen governance systems, and guide the agency toward a more sustainable operating model.
In procurement, CICS fully aligned its practices with the Procurement Strategy for Indigenous Business (PSIB) and continued integrating environmental performance considerations as well as procurement accessibility requirements into decision-making. Procurement controls were strengthened to ensure compliance with Treasury Board policies, directives, and guidance. Internal reporting frameworks were also improved, enabling clearer monitoring and accountability for both operational and program-related expenditures.
On the information technology front, CICS advanced its multi-year archive modernization project, making significant progress toward an interactive and accessible archive data retrieval tool. The organization also continued migrating IT services to cloud-based platforms where feasible, improving flexibility, resilience, and service delivery capacity. Investments in updated endpoint equipment and enhanced cybersecurity measures ensured a secure and reliable operating environment for both staff and clients.
In human resources, CICS emphasized recruiting and developing customer service–oriented staff who are adaptable and comfortable using new technologies. The Secretariat continued to foster a healthy and inclusive workplace, promoting mental health, well-being, and work-life balance. Learning opportunities and professional development programs were offered to support operational stability, innovation, and continuous improvement. Work also advanced on implementing inclusive HR practices and addressing key barriers identified in the 2023–25 Accessibility Plan.
Through these initiatives, CICS strengthened its internal capacity, modernized core systems, and reinforced the governance structures that will support long-term organizational sustainability.
Resources required to achieve results
Table 4: Resources required to achieve results for internal services this year
Table 4 provides a summary of the planned and actual spending and full-time equivalents required to achieve results.
Resource |
Planned |
Actual |
|---|---|---|
Spending |
$1,956,636 |
$1,720,046.46 |
Full-time equivalents |
10 |
9 |
The Finances section of the Infographic for the Canadian Intergovernmental Conference Secretariat on GC Infobase and the People section of the Infographic for the Canadian Intergovernmental Conference Secretariat on GC Infobase provide complete financial and human resources information related to its program inventory.
Contracts awarded to Indigenous businesses
Government of Canada departments are required to award at least 5% of the total value of contracts to Indigenous businesses every year.
The Canadian Intergovernmental Conference Secretariat’s results for 2024-25:
Table 5: Total value of contracts awarded to Indigenous businesses¹
As shown in Table 5, the Canadian Intergovernmental Conference Secretariat awarded 7.1% of the total value of all contracts to Indigenous businesses for the fiscal year.
Contracting performance indicators |
2024-25 Results |
|---|---|
Total value of contracts awarded to Indigenous businesses² (A) |
$129,117 |
Total value of contracts awarded to Indigenous and non‑Indigenous businesses³ (B) |
$1,819,421 |
Value of exceptions approved by deputy head (C) |
$0 |
Proportion of contracts awarded to Indigenous businesses [A / (B−C) × 100] |
7.1% |
|
In its 2025–26 Departmental Plan, The Canadian Intergovernmental Conference Secretariat estimated that it would award 5% of the total value of its contracts to Indigenous businesses by the end of 2024–25. In fiscal year 2024-25, CICS exceeded its aspirational target by awarding 7.1% (or $129,117) of its total expenditures to Indigenous businesses.
For contracts over $10,000, contracts with Indigenous businesses were primarily related to IT services (including equipment) and services provided by audiovisual companies. For contracts under $10,000, the expenditure was mainly related to internet services provided on conference sites.
In addition, the Canadian Intergovernmental Conference Secretariat is committed to ensuring that all personnel complete the mandatory Indigenous trainings by the end of 2024–25.
Spending and human resources
-
In this section
Spending
This section presents an overview of the department's actual and planned expenditures from 2022–23 to 2027–28.
Refocusing Government Spending
In Budget 2023, the government committed to reducing spending by $14.1 billion over the next five years, starting in 2023–24, and by $4.1 billion annually after that.
While not officially part of this spending reduction exercise, the Canadian Intergovernmental Conference Secretariat (CICS) will respect the spirit of this exercise by doing the following:
By the nature of its mandate, CICS works to provide economies of scale and an effective and competitive conference service model. The Secretariat maintains 80% of its total reference level as expenses for its program, intergovernmental conference services, and 20% for internal services. Additional favorable impact is expected to be achieved through reinforcing the conference model, promoting the hybrid format, creating an archive data retrieval tool, implementing a conference policy, and implementing the CICS program evaluation recommendations to reduce any inefficiencies.
The Secretariat has implemented technologies and processes to enable remote simultaneous interpretation for all in-person and hybrid conferences. This eliminates the travel costs associated with interpreters attending conferences and contributes to CICS’ sustainable development strategy.
CICS conducted a Program Evaluation with the goal of learning about innovative conferencing technologies, finding efficiencies in processes, and optimizing resources utilization. The Secretariat will leverage insights gained to influence the future of conferencing in the Government of Canada, with the objective of helping reduce conference spending across the nation in the long-term.
The Secretariat will continue to facilitate hybrid conferences, which are comprised of in-person meetings with virtual participation. Hybrid conferencing reduces travel costs and environmental impacts by allowing observers, presenters, and participants to connect remotely from anywhere in the world.
The figures in CICS’ 2024-25 Departmental Plan reflect these reductions.
Budgetary performance summary
Table 6: Actual three-year spending on core responsibilities and internal services (dollars)
Table 6 shows the money that the Canadian Intergovernmental Conference Secretariat spent in each of the past three years on its core responsibilities and on internal services.
Core responsibilities and internal services |
2024-25 Main Estimates |
2024-25 total authorities available for use |
Actual spending over three years (authorities used) |
|---|---|---|---|
Intergovernmental Conference Services |
6,261,234 |
6,459,583 |
|
Internal services |
1,565,308 |
1,734,742 |
|
Total |
7,826,542 |
8,194,325 |
|
Analysis of the past three years of spending
The increase in planned spending for 2024–25 compared to 2022-23 is primarily due to the allocation of $1.6 million in temporary funding provided through Budget 2023. While this funding was mainly designated for Intergovernmental Conference Services, Internal Services has also experienced a rise in planned expenditures to support the program’s expansion and its associated operational costs.
The Finances section of the Infographic for the Canadian Intergovernmental Conference Secretariat on GC Infobase offers more financial information from previous years.
Table 7: Planned three-year spending on core responsibilities and internal services (dollars)
Table 7 shows the Canadian Intergovernmental Conference Secretariat’s planned spending for each of the next three years on its core responsibilities and on internal services.
Core responsibilities and internal services |
2025-26 planned spending |
2026-27 planned spending |
2027-28 planned spending |
|---|---|---|---|
Intergovernmental Conference Services |
5,925,887 |
4,781,464 |
4,781,464 |
Internal services |
1,975,296 |
1,593,821 |
1,593,821 |
Total |
$7,901,183 |
$6,375,285 |
$6,375,285 |
Analysis of the next three years of spending
The anticipated decrease in planned spending for 2026–27 and 2027–28 is mainly the result of the expiry of the $1.6 million in temporary funding allocated through Budget 2023. This funding, which will end in 2025–26, was primarily directed toward Intergovernmental Conference Services. As the initiative scales down, Internal Services is also expected to see a reduction in planned spending, reflecting lower support requirements and associated costs.
The Finances section of the Infographic for the Canadian Intergovernmental Conference Secretariat on GC Infobase offers more detailed financial information related to future years.
Funding
This section provides an overview of the department's voted and statutory funding for its core responsibilities and for internal services. Consult the Government of Canada budgets and expenditures for further information on funding authorities.
Graph 1 summarizes the department's approved voted and statutory funding from 2022-23 to 2027-28.
Text version of graph 1
Graph 1 includes the following information in a bar graph:
Fiscal year |
Statutory |
Voted |
Total |
|---|---|---|---|
2022–23 |
$442,767 |
$5,987,133 |
$6,056,666 |
2023–24 |
$626,397 |
$7,611,290 |
$8,237,687 |
2024–25 |
$531,123 |
$7,615,487 |
$8,146,610 |
2025–26 |
$591,098 |
$7,310,085 |
$7,901,183 |
2026–27 |
$492,727 |
$5,882,558 |
$6,375,285 |
2027-28 |
$492,727 |
$5,882,558 |
$6,375,285 |
Analysis of statutory and voted spending over a six-year period
The financial trend for the Canadian Intergovernmental Conference Secretariat (CICS) over the six-year period from 2022-23 to 2027-28 reflects a temporary increase in funding followed by a return to baseline expenditure levels.
In fiscal year 2022-2023, the total budget was approximately $6.1 million. This increased significantly in 2023-24, with total funding rising to approximately $8.2 million. This increase is largely attributable to the $1.6 million injection of temporary funding announced in Budget 2023, aimed at supporting our core mandate.
This elevated funding level was sustained in 2024-25 at $8.1 million and remained relatively high in 2025-26 at $7.9 million. The increase during these years is primarily driven by higher voted appropriations, while statutory expenditures also saw a modest rise due to the additional FTEs.
Beginning in 2026-27, total funding levels are projected to return to their usual baseline of approximately $6.4 million annually. Both voted and statutory spending are expected to stabilize, indicating the planned conclusion of the temporary initiatives supported by Budget 2023 funding.
Consult the Public Accounts of Canada for further information on the Canadian Intergovernmental Conference Secretariat’s departmental voted and statutory expenditures.
Financial statement highlights
Table 8: Condensed Statement of Operations (unaudited) for the year ended March 31, 2025 (dollars)
Financial information |
2024-25 actual results |
2024-25 planned results |
Difference (actual results minus planned) |
|---|---|---|---|
Total expenses |
9,225,320 |
8,813,173 |
412,147 |
Total revenues |
0 |
0 |
0 |
Net cost of operations before government funding and transfers |
9,225,320 |
8,813,173 |
412,147 |
Analysis of expenses and revenues for 2024-25
The financial year 2024-25 recorded total expenses of $9,225,320, representing an increase of $412,147 compared to the planned expenditures of $8,813,173. This difference reflects a 4.7% rise over the initial projections.
The variance is primarily explained by a significant increase in the number of conferences held during the year. In 2024-25, 163 conferences were delivered, compared to 126 in 2023-24. This notable growth in activity led to a proportional increase in operational costs associated with organizing these events.
Conference-related expenses encompassed several key components, most notably logistics, security, interpretation services, technical support, travel, and the human resources required for event planning and management. As a result, this intensification of activities naturally generated expenditures that exceeded initial estimates.
In summary, although actual expenses surpassed planned amounts, the variance occurred within the context of increased demand and operational activity, reflecting a heightened commitment to the organizational mandate and an expanded delivery of services.
The 2024-25 planned results information is provided in the Canadian Intergovernmental Conference Secretariat’s Future-Oriented Statement of Operations and Notes 2024–25.
Table 9: Condensed Statement of Operations (unaudited) for 2023-24 and 2024-25 (dollars)
Financial information |
2024-25 actual results |
2023-24 actual results |
Difference (2024-25 minus 2023-24) |
|---|---|---|---|
Total expenses |
9,225,320 |
8,364,014 |
861,306 |
Total revenues |
0 |
0 |
0 |
Net cost of operations before government funding and transfers |
9,225,320 |
8,364,014 |
861,306 |
Analysis of differences in expenses and revenues between 2023-24 and 2024-25
The variance between planned and actual results is primarily attributable to higher expenditures in Salaries and Benefits, as well as increased non-salary costs associated with the expanded delivery of senior-level intergovernmental conferences, both virtual and in-person. Total expenses amounted to approximately $9.2 million, representing an increase of roughly $861 thousand compared to the previous year. This rise was mainly driven by a $680 thousand increase in salaries and employee benefits, along with an additional $163 thousand in professional and special services.
Table 10 Condensed Statement of Financial Position (unaudited) as at March 31, 2025 (dollars)
Table 10 provides a brief snapshot of the amounts the department owes or must spend (liabilities) and its available resources (assets), which helps to indicate its ability to carry out programs and services.
Financial information |
Actual fiscal year (2024-25) |
Previous fiscal year (2023-24) |
Difference (2024-25 minus 2023-24) |
|---|---|---|---|
Total net liabilities |
1,010,565 |
1,220,960 |
(210,395) |
Total net financial assets |
566,645 |
1,014,082 |
(447,437) |
Departmental net debt |
443,920 |
206,878 |
237,042 |
Total non-financial assets |
376,115 |
510,621 |
(134,506) |
Departmental net financial position |
(67,805) |
303,743 |
(371,548) |
Analysis of department’s liabilities and assets since last fiscal year
Total liabilities amounted to approximately $1,011 thousand as of March 31, 2025, representing a decrease of $210 thousand (17%) compared to the previous year. The reduction is mainly due to a $457 thousand decrease in accounts payable and accrued liabilities, partially offset by a $246 thousand increase in vacation pay and compensatory leave liabilities. Accounts payable and accrued liabilities accounted for approximately 38% of total liabilities, while vacation pay and compensatory leave represented 53%.
Total net financial assets stood at approximately $567 thousand in 2024-25, reflecting a significant decrease of $447 thousand (44%) from the previous fiscal year. The decline is primarily due to a $439 thousand reduction in amounts due to the Consolidated Revenue Fund and a smaller decrease in accounts receivable and advances.
Total non-financial assets were approximately $376 thousand at year-end 2024-25, marking a decrease of $135 thousand (26%) compared to 2023-24. This decline is largely attributable to a $112 thousand reduction in tangible capital assets and a $22 thousand decrease in prepaid expenses.
Human resources
This section presents an overview of the department’s actual and planned human resources from 2022-23 to 2027-28.
Table 11: Actual human resources for core responsibilities and internal services
Table 11 shows a summary in full-time equivalents of human resources for the Canadian Intergovernmental Conference Secretariat’s core responsibilities and for its internal services for the previous three fiscal years.
Core responsibilities and internal services |
2022–23 actual full-time equivalents |
2023–24 actual full-time equivalents |
2024–25 actual full-time equivalents |
|---|---|---|---|
Intergovernmental Conference Services |
22 |
27 |
36 |
Internal services |
8 |
8 |
9 |
Total |
30 |
35 |
45 |
Analysis of human resources over the last three years
The increase in actual FTEs in 2024-25 compared to 2022-23 is due to eight new positions created through temporary funding provided in Budget 2023. Despite staffing challenges and turnover experienced in 2023-24, the actual FTE count for 2024-25 reached 45, exceeding the funded level of 40 positions. This overage is primarily the result of temporary staffing measures implemented to manage increased operational demands and maintain continuity in service delivery.
Table 12: Human resources planning summary for core responsibilities and internal services
Table 12 shows the planned full-time equivalents for each of the Canadian Intergovernmental Conference Secretariat’s core responsibilities and for its internal services for the next three years. Human resources for the current fiscal year are forecast based on year to date.
Core responsibilities and internal services |
2025–26 planned full-time equivalents |
2026–27 planned full-time equivalents |
2027–28 planned full-time equivalents |
|---|---|---|---|
Intergovernmental Conference Services |
30 |
25 |
25 |
Internal services |
10 |
7 |
7 |
Total |
40 |
32 |
32 |
Analysis of human resources for the next three years
The planned Full-Time Equivalents (FTEs) for 2025-26 includes 8 new positions funded by the temporary additional funding from Budget 2023. This funding and the associated FTEs will be in effect until the end of 2025-26, which explains the decrease of 8 in the planned FTEs to 32 for 2026-27 and 2027-28.
Supplementary information tables
The following supplementary information tables are available on the Canadian Intergovernmental Conference Secretariat’s website:
Federal tax expenditures
The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the Report on Federal Tax Expenditures. This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs as well as evaluations and GBA Plus of tax expenditures.
Corporate information
Departmental profile
Appropriate minister:
The Honourable Dominic LeBlanc
Institutional head:
Ruth J. Onyancha
Ministerial portfolio:
President of the King’s Privy Council for Canada and Minister responsible for Canada-U.S. Trade, Intergovernmental Affairs, Internal Trade and One Canadian Economy
Enabling instrument(s):
The Canadian Intergovernmental Conference Secretariat was established pursuant to an agreement reached at the May 1973 First Ministers’ Conference and was designated a department of the federal government by an Order-in-Council dated November 29, 1973.
Year of incorporation / commencement:
1973
Departmental contact information
Mailing address:
P.O. Box 488, Station ‘A’, Ottawa, Ontario, K1N 8V5
Telephone:
613-995-2341
TTY:
N/A
Fax:
613-996-6091
Email:
Website(s):
Definitions
List of terms
- appropriation (crédit)
- Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
- budgetary expenditures (dépenses budgétaires)
- Operating and capital expenditures; transfer payments to other levels of government, departments or individuals; and payments to Crown corporations.
- core responsibility (responsabilité essentielle)
- An enduring function or role of a department. The departmental results listed for a core responsibility reflect the outcomes that the department seeks to influence or achieve.
- Departmental Plan (plan ministériel)
- A report that outlines the anticipated activities and expected performance of an appropriated department over a 3-year period. Departmental Plans are usually tabled in Parliament in spring.
- departmental priority (priorité)
- A plan, project or activity that a department focuses and reports on during a specific planning period. Priorities represent the most important things to be done or those to be addressed first to help achieve the desired departmental results.
- departmental result (résultat ministériel)
- A high-level outcome related to the core responsibilities of a department.
- departmental result indicator (indicateur de résultat ministériel)
- A quantitative or qualitative measure that assesses progress toward a departmental result.
- departmental results framework (cadre ministériel des résultats)
- A framework that connects the department’s core responsibilities to its departmental results and departmental result indicators.
- Departmental Results Report (rapport sur les résultats ministériels)
- A report outlining a department’s accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.
- Full-time equivalent(équivalent temps plein)
- Measures the person years in a departmental budget. An employee's scheduled hours per week divided by the employer's hours for a full-time workweek calculates a full-time equivalent. For example, an employee who works 20 hours in a 40-hour standard workweek represents a 0.5 full-time equivalent.
- Gender-based Analysis Plus (GBA Plus)(analyse comparative entre les sexes plus [ACS Plus])
- An analytical tool that helps to understand the ways diverse individuals experience policies, programs and other initiatives. Applying GBA Plus to policies, programs and other initiatives helps to identify the different needs of the people affected, the ways to be more responsive and inclusive, and the methods to anticipate and mitigate potential barriers to accessing or benefitting from the initiative. GBA Plus goes beyond biological (sex) and socio-cultural (gender) differences to consider other factors, such as age, disability, education, ethnicity, economic status, geography (including rurality), language, race, religion, and sexual orientation.
- government priorities (priorités pangouvernementales)
- For the purpose of the 2024–25 Departmental Results Report, government priorities are the high-level themes outlining the government’s agenda as announced in the 2021 Speech from the Throne.
- horizontal initiative (initiative horizontale)
- A program, project or other initiative where two or more federal departments receive funding to work collaboratively on a shared outcome usually linked to a government priority, and where the ministers involved agree to designate it as horizontal. Specific reporting requirements apply, including that the lead department must report on combined expenditures and results.
- Indigenous business (entreprise autochtones)
- For the purposes of a Departmental Result Report, this includes any entity that meets the Indigenous Services Canada’s criteria of being owned and operated by Elders, band and tribal councils, registered in the Indigenous Business Directory or registered on a modern treaty beneficiary business list.
- non‑budgetary expenditures (dépenses non budgétaires)
- Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.
- performance (rendement)
- What a department did with its resources to achieve its results, how well those results compare to what the department intended to achieve, and how well lessons learned have been identified.
- performance indicator (indicateur de rendement)
- A qualitative or quantitative measure that assesses progress toward a departmental-level or program-level result, or the expected outputs or outcomes of a program, policy or initiative.
- plan (plan)
- The articulation of strategic choices, which provides information on how a department intends to achieve its priorities and associated results. Generally, a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead to the expected result.
- planned spending (dépenses prévues)
- For Departmental Plans and Departmental Results Reports, planned spending refers to the amounts presented in Main Estimates. Departments must determine their planned spending and be able to defend the financial numbers presented in their Departmental Plans and Departmental Results Reports.
- program (programme)
- An Individual, group, or combination of services and activities managed together within a department and focused on a specific set of outputs, outcomes or service levels.
- program inventory (répertoire des programmes)
- A listing that identifies all the department’s programs and the resources that contribute to delivering on the department’s core responsibilities and achieving its results.
- result (résultat)
- An outcome or output related to the activities of a department, policy, program or initiative.
- statutory expenditures (dépenses législatives)
- Spending approved through legislation passed in Parliament, other than appropriation acts. The legislation sets out the purpose and the terms and conditions of the expenditures.
- target (cible)
- A quantitative or qualitative, measurable goal that a department, program or initiative plans to achieve within a specified time period.
- voted expenditures (dépenses votées)
- Spending approved annually through an appropriation act passed in Parliament. The vote also outlines the conditions that govern the spending.