Publication

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.

Results

The Conference Services branch delivers the Agency’s core responsibility and, consequently, conducts the professional, innovative, and successful delivery of services for senior-level intergovernmental meetings. These meetings contribute to the federal government’s key policy goal of enhancing partnerships with provincial and territorial governments, and Indigenous partners, communities and governments.

Although videoconferencing remained popular, the lifting of the latest restrictions related to COVID-19 resulted in a return to face-to-face conferences; the vast majority of which were in fact hybrid meetings. As this type of conference requires additional human and technical resources, hybrid conferencing resulted in an increase of costs. This was compounded by a significant inflation in prices which increased the average cost of in-person events from approximately $27,000 in 2019‑20 to approximately $42,700 in 2022‑23; This represents a 58% increase in costs over a period of just two years. This considerable increase in costs has had a serious impact on CICS’ ability to financially support the numerous conference requests it received.

The Secretariat had to implement exceptional measures in order to serve as many conferences as possible within its limited resources, such as;

• Reducing the resources assigned to each conference;
• Reducing our client list to focus resources on the most senior meetings, and;
• Limiting financial support for additional services.

Throughout the year and despite the financial challenges outlined above, the Agency demonstrated its capacity to respond, often on short notice, to the very high demand for services, ensuring that they remained relevant, forward-looking and of the highest quality. CICS was able to successfully serve 44 videoconferences and 37 in-person conferences, for a total of 81 events.

Activities and actions were undertaken in 2022‑23 to support the following four priorities, designed to advance the Agency’s core responsibility:

Results achieved

The following table shows the results achieved for Intergovernmental Conference Services. Details include the performance indicators, the targets and target dates for 2022‑23, and the actual results of the three most recent fiscal years for which actual results are available.

Financial, human resources and performance information for the Canadian Intergovernmental Conference Secretariat’s program inventory is available in GC InfoBase.

Budgetary financial resources (dollars)

The following table shows, for Intergovernmental Conference Services, budgetary spending for 2022‑23, as well as actual spending for that year.

Financial, human resources and performance information for the Canadian Intergovernmental Conference Secretariat’s program inventory is available in GC InfoBase.

Human resources (full-time equivalents)

The following table shows, in full‑time equivalents (FTE), the human resources the department needed in order to fulfill its core responsibility for 2022‑23.

Financial, human resources and performance information for the Canadian Intergovernmental Conference Secretariat’s program inventory is available in GC InfoBase.

The Intergovernmental Conference Services utilized three FTEs fewer than what was originally planned due to departures for retirement and attrition.

Internal services

Description

Internal services are groups of related activities and resources that the federal government considers to be services in support of programs and/or required to meet corporate obligations of an organization. Internal services refer to the activities and resources of the 10 distinct service categories that support program delivery in the organization, regardless of the internal services delivery model in a department. The 10 service categories are:

• acquisition management services
• communication services
• financial management services
• human resources management services
• information management services
• information technology services
• legal services
• material management services
• management and oversight services
• real property management services

Results

The Internal Services program supports the Agency in meeting its mandate through sound management and careful stewardship of assets, financial and human resources, and information technology services.

In 2022‑23, Internal Services continued to apply the utmost care and prudence in the handling of public resources as well as monitoring and reporting on its internal control framework. Internal control processes were improved as a result of findings in the completion of an internal control self-assessment. Additionally, internal controls were improved as gaps were found throughout the year. The focus has also been to review the business practices and efficiencies. An example of a major improvement was in the processing of overtime hours, which has resulted in significant efficiencies by utilizing system functionalities and reducing manual intervention.

Internal Services ensured that CICS could navigate the post-pandemic environment throughout 2022‑23. After reviewing lessons learned during the many stages of the pandemic, the Agency’s Business Continuity Plan was revised considerably to reflect the current hybrid work environment and ensure continuity of services in the case of a new disruption. Internal Services also supported the hybrid conference service delivery by providing the required equipment to employees to ensure optimal mobility, and refined processes to enable its workforce to be fully operational outside of the office.

In its commitment to adhere to the 2018 Government of Canada Cloud Adoption Strategy, the Secretariat has started its move away from an on-premises data centre by analyzing its current services and requirements, streamlining where possible, and exploring the feasibility of moving to a Cloud environment. The initial discovery portion of this analysis has been completed and some components, like the transition of our Exchange server to the Cloud, have been successfully implemented. 

Furthermore, CICS continued to promote and encourage learning opportunities to foster a healthy workplace, promote mental health and to cultivate a culture of continuous improvement and innovation. This was accomplished by actively sharing information bulletins and resources with employees, and through encouraging participation in public service activities and learning opportunities. Additionally, bi-monthly group sessions were organized to virtually bring employees together to discuss and raise awareness about mental health, and diversity and inclusion.

Contracts awarded to Indigenous businesses

The Government of Canada is committed to reconciliation with Indigenous peoples and to improving socio‑economic outcomes by increasing opportunities for First Nations, Inuit and Métis businesses through the federal procurement process.

Under the Directive on the Management of Procurement, which came into effect on May 13, 2021, departments must ensure that a minimum of 5% of the total value of the contracts they award are held by Indigenous businesses. This requirement is being phased in over three years, and full implementation is expected by 2024.

Indigenous Services Canada has set the implementation schedule:

• Phase 1 departments: April 1, 2022, to March 31, 2023
• Phase 2 departments: April 1, 2023, to March 31, 2024
• Phase 3 departments: April 1, 2024, to March 31, 2025

The Canadian Intergovernmental Conference Secretariat is a Phase 3 organization; however, it is aiming to achieve the minimum 5% target ahead of the required implementation period of 2024‑25.

The Canadian Intergovernmental Conference Secretariat plans to award contracts to indigenous companies through professional services contracts and through the Shared Services portal for IT equipment. In fiscal year 2022‑23, CICS exceeded its target by awarding 9.3% (or $135,500) of our total expenditures to Indigenous businesses.

Furthermore, the Canadian Intergovernmental Conference Secretariat will ensure that all personnel with contracting authority will complete the mandatory indigenous training by the end of fiscal year 2023‑24.

Budgetary financial resources (dollars)

The following table shows, for internal services, budgetary spending for 2022‑23, as well as spending for that year.

Human resources (full-time equivalents)

The following table shows, in full‑time equivalents, the human resources the department needed to carry out its internal services for 2022‑23.

The CICS internal services utilized an additional FTE above what was originally planned due to the staffing of casuals and students who provided important and needed additional support to the organization.

Spending

Spending 2020‑21 to 2025‑26

The following graph presents planned (voted and statutory spending) over time.

For detailed information see the “Budgetary performance summary for core responsibility and Internal Services” section of this report.

Human resources

The “Human resources summary for core responsibility and internal services” table presents the full-time equivalents (FTEs) allocated to the Canadian Intergovernmental Conference Secretariat’s core responsibility and to internal services.

Human resources summary for core responsibility and internal services

Expenditures by vote

For information on the Canadian Intergovernmental Conference Secretariat’s organizational voted and statutory expenditures, consult the Public Accounts of Canada.

Government of Canada spending and activities

Information on the alignment of the Canadian Intergovernmental Conference Secretariat’s spending with Government of Canada’s spending and activities is available in GC InfoBase.

Financial statements and financial statements highlights

Financial statements

The Canadian Intergovernmental Conference Secretariat’s financial statements (unaudited) for the year ended March 31, 2023, are available on the department’s website.

Financial statement highlights

The variance between planned results and actual results relate to an increase in Salaries and Benefits and an increase in non-salary expenditures related to the expansion in serving senior-level intergovernmental conferences, including videoconferences and in-person conference. The total expenses were approximately $6.7 million, roughly $1.2 million higher than the previous year. The increase was mainly due to an increase by $428 thousand in travel and relocation, $373 thousand in salaries and employee benefits, and $226 thousand in rentals.

The 2022‑23 planned results information is provided in the Canadian Intergovernmental Conference Secretariat’s Future-Oriented Statement of Operations and Notes 2022‑23.

Total liabilities were approximately $994 thousand, an increase of approximately $362 thousand (57%) over the previous year. Accounts payable and accrued liabilities accounted for 71% of these total liabilities, while vacation pay and compensatory leave made up another 22%. The overall increase is mainly due to an enlargement in accounts payable and accrued liabilities, partially offset by a decrease in vacation pay and compensatory leave liabilities, which decreased by $51 thousand.

Total net financial assets were approximately $1,902 thousand as of March 31, 2023, an increase of $1,518 thousand (395%) over the previous year. The overall elevation is mainly attributable to an induction in accounts payable from other government departments due to the Consolidated Revenue Fund, caused by a timing difference in processing invoices and in receiving a provincial contribution.

Total non-financial assets were approximately $148 thousand as of March 31, 2023, an increase of some $143 thousand over the previous year. The increase is mainly due to the tangible capital assets.

The 2022‑23 planned results information is provided in the Canadian Intergovernmental Conference Secretariat’s Future-Oriented Statement of Operations and Notes 2022‑23.

Organizational profile

Appropriate minister: The Honourable Dominic LeBlanc

Institutional head: Ruth J. Onyancha

Ministerial portfolio: Public Safety, Democratic Institutions and Intergovernmental Affairs

Enabling instrument: 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

Raison d’être, mandate and role: who we are and what we do

Information on CICS’ raison d’être, mandate and role is available on the Canadian Intergovernmental Conference Secretariat’s website.

For more information on the department’s organizational mandate letter commitments, see the Minister’s mandate letter.

Operating context

Information on the operating context is available the Canadian Intergovernmental Conference Secretariat’s website.

Reporting framework

The Canadian Intergovernmental Conference Secretariat’s departmental results framework and program inventory of record for 2022‑23 are shown below.

Appendix: definitions

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, organizations or individuals; and payments to Crown corporations.

core responsibility (responsabilité essentielle)

An enduring function or role performed by a department. The intentions of the department with respect to a core responsibility are reflected in one or more related departmental results that the department seeks to contribute to or influence.

Departmental Plan (plan ministériel)

A report on the plans and expected performance of an appropriated department over a 3‑year period. Departmental Plans are usually tabled in Parliament each spring.

departmental priority (priorité)

A plan or project that a department has chosen to focus and report on during the planning period. Priorities represent the things that are most important or what must be done first to support the achievement of the desired departmental results.

departmental result (résultat ministériel)

A consequence or outcome that a department seeks to achieve. A departmental result is often outside departments’ immediate control, but it should be influenced by program-level outcomes.

departmental result indicator(indicateur de résultat ministériel)

A quantitative measure of progress on 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 on a department’s actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.

full‑time equivalent (équivalent temps plein)

A measure of the extent to which an employee represents a full person‑year charge against a departmental budget. For a particular position, the full‑time equivalent figure is the ratio of number of hours the person actually works divided by the standard number of hours set out in the person’s collective agreement.

gender-based analysis plus (GBA Plus) (analyse comparative entre les sexes plus [ACS Plus])

An analytical tool used to support the development of responsive and inclusive policies, programs and other initiatives; and understand how factors such as sex, race, national and ethnic origin, Indigenous origin or identity, age, sexual orientation, socio-economic conditions, geography, culture and disability, impact experiences and outcomes, and can affect access to and experience of government programs.

government-wide priorities (priorités pangouvernementales)

For the purpose of the 2022‑23 Departmental Results Report, government-wide priorities are the high-level themes outlining the government’s agenda in the November 23, 2021, Speech from the Throne: building a healthier today and tomorrow; growing a more resilient economy; bolder climate action; fighter harder for safer communities; standing up for diversity and inclusion; moving faster on the path to reconciliation; and fighting for a secure, just and equitable world.

horizontal initiative (initiative horizontale)

An initiative where two or more federal organizations are given funding to pursue a shared outcome, often linked to a government priority.

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 an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve, and how well lessons learned have been identified.

performance indicator (indicateur de rendement)

A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an organization, program, policy or initiative respecting expected results.

performance reporting (production de rapports sur le rendement)

The process of communicating evidence‑based performance information. Performance reporting supports decision making, accountability and transparency.

plan (plan)

The articulation of strategic choices, which provides information on how an organization 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 those amounts presented in Main Estimates.

A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their Departmental Plans and Departmental Results Reports.

program (programme)

Individual or groups of services, activities or combinations thereof that are managed together within the department and focus on a specific set of outputs, outcomes or service levels.

program inventory (répertoire des programmes)

Identifies all the department’s programs and describes how resources are organized to contribute to the department’s core responsibilities and results.

result (résultat)

A consequence attributed, in part, to an organization, policy, program or initiative. Results are not within the control of a single organization, policy, program or initiative; instead they are within the area of the organization’s influence.

statutory expenditures (dépenses législatives)

Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.

target (cible)

A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.

voted expenditures (dépenses votées)

Expenditures that Parliament approves annually through an appropriation act. The vote wording becomes the governing conditions under which these expenditures may be made.