Publication

Operating Context – 2026-27 Departmental Plan

The Canadian Intergovernmental Conference Secretariat (CICS) enters 2026–27 in a period of transition shaped by fiscal restraint, workforce pressures, and continued shifts in how governments conduct intergovernmental meetings. Conference activity remained strong in 2025–26, continuing the upward trend observed in 2024–25, when CICS supported 163 intergovernmental conferences compared to 126 the previous year. Year over year, conference volumes and meeting complexity have trended upward, with growing demand for hybrid and virtual formats and a higher proportion of complex FPT and Minister-level meetings. These trends suggest that conference activity in 2026–27 will remain high, with corresponding increases in planning demands, technical support needs, and operational pressures even as the results of the Government of Canada’s Comprehensive Expenditure Review may influence the number of conferences CICS is asked to support. This continued fluctuation, driven by clients adapting meeting formats to operational, cost, and accessibility needs, requires CICS to remain flexible in its planning, provide coordinated support across multiple formats, and manage rising operational and staffing pressures.

The completion of the program evaluation and the development of a three year Strategic Business Plan provide a new foundation for strengthening service efficiency and long-term sustainability. In 2026–27, the Secretariat will focus on implementing several structural initiatives, including the new cost sharing and recovery model and the launch of the tripartite governance and conflict resolution framework. These initiatives are designed to support more transparent planning, strengthen collaboration with partners, and ensure CICS can deliver neutral and professional services within its available resource base.

The operating environment continues to present significant challenges. Fiscal restraint measures have placed pressure on CICS’ ability to absorb rising operational costs, maintain essential infrastructure, and respond to periods of high conference demand. The risk of workforce shortages remains elevated due to potential of early retirements, staff departures, staffing delays, and limited mobility within a small organization. These pressures heighten the importance of succession planning, knowledge transfer, and strategic workforce management to sustain critical capacity and maintain service continuity.

CICS also faces operational risks related to digital tools, information management practices, and ongoing client expectations for accessible and efficient meeting support. While the Secretariat continues to maintain reliable systems, modernization efforts must be carefully prioritized in line with available resources. Accessibility considerations are increasingly important in conference planning, and CICS is integrating these elements more systematically while implementing the new 2026 to 2028 Accessibility Plan internally.

At the same time, CICS must adapt to evolving client expectations and shifts in the broader intergovernmental landscape. Partners continue to seek flexible support across multiple conference formats, as well as clearer planning processes and communication channels. Maintaining strong relationships with federal, provincial, and territorial clients remains essential to supporting productive intergovernmental discussions and upholding CICS’ neutrality and relevance.

Despite these challenges, the Secretariat enters 2026–27 with a clear strategic direction and a commitment to strengthening its internal capacity. Key priorities include improving financial stewardship, advancing governance reforms, supporting employees through organizational transition, and refining service delivery processes to enhance efficiency. These efforts will help ensure that CICS continues to provide stable, impartial, and high-quality support for intergovernmental collaboration across Canada.