2020 to 2023 Departmental Sustainable Development Strategy
Section 1: Context for the Departmental Sustainable Development Strategy Although the Canadian Intergovernmental Conference Secretariat (CICS or Secretariat) is not bound by the Federal Sustainable Development Act and is not required to develop a full departmental sustainable development strategy, the Secretariat adheres to the principles of the Federal Sustainable Development Strategy (FSDS) by implementing the Policy on Green Procurement. The Policy on Green Procurement supports the Government of Canada’s effort to promote environmental stewardship. In keeping with the objectives of the policy, the CICS supports sustainable development by integrating environmental performance considerations into the procurement decision making process through the actions described in the “FSDS goal: Greening Government” table in section 3 of this document. Section 2: Sustainable Development in the Canadian Intergovernmental Conference Secretariat CICS supports federal, provincial and territorial governments in the planning and conduct of senior-level intergovernmental conferences held across Canada, which is a critical component of the workings of the Canadian federation. The interests of all Canadians are represented by their elected governments participating in these intergovernmental conferences. As an institution dedicated to supporting events that give rise to, and support the spirit of cooperation and negotiation among governments, CICS seeks to execute its role to maximum effect, creating an environment conducive to productive discourse and optimal decision-making and promoting a sustainable development culture, to the benefit of all Canadians. The Secretariat is a small organization of about 30 people; all of our employees are located at our headquarters in Ottawa. The focus of CICS’s Sustainable Development Strategy is to take small but effective steps to contribute to the greening of government. Section 3: Commitments for the CICS FSDS goal: Greening Government FSDS target FSDS contributing action(s) Corresponding departmental action(s) Contribution by each departmental action to the FSDS goal and target Starting point(s), target(s) and performance indicator(s) for departmental actions Link to the department’s Program Inventory Actions supporting the Greening Government goal and the Policy on Green Procurement Departments will use environmental criteria to reduce the environmental impact and ensure best value in government procurement decisions Acquire, use, and dispose of goods and services in an environmentally responsible manner Have management processes and controls in place Green procurement incorporates environmental considerations into purchasing decisions and is expected to motivate suppliers to green their goods, services and supply chain. By March 2021, CICS will maximize the use of PSPC procurement instruments such as standing offers and supply arrangements that include environmental criteria Targeted Performance Level: 75% Percentage of internal processes and controls that have been reviewed and updated in order to integrate environmental considerations Targeted Performance Level: 75% CICS will create a green committee. Targeted Performance Level: 1 Intergovernmental Conference Services Support for green procurement will be strengthened, including guidance, tools and training for public service employees Ensure all those with procurement responsibilities have the necessary Training Include FSDS target in performance evaluations By March 2021, CICS will ensure that all staff with procurement responsibilities completed the CSPS training on green procurement. CICS will also require that […]
by Mario Giasson
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Operating context and key risks
Operating context After experiencing several years of increasing conference activity, these meetings have started to level off since a peak in 2016-17, but at a higher annual number than during the previous decade at least. We have seen an increase in first ministers meetings along with meetings that utilize more virtual technologies, such as teleconferencing As governments and senior officials change across Canada, it is important for CICS to maintain and renew its relationships with client governments to actively promote the organization and its services as well as its neutrality. Communication efforts are ongoing in order to sustain the number of intergovernmental conferences we serve CICS has remained at the forefront of providing conference support services through the Modernization of our delivery model and the deployment of innovations, such as our new in-house virtual conferencing studio. This has led to an ever-increasing number of virtual conferences, particularly teleconferences, with simultaneous interpretation in both official languages. The utilization of these virtual conferencing methods allows all Federal-Provincial-Territorial governments to reduce both travel time and costs that are associated with participation. Through the use of new technologies, CICS is proud to continue offering a wide array of conference solutions that respond to these needs. In the next few years, a significant number of the Secretariat’s federal public servants will be eligible to retire. These retirements along with the usual provincial-territorial employee rotations will challenge CICS’ ability to sustain a knowledgeable workforce with the appropriate competencies. Having succession and transition plans in place for key positions, as well as developmental opportunities for those employees with the desire and ability to be promoted within the organization will continue to be a critical strategic priority The attraction and retention of young, ambitious and motivated staff creates a unique challenge for a micro agency such as CICS due to employees’ limited upward mobility within a small organization. The agency now makes use of the Federal Student Work Exchange Program and CO-OP Programs on a regular basis to encourage interest in a public service career. Sustained efforts will be exerted to maintain and improve employee retention by creating an environment conducive to career development and job satisfaction. Risks Risk response strategy and effectiveness Link to Department’s Core Responsibilities Link to departmental priorities Human Resource Management There is a risk that the organization will be unable to sustain an adequate workforce with the appropriate competencies due to a large turnover of staff (retirements & departures, provincial-territorial secondment rotations, peak period staffing), resulting in potential errors, client dissatisfaction, and loss of confidence in the organization. This risk was identified in the 2018-19 DP and continues to be a key risk because in a micro-agency, the departure of even one employee has an impact on the organization. In 2018-19, CICS successfully mitigated this risk through the implementation of its most current Human Resources Plan and Succession Plan for key positions. CICS hired twice as many students and more casual employees to assist over the busy summer period. We have also created […]
by Mario Giasson
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Unaudited Financial Statements 2018-19
Canadian Intergovernmental Conference Secretariat Statement of Management Responsibility Including Internal Control Over Financial Reporting Responsibility for the integrity and objectivity of the accompanying financial statements for the year ended March 31, 2019 and all information contained in these financial statements rests with the management of the Canadian Intergovernmental Conference Secretariat (CICS). These financial statements have been prepared by management using the Government of Canada’s accounting policies, which are based on Canadian public sector accounting standards. Management is responsible for the integrity and objectivity of the information in these financial statements. Some of the information in the financial statements is based on management’s best estimates and judgment, and gives due consideration to materiality. To fulfill its accounting and reporting responsibilities, management maintains a set of accounts that provides a centralized record of the CICS’s financial transactions. Financial information submitted in the preparation of the Public Accounts of Canada, and included in the CICS’s Departmental Results Report, is consistent with these financial statements. Management is also responsible for maintaining an effective system of internal control over financial reporting (ICFR) designed to provide reasonable assurance that financial information is reliable, that assets are safeguarded and that transactions are properly authorized and recorded in accordance with the Financial Administration Act and other applicable legislation, regulations, authorities and policies. Management seeks to ensure the objectivity and integrity of data in its financial statements through careful selection, training and development of qualified staff; through organizational arrangements that provide appropriate divisions of responsibility; through communication programs aimed at ensuring that regulations, policies, standards, and managerial authorities are understood throughout the CICS and through conducting an annual risk-based assessment of the effectiveness of the system of ICFR. The system of ICFR is designed to mitigate risks to a reasonable level based on an ongoing process to identify key risks, to assess effectiveness of associated key controls, and to make any necessary adjustments. The CICS is subject to periodic Core Control Audits performed by the Office of the Comptroller General of Canada (OCG) and uses the results of such audits to comply with the Treasury Board Policy on Financial Management. A Core Control Audit was performed in 2011-12 by the Office of the Comptroller General of Canada (OCG). The Audit Report and related Management Action Plan are posted on the departmental web site here. The financial statements of the CICS have not been audited. André M. McArdle, Secretary Ottawa, Canada August 28, 2019 Brian J. Berry FCPA, FCMA, Assistant Secretary and Chief Financial Officer Ottawa, Canada August 28, 2019 Canadian Intergovernmental Conference Secretariat Statement of Financial Position (Unaudited) As at March 31 (in dollars) 2019 2018 Liabilities Accounts payable and accrued liabilities (note 4) $ 632,507 $ 666,494 Vacation pay and compensatory leave 89,991 91,861 Employee future benefits (note 5) 88,118 87,991 Total liabilities 810,616 846,346 Financial assets Due from Consolidated Revenue Fund 537,296 558,496 Accounts receivable and advances (note 6) 157,479 212,541 Total financial assets 694,775 771,037 Departmental net debt 115,841 75,309 Non-financial assets Prepaid expenses 15,271 […]
by Mario Giasson
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