Future-Oriented Statement of Operations 2025-26
Canadian Intergovernmental Conference SecretariatFuture-Oriented Statement of Operations (unaudited) ISSN 3111-0363 For the Year Ended March 31 (in dollars) Forecast Results for 2024-25 Planned Results for 2025-26 Expenses Intergovernmental Conference Services Internal Services 6,649,410 2,394,636 6,591,467 2,324,261 Total expenses 9,044,046 8,840,728 Revenues Sharing cost agreement – Transfers received from the provincial governments Revenues earned on behalf of government 1,230,200 (1,230,200) 1,254,804 (1,254,804) Total revenues – – Net cost of operations before government funding and transfers 9,044,046 8,840,728 The accompanying notes form an integral part of this Future-Oriented Statement of Operations. 1. Methodology and significant assumptions The future-oriented statement of operations has been prepared on the basis of government priorities and departmental plans as described in the Departmental Plan. The information in the forecast results for fiscal year 2024−25 is based on actual results as at January 9, 2025 and on forecasts for the remainder of the fiscal year. Forecasts have been made for the planned results for the 2025−26 fiscal year. The main assumptions underlying the forecasts are as follows: The Canadian Intergovernmental Conference Secretariat’s (the Secretariat) activities will remain substantially the same as the previous year. The Secretariat expects that in fiscal year 2025-26, in person conferences and videoconferences will increase. This will result in higher operating and maintenance costs as they relate to program delivery. Expenses and revenues, including the determination of amounts internal and external to the government, are based on historical experience. The general historical pattern is expected to continue. These assumptions are made as at January 9, 2025. 2. Variations and changes to the forecast financial information Although every attempt has been made to forecast final results for the remainder of 2024-25 and for 2025-26, actual results achieved for both years are likely to differ from the forecast information presented, and this variation could be material. In preparing this Future-Oriented Statement of Operations, the Canadian Intergovernmental Conference Secretariat has made estimates and assumptions concerning the future. These estimates and assumptions may differ from the subsequent actual results. Estimates and assumptions are based on past experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances, and are continually evaluated. Factors that could lead to material differences between the Future-Oriented Statement of Operations and the historical statement of operations include: The timing and the amount of equipment acquisitions or disposals which may affect gains, losses and amortization expense. Implementation of new collective agreements. Intergovernmental influences may affect the volume and complexity of conferences supported and managed by Conference Services. The possibility of federal and provincial elections may result in delays or even cancellations of conferences. Other changes to the operating budget, such as new initiatives or technical adjustments later in the fiscal year. After the Departmental Plan is tabled in Parliament, the CICS will not be updating the forecasts for any changes in financial resources made in ensuing supplementary estimates. Variances will be explained in the Departmental Results Report. 3. Summary of significant accounting policies The […]
by Aaron Lampole
Read more »
Gender-based analysis plus
Section 1: Institutional GBA Plus governance and capacity Governance The Canadian Intergovernmental Conference Secretariat’s (CICS) only program is to provide continuity of planning and archival services, and impartial logistical support, for federal-provincial-territorial (FPT) and provincial-territorial (PT) conferences of first ministers, ministers, and deputy ministers, throughout Canada. CICS does not work directly with the public, nor does it choose its clientele in any sense; it works in close collaboration to support its clients which are other federal, provincial, and territorial government departments. CICS is called upon to respond to decisions taken by governments to meet on key national or specific issues; decisions concerning the content, participants, and location of such meetings are all factors beyond the control of the Secretariat. GBA+ information is not collected, analyzed, or reported for CICS’ program Capacity CICS has included mandatory training on diversity and inclusion in all managers’ learning plans, in addition to training on unconscious bias, to ensure that GBA Plus and inclusivity is being considered in its service delivery and policy development whenever possible. In 2025-26, CICS will continue to promote learning and development opportunities to increase GBA Plus capacity, including promoting gender-neutral communication. Emphasis will also be placed on addressing accessibility barriers identified in our 2023-25 and 2025-27 Accessibility Plans to facilitate the inclusion of people with disabilities to our conference and office environments. Human resources (full-time equivalents) dedicated to GBA Plus In 2025-26, CICS will have 0.25 FTEs dedicated to working on GBA Plus in the department. Section 2: Gender and diversity impacts, by program Core responsibility: Intergovernmental Conference Services Program name: Conference Services Program goals: The program aims to provide logistical support and planning services for federal-provincial-territorial and provincial-territorial conferences of first ministers, ministers and deputy ministers, throughout Canada. GBA Plus data collection plan CICS does not have a GBA Plus data collection plan for 2025–26. CICS does not work directly with the public, nor does it choose its clientele in any sense; it works in close collaboration to support its clients which are other federal, provincial, and territorial government departments. CICS is called upon to respond to decisions taken by governments to meet on key national or specific issues; decisions concerning the content, participants, and location of such meetings are all factors beyond the control of the Secretariat.
by Aaron Lampole
Read more »
Operating Context 2025-26
The Canadian Intergovernmental Conference Secretariat (CICS) continues to adapt to the evolving needs of its clients and the increasing complexity of intergovernmental conferences. In 2023-24, CICS supported 126 conferences, including a 56% increase in Minister-level meetings and a 119% rise in Provincial-Territorial conferences compared to the prior year. Hybrid conferences (50.8%) nearly equaled videoconferences (49.2%), reflecting a growing client preference for flexible and accessible formats. Additionally, the Program Evaluation is expected to be completed in early 2025-26, and CICS will begin implementing its three-year transformation strategy designed to enhance service delivery and better address client needs. While conference activity surged, CICS faced critical challenges related to resource constraints, modernizing aging infrastructure, and increasing operational costs. The growing demand for hybrid conferencing revealed significant gaps in technical capacity and staffing, which required prioritization of conference requests and put pressure on service delivery. A temporary supplemental budget helped alleviate some of these pressures, but risks related to funding gaps and long-term sustainability remain. CICS faces several key risks as it navigates this evolving landscape. Resource limitations, driven by inflation and rising operational costs, have left critical infrastructure upgrades and staffing needs underfunded. Without sustained investment, the agency risks a decline in client satisfaction and reduced service capacity. Workforce challenges further compound this issue, as attracting and retaining skilled employees in a small agency with limited upward mobility remains difficult. High turnover and retirements threaten the loss of institutional knowledge, while recruitment delays could impact the ability to meet increasing demand. The operational shift to hybrid formats continues to demand ongoing enhancements to IT systems and logistical processes. Without further innovation, CICS may struggle to meet client expectations for seamless and efficient conference delivery. Additionally, maintaining strong relationships with federal, provincial, and territorial stakeholders is essential to preserving CICS’ neutrality and relevance. Failure to actively engage these partners could diminish its role in facilitating intergovernmental collaboration. Despite these risks, CICS remains steadfast in its commitment to delivering high-quality, accessible conference services and fostering productive intergovernmental discussions. Objectives for 2025-26 include advancing strategic resource planning to ensure financial sustainability, enhancing workforce capacity through cross-training and succession planning, and driving innovation in service delivery to meet evolving client needs. Key initiatives included a commitment to developing a comprehensive conference policy, refining its cost allocation framework, and advancing IT upgrades to support hybrid conferencing effectively. CICS also made significant strides in institutional renewal by introducing strategic engagements with federal, provincial, and territorial partners to refine governance structures and operational models. By focusing on these strategic priorities, CICS aims to sustain its reputation for service excellence while positioning itself for long-term success. These efforts will ensure that the agency continues to provide essential support for intergovernmental collaboration, contributing to its relevance and resilience in an increasingly complex operating environment.
by Aaron Lampole
Read more »