¶¶ÒùÊÓƵ

Five-Year Departmental Evaluation Plan 2021-22 to 2025-26

Prepared by the Evaluation and Results Bureau (PRD)
¶¶ÒùÊÓƵ (GAC)
May 26, 2021

Deputy Head confirmation note

I approve the rolling five-year Departmental Evaluation Plan of ¶¶ÒùÊÓƵ for fiscal years 2021-22 to 2025-26, which I submit to the Treasury Board of Canada Secretariat as required by the Policy on Results and pursuant to section 42.1 of the Financial Administration Act.

As per Sections 4.3.15 of the Policy, I confirm that the following evaluation coverage requirements are met and reflected in this five-year departmental evaluation plan:

• is informed by an annual evaluation planning exercise that includes consultation with the Treasury Board of Canada Secretariat
• clearly presents planned evaluation coverage, including coverage of organizational spending and the programs in the Program Inventory, during the planning period
• identifies and provides a rationale for the organization’s spending and programs in the Program Inventory that are not scheduled for evaluation during the planning period
• includes evaluations of all ongoing programs of grants and contributions that have five-year average actual expenditures of $5 million or greater per year
• includes all evaluations required by applicable legislation and as a result of commitments in submissions approved by the Treasury Board of Canada
• includes all evaluations requested by the Secretary of the Treasury Board of Canada
• includes all evaluation activities required to support centrally led evaluations or resource alignment reviews

I will ensure that this plan is updated annually, and I will provide information about its implementation to the Treasury Board of Canada Secretariat, as required.

Christopher MacLennan
Associate Deputy Minister of Foreign Affairs
¶¶ÒùÊÓƵ

¶¶ÒùÊÓƵ’s Departmental Evaluation Plan

Evaluation supports the systematic collection and neutral analysis of evidence to examine the relevance, effectiveness and efficiency of departmental programs and services. Findings from evaluations support evidence-based decision making, continuous policy and program improvement, and contribute to accountability obligations by keeping Canadians informed on the results that have been achieved and the resources used to achieve them.

Introduction

This document presents ¶¶ÒùÊÓƵ’s (GAC’s) five-year Departmental Evaluation Plan for the 2021-22 to 2025-26 period.

The Plan serves as an information and management tool that reflects the results of the department’s annual evaluation planning exercise.

The scope and content of this plan are consistent with the requirements of the Financial Administration Act and the Treasury Board Policy on Results.

Requirements for the Departmental Evaluation Plan

Introduced by Treasury Board in 2016, the Policy on Results requires that deputy heads annually approve a five-year evaluation plan and provide it to the Treasury Board Secretariat (Section 4.3.15). The plan should include:

• a detailed schedule of planned mandatory and discretionary evaluations
• the extent of evaluation coverage of the Program Inventory, by amount of organizational spending and by program of the Program Inventory
• the extent of organizational spending and programs that will not be evaluated in the planning period, and justification (i.e. what has been excluded from the five-year schedule and why)
• advice to the deputy heads on the adequacy of resources for evaluation

The Policy on Results identifies three key considerations for the development of the five-year Departmental Evaluation Plan:

The evaluation function at ¶¶ÒùÊÓƵ

Text version

Organizational chart of ¶¶ÒùÊÓƵ’s evaluation function

PMEC: Performance Measurement and Evaluations Committee chair: Christopher MacLennan (DMA)

PRD: Evaluation and Results Bureau: Head of Evaluation

“One team, one vision, one voice”

PRA: International Assistance Evaluation Division

PRE: Diplomacy, Trade and Corporate Evaluation Division

ESLIU: Evaluation Services, Learning and Innovation Unit

In accordance with the Treasury Board Policy on Results (2016), the Evaluation and Results Bureau (PRD) oversees ¶¶ÒùÊÓƵ’s (GAC’s) evaluation function. The Director General is the designated Head of Evaluation and represents the departmental link to the Treasury Board of Canada Secretariat for evaluation. Since 2017, the evaluation function at ¶¶ÒùÊÓƵ has moved from a model where most evaluations were conducted by external consultants, to a mixed model where a majority of evaluations are conducted by the PRD evaluation team. This team consists of three components and includes two divisions. The unifying vision behind the team’s work is to strive to be a:

Trusted advisor that identifies lessons learned and best practices for policy and programming teams

Strong, professional, in-house evaluation team that conducts high-quality assessments in support of policy, program, and operations improvement and horizontal learning

Capacity building and technical assistance function provided by the Evaluation Services, Learning and Innovation Unit (ESLIU) for decentralized evaluations commissioned by departmental branches and programs

The Performance Measurement and Evaluation Committee

The Policy on Results calls for deputy heads to establish a Performance Measurement and Evaluation Committee (PMEC) of senior officials. This governance committee serves as an advisory body to the Deputy Head for the oversight of departmental performance measurement and evaluation. Since August 2020, the PMEC is chaired by the Associate Deputy Minister of Foreign Affairs (DMA), after this responsibility was delegated by the Deputy Minister of Foreign Affairs (USS). 

Comprising a number of deputy ministers, associate deputy ministers and ambassadors who represent the various branches and streams of ¶¶ÒùÊÓƵ, PMEC members have a key responsibility to strengthen the planning, resourcing, coordination and use of performance measurement and evaluation at GAC. PMEC also serves to foster innovation and excellence in GAC’s performance measurement and evaluation efforts. All evaluation designs and reports are reviewed and approved by PMEC.

The Departmental Evaluation Plan consultation process

The current rolling five-year Departmental Evaluation Plan (DEP) is based on analysis and consultations conducted from February to April 2021. This included:

• Document review: The review of various sources of information to identify all mandatory evaluations and assess coverage of the Program Inventory. Key documents included, for example, the last approved five-year plan, Performance Information Profiles, memoranda to Cabinet, Treasury Board submissions and financial disbursements.
• Consultations with working groups and key committees: A number of consultations were held with DG-led committees and working groups to identify potential opportunities for thematic evaluations, other key priorities and evaluation needs.
• Consultations with branches: In total, 21 consultations were held with assistant deputy ministers, directors general and other members of senior management to review the timing and scope of proposed evaluations and to optimize their usefulness and value.
• Consultation with other oversight committees: Consultations were done with other oversight functions in the department, e.g. Audit and Mission Inspection, to avoid overlap and reduce the burden on programs.
• Consultation with the Treasury Board of Canada Secretariat: In accordance with the Policy on Results, the Head of Evaluation also consulted with TBS.

Text version

January 2021: Planning and analysis

February 2021: Consultations with committees

March 2021: Targeted meetings with branches

April 2021: Consultation with other oversight committees

April 2021: Consultation with TBS and central agencies

April 2021: Finalization of draft departmental evaluation plan (DEP)

May 2021: Departmental evaluation plan (DEP) presented to PMEC

Implications of the COVID-19 pandemic on the evaluation function

During the 2020-21 fiscal year, the COVID-19 pandemic had a direct impact on how evaluations were conducted. To ensure that evaluation requirements and departmental information needs continued to be met, the evaluation team made various adjustments to mitigate the challenges faced in the ever-evolving pandemic context. These implications also informed the consultation of the DEP to anticipate ongoing impacts from COVID-19 to support strategic planning, resource allocation, and prioritization of evaluation activities.

Virtual data collection and working with local evaluators

At the onset of the pandemic, evaluations were re-scoped, paused, and in some cases postponed. International trips to collect data were cancelled. Instead, the use of virtual meeting tools to engage with stakeholders was maximized. Special COVID-19 protocols have been put in place to engage with stakeholders in a safe manner. Where possible, local researchers were engaged to complement evaluation teams, using online platforms for data collection and stakeholder engagements. 

Multiple options for evaluation products and services

The evaluation team continued to offer different evaluation products and services to meet information needs in the department. In some cases, evaluations scopes were narrowed to prioritize the most important questions facing programs and/or projects. Virtual data collection was leveraged by using existing data sources, such as administrative data, in creative ways to fill information gaps. Questions about the potential impacts of COVID-19 on the sustainability of results achieved started to be asked in on-going evaluations. In addition, the evaluation team contributed to a number of departmental lessons learned products, developed new guidance documentation for conducting evaluations in a COVID-19 context and continued to serve as an advisor on various committees.

Creating synergies with international evaluation partners

Participation in international evaluation networks played an important role enabling the evaluation team to be able to share lessons and best practices, create synergies and to coordinate evaluation work with other international donors and evaluation groups. This included the OECD-DAC EvalNet, the COVID-19 Global Evaluation Coalition, GenderNet and Nordic Plus. Canada also joined and co-funded the World Bank Global Evaluation Initiative (GEI), which aims to strengthen the monitoring and evaluation frameworks and capacities in developing countries. Since January 2021, ¶¶ÒùÊÓƵ’s Head of Evaluation is chairing the Steering Committee of the Multilateral Organisation Performance Assessment Network (MOPAN).

Achievements in 2020-2021: Delivering evaluations

Despite having to quickly adapt to a continuously evolving COVID-19 context and make certain adjustments to data collection, the evaluation team successfully received PMEC approval for 16 evaluation reports and institutional assessments, 6 evaluation designs and supported the completion of 14 decentralized evaluations in FY 2020-2021. 

Ongoing evaluations

Seven evaluations initiated in 2020-21 will be completed in 2021-22:

1. Partnership for Development Innovation Branch
2. Diplomacy, Trade and International Assistance Coherence in the Asia Pacific Branch 2015-16 to 2020-21
3. Asia Pacific Foundation of Canada
4. Canada’s Engagement in Middle-Income Countries
5. Women’s Voice and Leadership—Formative Evaluation
6. Canada Fund for Local Initiatives
7. Horizontal Evaluation: International Climate Change Cooperation (Lead: ECCC)

In addition, six MOPAN assessments are ongoing (UNICEF, UNDP, UNOCHA, ILO, UNEP and UNOPS).

Decentralized evaluations

• 14 decentralized evaluation reports completed
• 90 decentralized evaluations supported

Other achievements: Lessons learned during the COVID-19 pandemic

To maximize learning while minimizing the requirement for official evaluations related to the impact of COVID-19 on departmental programming, the evaluation team led and actively participated in several initiatives that serve to capture lessons learned and to prepare future evaluation and work by other oversight functions, both within the department and around the world.

Lessons Learned Working Group (LLWG) Initiative

The ¶¶ÒùÊÓƵ’s Lessons Learned Working Group (LLWG) was established in April 2020 to coordinate the various departmental oversight and lessons learned functions. Chaired by the Head of Evaluation, the LLWG work focused on consolidating expertise, sharing tools to support departmental capturing of lessons learned, harmonizing and leveraging processes to meet corporate requirements and minimizing pressure across the department to respond to multiple information requests.

Three focused lessons learned exercises have been conducted in the areas identified by senior management:

• human resources
• information management/information technology
• international response

The LLWG has been able to share trends and recommendations and help better inform decision makers in the context of the pandemic. The working group also focused its efforts on alleviating the burden of multiple information requests on senior management and guiding the department in its response to COVID-19 challenges while centralizing information and building capacity for emergency preparedness and response through learning.

COVID-19 Global Evaluation Coalition

In partnership with the OECD’s EvalNet, ¶¶ÒùÊÓƵ’s evaluation team championed the creation of the , a network of 49 evaluation units across the world. The coalition was established to provide credible evidence to inform international cooperation supporting non-clinical responses to and recovery from the COVID-19 pandemic in developing countries, all of which helped to ensure that lessons are learned and that the global development community delivers on its promises. This initially involved producing rapid evidence reviews to support ongoing response efforts, using lessons from previous evaluations on key topics of interest, serving to support policy discussions by the Development Ministers Contact Group co-chaired by Canada and the United Kingdom. Canada led on the creation of three of the five Lessons from Evaluation notes on the topics of Gender Equality (with a sub-focus on health, sexual and gender-based violence, women’s economic empowerment, leadership and challenging harmful social norms), Gender Equality in Education, and Food Security.

Canada has also helped fund a common repository for all COVID-19 related evaluation work completed by members to capture lessons learned from responses to the pandemic. ¶¶ÒùÊÓƵ’s evaluation team is currently in discussion with other coalition members to pursue joint evaluations on COVID-19 topics of interest.

Other achievements: Feminist approaches in evaluations

Innovative tools for putting women’s voices at the centre of evaluations

The Empowerment Measurement Tool

As part of the Evaluation of Gender Equality and the Empowerment of Women and Girls in the Middle East, the Empowerment Measurement Tool, an innovative data collection tool, was developed to assess women’s empowerment. Incorporating feminist elements of participation, inclusivity, intersectionality and empowerment, it pays specific attention to putting women’s voices at the centre of the evaluation. The tool serves to assess participants’ feelings on empowerment based on five empowerment categories: economic, psychological, physical, knowledge and social influence, while also taking into account legal, cultural and societal factors. The involvement of local female researchers in the case-study countries and territories was a key success factor for adjusting the tool to each local context and successful implementation. Virtual platforms were used to conduct online interviews, focus groups and workshops, applying techniques where strengths, successes and possibilities were specifically emphasized, so that participants walked away feeling hopeful about the advancement of gender equality. This was done applying protocols for collecting and protecting participants and their data based on Canada’s Privacy Act and internationally recognized protection standards. The evaluation also developed a new line of evidence to understand the emerging impacts of the COVID-19 crisis on the sustainability of gender equality results achieved.

Feminist principles for a participatory and inclusive evaluation process

The formative evaluation of the Women’s Voice and Leadership Program (WVL) is using a Feminist Evaluation Framework to ensure that feminist principles are central throughout the evaluation. The process incorporates reflection on and identification of important lessons through broad-based participation and a meaningful inclusion by all relevant stakeholders. A number of ¶¶ÒùÊÓƵ staff, implementing partners and selected women’s rights organizations have contributed to the identification and prioritization of the evaluation questions; the approach to data collection; and the sampling of case studies to be included in the evaluation through an expanded scoping and design phase. These stakeholders also make up the Evaluation Reference Group, which will serve an advisory and challenge function for the evaluation.

The Evaluation Services, Learning and Innovation Unit (ESLIU) is also providing targeted technical assistance linked to the WVL’s decentralized evaluations by developing guidance documents and evaluation tools for partners implementing the 32 projects covering $174 million in program spending in many regions of the world.

Other achievements: Contributions to departmental coherence

Coherence as an enabler for synergies across diplomacy, trade and international assistance

In the context of an evolving global landscape, there is a growing need for integrated policy advice and coordinated programming to effectively and efficiently deliver on departmental priorities. Coherence has been identified as an enabler to facilitate ¶¶ÒùÊÓƵ’s ability to deliver in this environment across its main business lines, namely diplomacy, trade and international assistance. In order to support senior management in understanding the state of coherence in the department, a series of coherence evaluations have been contributing to establishing a baseline and measuring progress. The evaluation team has developed an Organizational Factor Framework which uses a scorecard methodology to assess to what extent the following five key organizational elements enable improved coherence across these business lines: policy alignment, organizational structure, branch leadership, capacity and expertise, and corporate systems. To measure progress, the evaluation team has also integrated methodological elements of Goal-Free Evaluation and Appreciative Inquiry, as well as a tool called Pathways: Entryways and Levers. In addition, lessons from already completed coherence evaluations of the Sub-Saharan Africa Branch and the Latin American and Caribbean Region will be complemented by the ongoing evaluation of the Asia Pacific Branch and the upcoming evaluation of the Europe, Arctic, Middle East and Maghreb Branch through a planned meta-analysis.

Text version

Coherence: Diplomacy, Trade, Development

Organizational structure

Branch leadership

Capacity and expertise

Corporate systems

Policy alignment

Working group to strengthen the humanitarian, development and peace nexus

In recent years, a number of evaluations have provided valuable insights regarding the department’s programming approach linked to humanitarian, development and peace nexus. The evaluations of Canada’s International Humanitarian Assistance (2019-20), its International Assistance Programming in Ukraine (2019-20), and its International Assistance Programming in the Democratic Republic of Congo (2020-21) approached the triple nexus dynamic from different angles, but all provided a consistent picture: the department could do more. This evaluation work also fostered action at the department’s most senior levels to ensure that the approach toward triple nexus programming and thinking would be done in a more deliberate, consistent and connected manner. As a result of evaluation recommendations, the department has put in place a working group focused on actively putting measures into place to address some long-standing dynamics and challenges that have prevented the department from doing better with regard to triple nexus issues. As an active participant on the Triple Nexus Working Group, the evaluation team continues to bring an evaluative lens to triple nexus discussions in order to help shape this initiative.

Text version

Triple nexus: Humanitarian—Development—Peace

Departmental context: ¶¶ÒùÊÓƵ

¶¶ÒùÊÓƵ’s (GAC’s) mandate is to deliver results on the Government of Canada’s commitments to preserve and support Canadian prosperity and security and to contribute to a more just, inclusive and sustainable world in a gender-responsive manner. To support this work, the department focuses on four priorities:

1. contributing to a rules-based international system that advances Canadian interests
2. pursuing diversified trade, and supporting Canadian exporters
3. strengthening Canada’s bilateral relations
4. eradicating poverty

The department is responsible for implementing Canada’s Feminist Foreign Policy and its suite of feminist international policies, programs and initiatives across its commitments in diplomacy, trade, security, development and consular services. It also manages Canada’s international platform, a global network of 178 missions in 110 countries that supports the international work of the department and 31 partner organizations (federal, provincial and territorial government departments, agencies and Crown corporations).

As required by the Treasury Board Policy on Results, GAC’s Departmental Results Framework outlines its five core responsibilities and internal services, what high-level results the department is seeking to achieve (Departmental Results) and how progress will be assessed (Departmental Results Indicators). Its Program Inventory, which consists of a total of 53 programs, outlines how the department is organized to support delivery of these results. As per the Main Estimates, GAC is forecasting to spend approximately $6.72 billion on its programs, policies, initiatives and services during FY 2021-22.

The Program Inventory helps demonstrate how the department delivers on its mandate, supports the authorization of expenditures through Cabinet, and supports performance reporting. The Program Inventory represents the entire evaluation portfolio. In principle, all programs and spending in the Program Inventory (except for internal services) should be evaluated periodically.

Evaluation coverage

Text version

Total coverage of the program inventory by programs

Programs covered: 81%

Programs not covered: 19%

Text version

Total coverage of expenditures—required programs

Expenditure covered: 86%

Expenditure not covered: 14%

¶¶ÒùÊÓƵ planned evaluation coverage

The 2021-22 to 2025-26 Departmental Evaluation Plan (DEP) reflects the careful balance the department seeks between a continued commitment to meet mandatory evaluation requirements and information needs, while respecting the pressures many branches face in dealing with a remote-work environment and delays in program implementation during the COVID-19 pandemic.

A total of 43 evaluations are included in the five-year plan, representing 34 out of 42 required programs in the Program Inventory (excluding programs listed below). This corresponds to 86% of the required expenditure coverage of ongoing programs of grants and contributions (G&Cs) with a five-year average expenditure of $5 million or greater per year. For the remaining 14% G&Cs, either a recent evaluation was conducted or there were no changes in programming or context since the last evaluation (see Annex II). The schedule fulfills all legal and Treasury Board policy requirements.

Horizontal evaluations

In FY 2021-22, the department is expected to complete a number of horizontal evaluations with other Government of Canada departments, including:

• International Climate Change Cooperation (Lead: ECCC)
• Canada’s Migrant Smuggling Prevention Strategy (Lead: GAC)
• National Strategy to Combat Human Trafficking (Lead: Public Safety Canada)

Programs excluded from the planned coverage calculations

There is no requirement to evaluate the 10 programs that fall under Internal Services, however, the efficiency and effectiveness of some of these services may be covered as part of the evaluations of programs, strategies or initiatives.

Multilateral Policy (Program #2 in the Program Inventory) is also excluded from the coverage calculations, as its disbursements are in the form of assessed contributions to international organizations. However, ¶¶ÒùÊÓƵ meets part of its coverage requirements through the Multilateral Organisation Performance Assessment Network (MOPAN). On a yearly basis, the 19 members contribute collectively to the institutional assessments of the strengths and areas for improvements in a number of international organizations.

Resources and capacity

Resources

In FY 2021-22, the evaluation function consists of 42 full-time equivalent (FTE) positions. The annual salary expense is approximately $4 million. Total funding for the Operating and Maintenance (O&M) budget is $1.5 million.

Forecast evaluations resources FY 2021-2022 (Can$)

*Including the ESLIU

Capacity

The number of evaluation projects undertaken in a given year is usually determined by the size and complexity of the evaluation projects. Based on the current capacity, the evaluation function can produce between eight to ten evaluation reports on a yearly basis. This includes five to six evaluations of international assistance programing (PRA) and three to four evaluations of diplomacy, trade and corporate programing (PRE). In addition, PRA supports multi-donor assessments of multilateral organizations through the Multilateral Organisation Performance Assessment Network (MOPAN). As the largest research team in ¶¶ÒùÊÓƵ, the evaluation team also provides other services and develops multiple evaluation products, including support for internal reviews, lessons learned exercises, targeted learning products and learning events.

There is a continued high demand for the quality assurance services and technical assistance provided by the ESLIU to support the decentralized evaluations managed by programs and to build staff and organizational capacity to strategically plan innovative and influential evaluations. The ESLIU team provides services to over 90 concurrent evaluation files, corresponding to $3.9 billion in project value. In 2020-21, 14 decentralized evaluations were completed, a lower than normal completion rate due to the COVID-19 pandemic.

Evaluation positions (as of April 2021)

Measures taken to meet evaluation needs

The large number of programs (53) in the Program Inventory contribute to significant requirements for the evaluation function. In addition, the demand for evaluations continues to increase, not only as part of commitments in memoranda to Cabinet and Treasury Board submissions and thematic evaluations of special interest, but also linked to new funding announcements that have a direct implication for the department. The prioritization of learning from evaluation to inform decision making also creates additional workloads, which are aligned and prioritized across the evaluation team.

Since 2020-2021, the evaluation function has operated at maximum capacity, particularly over the past year in response to COVID-19 demands and realities. To meet immediate needs, efficiencies were identified to prioritize tasks and maximize the use of FTEs. Additionally, beginning in 2021-2022, a new Corporate Services Funding Model will be implemented, which accounts for future needs of the evaluation function aligned with new Grants & Contributions funding received by the department. Once implemented, this model will provide a sustainable solution to enable sufficient resourcing to meet departmental evaluation and information needs linked to legal, policy and funding renewal requirements.

Annex I. Five-Year Evaluation Schedule: Year 1 - FY 2021-2022

Below is an overview of the planned evaluations over the five-year period resulting from the consultations with senior management in ¶¶ÒùÊÓƵ. They are presented by fiscal year, as per the year when PMEC approval is expected. A number of evaluations are mandatory, while others are discretionary seeking to respond to expressed departmental priorities and information needs, as per the legend below. Due to their high number, decentralized evaluations are not specifically listed in the Departmental Evaluation Plan. While they serve to inform corporate evaluations, they are not to be considered public opinion research.

Evaluation Name: Evaluation of the Partnership for Development Innovation Branch
Requirements: FAA/G&Cs
Planned Deputy Head Approval: Q2
Branch: Partnership for Development Innovation Branch (KFM)
Link to Program Inventory: 23. Partnerships and Development Innovation

Evaluation Name: Horizontal Evaluation: International Climate Change Cooperation (Lead: ECCC)
Requirements: TB Subs
Planned Deputy Head Approval: Q2
Branch: Global Issues and Development (MFM)
Link to Program Inventory: 24. Multilateral International Assistance

Evaluation Name: OGM Coherence Evaluation: Trade, Diplomacy & International Assistance
Requirements: Discretionary
Planned Deputy Head Approval: Q3
Branch: Asia Pacific (OGM)
Link to Program Inventory:

• 7. Asia Pacific Policy & Diplomacy
• 18. Asia Pacific Trade
• 31. Asia Pacific International Assistance

Evaluation Name: Evaluation of the Asia Pacific Foundation of Canada
Requirements: Discretionary
Planned Deputy Head Approval: Q3
Branch: Asia Pacific (OGM)
Link to Program Inventory:

• 7. Asia Pacific Policy & Diplomacy
• 18. Asia Pacific Trade

Evaluation Name: GAC Signature Initiative: Formative Evaluation
of the Women’s Voice and Leadership
Requirements: TB Subs
Planned Deputy Head Approval: Q4
Branch: Global Issues and Development (MFM)
Link to Program Inventory: 24. Multilateral International Assistance

Evaluation Name: Evaluation of Canada’s Engagement in Middle Income Countries
Requirements: Discretionary
Planned Deputy Head Approval: Q4
Branch: All geographic branches
Link to Program Inventory:

• 29. Europe, Arctic, Middle East and Maghreb International Assistance
• 30. Americas International Assistance
• 31. Asia Pacific International Assistance
• 32. Sub-Saharan Africa International Assistance

Evaluation Name: Evaluation of the Canada Fund for Local Initiatives
Requirements: FAA/G&Cs
Planned Deputy Head Approval: Q4
Branch: Americas (NGM)
Link to Program Inventory: 28. Canada Fund for Local Initiatives

Evaluation Name: MOPAN Institutional Assessments 2020-21:
UNICEF, UNDP, UNOCHA, ILO, UNEP and UNOPS
Requirements: Program Inventory
Planned Deputy Head Approval: Q4
Branch: Global Issues and Development (MFM)
Link to Program Inventory: 2. Multilateral Policy

Legend:

FAA/G&Cs: Grants and Contributions programs with 5-year average of +$5 million/year

TB Subs: Treasury Board submissions or other legislative commitment

Program inventory: Programs with no G&Cs or less than $5 million/year (to be evaluated periodically) or exempt from evaluation

Discretionary: Evaluations identified based on departmental priorities, risks and needs

Five-Year Evaluation Schedule: Year 2 - FY 2022-2023

Evaluation Name: Anti-Crime and Counter-Terrorism Capacity Building
Requirements: FAA/G&Cs and TB Subs
Branch: International Security and Political Affairs (IFM)
Link to Program Inventory: 26. Anti-Crime and Counter-Terrorism Capacity Building

Evaluation Name: Horizontal Evaluation: Canada’s Migrant Smuggling Prevention Strategy (Lead: GAC)
Requirements: TB Subs
Branch: International Security and Political Affairs (IFM)
Link to Program Inventory:

• 11. International Security Policy and Diplomacy
• 26. Anti-Crime and Counter-Terrorism Capacity Building

Evaluation Name: Peace and Stabilization Operations Program
Requirements: TB Subs
Branch: International Security and Political Affairs (IFM)
Link to Program Inventory: 25. Peace and Stabilization Operations

Evaluation Name: Americas International Assistance: Haiti
Requirements: FAA/G&Cs
Branch: Americas (NGM)
Link to Program Inventory: 30. Americas International Assistance

Evaluation Name: Canadian Technology Accelerator Initiative (CTA)
Requirements: FAA/G&Cs
Branch: International Business Development (BFM)
Link to Program Inventory: 14. International Business Development

Evaluation Name: EGM Coherence Evaluation: Trade, Diplomacy & International Assistance
Requirements: Discretionary
Branch: Europe, Arctic, Middle East and Maghreb (EGM)
Link to Program Inventory:

• 5. Europe, Arctic, Middle East and Maghreb Policy & Diplomacy
• 16. Europe, Arctic, Middle East and Maghreb Trade
• 29. Europe, Arctic, Middle East and Maghreb International Assistance

Evaluation Name: Duty of Care (Mission Security and Personnel Safety Abroad), including parts of Emergency Preparedness and Response
Requirements: TB Subs
Branch: International Platform (ACM), Consular, Security and Emergency Management (CFM)
Link to Program Inventory:

• 35. Emergency Preparedness and Response
• 40. Real Property Planning and Stewardship
• 41. Real Property Project Delivery, Professional and Technical Services
• 42. Mission Readiness and Security
• 43. Mission Network Information Management/Information Technology

Evaluation Name: Business Women in International Trade (BWIT)
Requirements: TB Subs
Branch: International Business Development (BFM)
Link to Program Inventory: 14. International Business Development

Evaluation Name: Evaluation of Innovative Finance Programs (incl. IAIP, Sovereign Loan Program)
Requirements: TB Subs
Branch: Global Issues and Development (MFM), Corporate Planning, Finance and IT (SCM)
Link to Program Inventory:

• 24. Multilateral International Assistance

• 33. Grants and Contributions Policy and Operations

Evaluation Name: MOPAN Institutional Assessments 2021-22: Global Fund, AfDB, IDB, UNAIDS, World Bank, IFC and EBRD
Requirements: Program Inventory
Branch: Global Issues and Development (MFM)
Link to Program Inventory: 2. Multilateral Policy

Five-Year Evaluation Schedule: Year 3 - FY 2023-2024

Evaluation Name: GAC Signature Initiative: Partnership for Gender Equality (Equality Fund)
Requirements: TB Subs
Branch: Partnership for Development Innovation Branch (KFM)
Link to Program Inventory: 23. Partnerships and Development Innovation

Evaluation Name: Evaluation of the Trade Offices in Africa
Requirements: Discretionary
Branch: Sub-Saharan Africa (WGM)
Link to Program Inventory: 19. Sub-Saharan Africa Trade

Evaluation Name: Meta-analysis: Coherence - Trade, Diplomacy & International Assistance
Requirements: Discretionary
Branch: All geographic branches
Link to Program Inventory:

• 5. Europe, Arctic, Middle East and Maghreb Policy & Diplomacy
• 6. Americas Policy & Diplomacy
• 7. Asia Pacific Policy & Diplomacy
• 8. Sub-Saharan Africa Policy & Diplomacy
• 16. Europe, Arctic, Middle East and Maghreb Trade
• 17. Americas Trade
• 18. Asia Pacific Trade
• 19. Sub-Saharan Africa Trade
• 29. Europe, Arctic, Middle East and Maghreb International Assistance
• 30. Americas International Assistance
• 31. Asia Pacific International Assistance
• 32. Sub-Saharan Africa International Assistance

Evaluation Name: Education Strategy, including the Grants and Contributions in Aid of Academic Relations
Requirements: FAA/G&Cs
Branch: International Business Development (BFM)
Link to Program Inventory: 14. International Business Development

Evaluation Name: Weapons Threat Reduction Program
Requirements: FAA/G&Cs
Branch: International Security and Political Affairs (IFM)
Link to Program Inventory: 27. Weapons Threat Reduction

Evaluation Name: FIAP Action Area: Education/GAC Signature Initiative: Girls Education in Fragile States
Requirements: TB Subs and Discretionary
Branch: Global Issues and Development (MFM)
Link to Program Inventory:

• 10. International Assistance Policy
• 24. Multilateral Assistance Policy

Evaluation Name: FIAP Action Area: Environment and Climate Action
Requirements: TB Subs and Discretionary
Branch: Global Issues and Development (MFM)
Link to Program Inventory:

• 10. International Assistance Policy
• 24. Multilateral Assistance Policy

Evaluation Name: GAC Signature Initiative: Canada’s National Action Plan on Women, Peace and Security
Requirements: Discretionary
Branch: International Security and Political Affairs (IFM)
Link to Program Inventory: 25. Peace and Stabilization Operations

Evaluation Name: Horizontal Evaluation: National Strategy to Combat Human Trafficking (Lead: Public Safety Canada)
Requirements: TB Subs
Branch: International Security and Political Affairs (IFM)
Link to Program Inventory: 11. International Security Policy & Diplomacy

Evaluation Name: MOPAN Institutional Assessments 2022-23: TBD
Requirements: Program Inventory
Branch: Global Issues and Development (MFM)
Link to Program Inventory: 2. Multilateral Policy

Five-Year Evaluation Schedule: Year 4 - FY 2024-2025

Evaluation Name: Global Arctic Leadership Initiative
Requirements: FAA/G&Cs and TB Subs
Branch: Europe, Arctic, Middle East and Maghreb (EGM)
Link to Program Inventory: 5. Europe, Arctic, Middle East and Maghreb Policy & Diplomacy

Evaluation Name: Sub-Saharan African International Assistance: Lessons from Programming in Fragile States
Potential countries of focus: Mali, South Sudan, Burkina Faso
Requirements: Discretionary
Branch: Sub-Saharan Africa (WGM)
Link to Program Inventory: 32. Sub-Saharan Africa International Assistance

Evaluation Name: Consular Assistance and Administrative Services for Canadians Abroad
Requirements: Program Inventory
Branch: Consular, Security and Emergency Management (CFM)
Link to Program Inventory: 34. Consular Assistance and Services for Canadians Abroad

Evaluation Name: GAC Signature Initiative: Sexual and Reproductive Health and Rights (SRHR)
Requirements: TB Subs and Discretionary
Branch: Global Issues and Development (MFM)
Link to Program Inventory: 24. Multilateral International Assistance

Evaluation Name: FIAP Action Area: Health and Nutrition
Requirements: Discretionary
Branch: Global Issues and Development (MFM)
Link to Program Inventory:

• 10. International Assistance Policy
• 24. Multilateral International Assistance

Evaluation Name: Office of Human Rights, Freedom and Inclusion Programming
Requirements: Program Inventory
Branch: International Security and Political Affairs (IFM)
Link to Program Inventory: 21. Office of Human Rights, Freedom and Inclusion (OHRFI) Programming

Evaluation Name: Trade and Development
Requirements: FAA/G&Cs
Branch: Trade Policy and Negotiations (TFM)
Link to Program Inventory: 12. Trade, Policy, Agreements, Negotiations, and Disputes

Evaluation Name: CanExport (trade diversification programs)
Requirements: FAA/G&Cs
Branch: International Business Development (BFM)
Link to Program Inventory: 14. International Business Development

Evaluation Name: Canadian International Innovation Program (CIIP)
Requirements: FAA/G&Cs
Branch: International Business Development (BFM)
Link to Program Inventory: 15. International Innovation and Investment

Evaluation Name: International Strategic Framework for Cyberspace
Requirements: TB Subs
Branch: International Security and Political Affairs (IFM)
Link to Program Inventory: 11. International Security Policy & Diplomacy

Evaluation Name: MOPAN Institutional Assessments 2023-24: TBD
Requirements: Program Inventory
Branch: Global Issues and Development (MFM)
Link to Program Inventory: 2. Multilateral Policy

Five-Year Evaluation Schedule: Year 5 - FY 2025-2026

Evaluation Name: Partnership for Development Innovation: Innovation Results
Requirements: Discretionary
Branch: Partnership for Development Innovation Branch (KFM)
Link to Program Inventory: 23. Partnerships and Development Innovation

Evaluation Name: Trade Export Controls, including softwood permitting systems
Requirements: TB Subs
Branch: Trade Policy and Negotiations (TFM)
Link to Program Inventory: 13. Trade Controls

Evaluation Name: Platform Branch Costing Methodology
Requirements: Program Inventory
Branch: International Platform (ACM)
Link to Program Inventory: 36. Platform Corporate Services

Evaluation Name: Common Service Delivery Point (CSDP)
Requirements: Program Inventory
Branch: International Platform (ACM)
Link to Program Inventory:

• 36. Platform Corporate Services
• 38. Client Relations and Mission Operations

Evaluation Name: GAC Signature Initiative: Middle East Strategy
Requirements: TB Subs
Branch: Europe, Arctic, Middle East and Maghreb (EGM)
Link to Program Inventory:

• 5. Europe, Arctic, Middle East and Maghreb Policy & Diplomacy
• 29. Europe, Arctic, Middle East and Maghreb International Assistance

Evaluation Name: The North American Platform Program (NAPP)
Requirements: Program Inventory
Branch: Americas (NGM)
Link to Program Inventory: 17. Americas Trade

Evaluation Name: Locally Engaged Staff (LES) Framework Reform
Requirements: Program Inventory
Branch: Human Resources (HCM)
Link to Program Inventory: 39. Locally Engaged Staff Services

Evaluation Name: GAC Coherence: Humanitarian, Development and Peace Nexus
Requirements: FAA/G&Cs and Discretionary
Branch: Global Issues and Development (MFM) and International Security and Political Affairs (IFM)
Link to Program Inventory:

• 22. Humanitarian Assistance
• 24. Multilateral International Assistance
• 25. Peace and Stabilization Operations

Evaluation Name: MOPAN Institutional Assessments 2024-25: TBD
Requirements: Program Inventory
Branch: Global Issues and Development (MFM)
Link to Program Inventory: 2. Multilateral Policy

Annex II. Programs excluded from the five-year schedule

The current Departmental Evaluation Plan has an evaluation coverage of 34 out of 43 of the required programs in the Program Inventory, i.e. Grants and Contributions programs with a five-year average of $5 million/year or more. The following eight programs fall into this category, but are excluded from the five-year evaluation schedule for the reasons listed below.