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Deputy Minister of Foreign Affairs appearance before the Senate Committee on Foreign Affairs and International Trade (AEFA) on cultural diplomacy

May 10th, 2023
Published: November 3rd, 2023

Table of Contents

• A) Overview
  • Scenario Note
  • Opening Remarks
  • Member Biographies
• B) Cultural Diplomacy
  • Role of Culture and Arts in Diplomacy
  • Measures in Place Since 2019 - Responses to the 2019 Senate Report
  • Measures in Place Since 2019 - Mission Cultural Fund Overview
  • GAC Promotion of Arts and Culture Abroad
• C) Annexes
  • 2019 Senate Report: Cultural Diplomacy at the Front Stage of Canada’s Foreign Policy – Executive Summary
  • Examples of Cultural Diplomacy in Action
  • Evaluation Summary - Mission Cultural Fund (MCF)
  • Data on MCF Initiatives and Results Between 2017 to 2023
  • TCS Results from the Creative Export Strategy between 2017 to 2023
  • Q&A on Cultural Diplomacy
  • Q&A on Future of Diplomacy and HR related data

Overview

Scenario Note

• Your in-person, one-hour appearance begins at 4:00 p.m.
• The following officials are also accompanying you in-person during the appearance:
  • Accompanying Panelist:
    • Sonya Thissen, Director General, Geographic Coordination and Mission Support Bureau
    • Jordan Reeves, Director General, Trade Sectors
  • Accompanying in Audience:
    • Catherine Boucher, Director, Mission Support
    • Patrick Riel, Head, Cultural Diplomacy Unit

Committee Logistics

• As GAC will be appearing alongside Canadian Heritage, each department will be invited to provide 5 minutes of opening remarks, after which the committee will move to rounds of questions.
• Unlike House of Commons Committee practice, questions will be asked on a first come, first served basis. Senators catch the eye of the Clerk by raising their hand indicating they wish to be added to the list. Senators will typically be afforded up to 4 minutes per round of questions unless otherwise indicated by the Chair.
• Any Senator can attend a Senate committee meeting and pose questions, even if they are not a member of that committee.

Committee Membership & Context

• For the full list of committee members, please see the committee bios included in the briefing binder.
• You are invited to appear on the role that Canadian culture and arts could pay in Canada’s international relations.
• The committee is also interested in learning about measures put in place by the Government of Canada since the committee’s 2019 report on cultural diplomacy and about recommendations regarding the role of the foreign service in promoting Canadian culture and arts abroad.
• In their June 2019 report, the Committee made 8 recommendations on cultural diplomacy:
  • Recommendation 1: That the Government of Canada develop and implement a comprehensive cultural diplomacy strategy. It should establish the objectives of cultural diplomacy within the context of Canada’s foreign policy, articulate roles and responsibilities, and identify the budgetary resources necessary for the strategy’s realization.
  • Recommendation 2: That the Government of Canada explore opportunities for greater and more effective collaboration and coordination with provinces, territories and municipalities in its cultural diplomacy activities.
  • Recommendation 3: That federal departments and Crown corporations involved in cultural diplomacy activities develop performance measurement indicators to monitor and assess both the short-term and long-term results of those activities.
  • Recommendation 4: That the Government of Canada designate ¶¶ÒùÊÓƵ as the lead department responsible for coordinating and delivering Canada’s cultural diplomacy strategy. The roles and responsibilities of other federal departments and agencies involved in the promotion of Canadian arts and culture should be clearly established in the strategic policy framework.
  • Recommendation 5: That, two years after the tabling of this report, ¶¶ÒùÊÓƵ provide the committee with a status report on the Government of Canada’s cultural diplomacy activities, with emphasis on those activities that supported Canada’s foreign policy. The status report should be based on, but not limited to, performance measurement indicators.
  • Recommendation 6: That ¶¶ÒùÊÓƵ enhance the capacity of Canadian missions abroad so that they have the skills, knowledge and tools necessary to support the federal government’s cultural diplomacy initiatives.
  • Recommendation 7: That ¶¶ÒùÊÓƵ provide cultural diplomacy training to its employees, with particular attention on rotational employees posted abroad.
  • Recommendation 8: That ¶¶ÒùÊÓƵ support the creation of a modernized Canadian Studies program that would contribute to knowledge about Canada in the world.
• Four of the Committee’s current members participated in the June 2019 Report on Cultural Diplomacy: Senators Boehm, Coyle, Greene and Housakos.
• The invitation to appear before the Committee coincides with the impending retirement of Senator Bovey, a long-time member of the AEFA Committee known for being a passionate advocate and promoter of Canadian art, who played a leading role in AEFA’s June 2019 report “Cultural Diplomacy at the Front Stage of Canada’s Foreign Policy”. The committee heard from Senator Bovey as a witness on May 4, 2023, to discuss cultural diplomacy, and the Senator may also be in attendance on May 10, and will be retiring as of May 11.
• As regards the latest in the Committee’s study of the Canadian Foreign Service:
  • You met with Committee members during their visit to 125 Sussex on March 23, 2023, where members posed questions ranging from engagement with Africa, to the Department’s work on the Future of Diplomacy, to the Emergency Watch and Response Centre;
  • On April 19, GAC’s Diversity Networks’ Champions appeared before the Committee, during which they discussed recruitment, training and retention, as well as Champions’ perspectives and concerns related to the communities they represent;
  • Minister Joly is tentatively scheduled to appear on June 7, after which the Committee will have met with all Ministers and Deputy Ministers from the Department.

Other Areas of Interest to the Committee:

• Aside from the Canadian Foreign Service, during this 44^th Parliament the committee has studied:
  • ,
  • The Frozen Assets Repurposing Act,
  • A comprehensive review of the provisions and operation of the Sergei Magnitsky Law, and the Special Economic Measures Act, and;
  • S-225, An Act to amend the Prohibiting Cluster Munitions Act (investments)

Opening Remarks

Senate Standing Committee on Foreign Affairs and International Trade (AEFA)
Opening remarks by David Morrison,
Deputy Minister of Foreign Affairs
¶¶ÒùÊÓƵ
May 10, 2023

I would like to thank the Committee for inviting me here today, which allows me the opportunity to recognize Senator Bovey, before her retirement, for her advocacy and promotion of the arts.

Today, along with my colleague, the Deputy Minister of Canadian Heritage, I will be addressing Canada’s cultural diplomacy efforts. I expect that members of the Committee are well versed in cultural diplomacy, particularly those of you who were on the Committee responsible for the 2019 report. The findings and recommendations of this report have guided the Department’s implementation of its Cultural Diplomacy program.

Cultural diplomacy has distinctive value and relevance for Canada’s international relations. ¶¶ÒùÊÓƵ and our network of missions abroad engage regularly in cultural diplomacy to build bridges and strengthen people-to-people ties. Let me be clear, we have always undertaken cultural diplomacy activities in some form or another and will continue to do so in the future.

We know that cultural diplomacy can open a space for dialogue and foster trust while underscoring Canada’s foreign policy priorities. Canadian culture and arts can also attract foreign decision makers and target audiences while projecting Canada as diverse and innovative, as was done by the High Commission in London in 2022 on the margins of the Commonwealth Games, where Canadian artists from Indigenous, 2SLGBTQI+ and visible minority communities engaged audiences through immersive works. Importantly, cultural diplomacy also creates international opportunities for Canadian cultural stakeholders and artists to expand their profile abroad and build new relationships, especially in non-traditional markets.

We have used cultural diplomacy to advance our political, legal and economic interests. In many instances, we have managed to advance several objectives with a single initiative, including during a recent project by our Embassy in Juba, South Sudan, where a Canadian-South Sudanese artist was invited to share his story of being a former child soldier to an engaged audience of young peacebuilders, as well as government and diplomatic officials. In leading this event, Canada promoted youth empowerment, and peace and security.

Cultural diplomacy has been an asset in countries with which Canada enjoys strong bilateral relations, such as with our G7 partners, but also in countries where relations are strained or fragile. This speaks to the strengths of using various diplomatic levers, such as cultural diplomacy, to create opportunities for rapprochement and dialogue on more difficult issues.

The department has also engaged in productive partnerships with Canadian and international stakeholders to deepen the impact of our initiatives, as was recommended in the Committee’s report. Some of our strongest partnerships have been with Canadian Heritage and their portfolio agencies, notably our collaboration with the National Film Board, Radio-Canada, Telefilm and the Canada Council for the Arts in 2019 when Canada was guest of honour at the Marche des Arts du spectacle in Abidjan.

We are pleased with the recent decision to extend GAC’s trade-focused support for the creative sector under the Creative Export Strategy. This will continue to have positive economic outcomes for Canada’s creative industries exporters in priority markets, and build on past successes, such as the example of a woman-owned Canadian publisher of Indigenous literature that signed a licensing agreement with an American digital platform in 2022, after receiving Trade Commissioner support. We look forward to continuing our collaboration with Canadian Heritage on the strategy’s next chapter.

As this Committee may be aware, the dedicated funding for ¶¶ÒùÊÓƵ’s Cultural Diplomacy Program sunsetted on March 31, 2023.  Still, cultural diplomacy will remain an important tool in promoting Canada’s foreign policy objectives as cultural diplomacy initiatives go beyond a dedicated program and funds. As one of Minister Joly’s mandate letter commitments, our department continues to actively consider the development of a Cultural Diplomacy Strategy, in collaboration with PCH. We have notably engaged cultural stakeholders to see how to collaboratively seize opportunities abroad and help shape a future approach.

No matter what, irrespective of a dedicated program, missions will remain able to deploy culture, as we have always done, to support priority initiatives. Various tools remain at our disposal, including the option to use other Funds. Just last week in Sweden, for instance, our Embassy in Stockholm worked with the Canada Council for the Arts to present two Canadian exhibits of Indigenous circumpolar art at the 9^th World Summit on Art and Culture. These efforts were made possible through departmental funding, notably our Post Initiative Fund, helping to bring Indigenous and northern perspectives to the forefront.

In this context, our experience over the last few years will continue to benefit our missions abroad as we will build on existing partnerships, new networks and use the tools developed, notably in implementing this Committee’s recommendations.

This Committee is, of course, well aware of our ongoing work on the Future of Diplomacy, a departmental modernization effort launched last May. As part of this effort, we are continuing to look for ways to adapt, improve and more effectively deliver on our mandates. Our experience with cultural diplomacy, among other diplomatic tools, will inform this review.

Thank you, Mr. Chair.

Member Biographies

Peter M. Boehm (Chair)
Independent Senators Group – Ontario 

Appointment to the senate

• October 3, 2018

Professional background

• Studies: Ph.D in History from the University of Edinburgh, a Master's degree in International Affairs from the Norman Paterson School of International Affairs at Carleton University, and a Bachelor's degree in English and History from Wilfrid Laurier University.
• Public Servant: Various positions at Global Affairs from 1983 – 2018, including: Deputy Minister for the G7 Summit, Deputy Minister of International Development, Senior Associate Deputy Minister of Foreign Affairs, Canadian Ambassador to Germany, and Ambassador and Permanent Representative to the Organization of the American States.

Political and parliamentary roles

• Senate group: Independent Senators Group (November 3, 2018 – Present)
• Member: Canadian NATO Parliamentary Association (2018 – Present)

Committee membership

• Chair: Standing Senate Committee on Foreign Affairs and International Trade (2020 – Present)
• Member: Standing Senate Committee on National Security and Defence (2018 – Present); Standing Senate Committee on National Finance (2018 – Present); Standing Senate Committee on Foreign Affairs and International Trade (2018 – Present)
• Former Member: Standing Senate Committee on Aboriginal Peoples (2018 – 2019); Standing Senate Committee on Internal Economy, Budgets and Administration (2019 – 2020); Committee of Selection (2019 – 2020)

Recent points of interest

Ukraine: 

• During that same meeting in June 2022, Senator Boehm asked if Canada has a plan to look at the long-term assistance that Canada could provide to Ukraine from a post-hostility perspective. 
• At a Senate Standing Committee on National Finance meeting in June 2022, Senator Boehm asked for details regarding the distribution of the $500 million in terms of stocks, new acquisitions and direct transfers to Ukraine.

Peacekeeping: 

• During Senate debate, Question Period, and Committees, Senator Boehm frequently highlights the importance of United Nations peacekeeping missions. From his perspective, the UN's role is to maintain international peace and security, by working to prevent conflicts, and by working proactively to lay the foundations for peace.

GAC ‘Fit For Purpose’:

• During the March 2023 visit to 125 Sussex, Senator Boehm underlined that the committee has heard a lot of emphasis on human resources and the need for consistent recruitment. He also suggested that parliamentary diplomacy could be better leveraged.
• In November 2022, Senator Boehm asked Minister Sajjan whether the Government finds time to have comparative discussions with counterpart organizations like USAID and FCDO around what is working and what isn’t for their respective organizations.
• During this study, he has repeatedly questioned other government departments on whether they are using GAC’s training center for their personnel working abroad.

Other interests

Indigenous Relations

• During a Senate debate on Bill C-15 (An Act respecting the United Nations Declaration on the Rights of Indigenous Peoples) in 2021, Senator Boehm expressed his support for Indigenous Peoples, and the importance of ensuring their meaningful inclusion in Canadian society.

Peter Harder (Vice-Chair)
Progressive Senate Group – Ontario

Appointment to the senate

• March 23, 2016

Professional background

• Studies: Bachelor’s degree in Political Science
• Public Service: 30 years of experience in the Federal Public Service, including in the departments of immigration, public safety, industry, the treasury board and foreign affairs.
• Immigration: Senator Harder served as the founding Executive Director of the Immigration and Refugee Board.
• Foreign Services/GAC: He joined the Foreign Service in 1977; Deputy Minister of Foreign Affairs and International Trade (2003 – 2007)

Political and parliamentary roles

• Senate groups: Independent (2016 – 2020); Progressive Senate Group (2020‑ Present)
• Leader of the Government in the Senate (2016 – 2020)

Committee membership

• Deputy Chair: Standing Committee on Foreign Affairs and International Trade (2020 – Present)
• Member: Special Joint Committee on the Declaration of Emergency (2022 ‑Present); Standing Committee on Ethics and Conflictof Interest for Senators (2020 – Present); Standing Committee on Legal and Constitutional Affairs (2020-‑ Present)
• Former Member: Standing Committee on National Finance (2019 – 2020); Standing Committee on National Security and Defence (2019 – 2020); Standing Committee on Transport and Communications (2020 – 2022); Standing Committee on Human Rights (2021 – 2022); Standing Committee on Social Affairs, Science and Technology (2021-‑ 2022)

Recent points of interest

Humanitarian Aid:

• Senator Harder closely follows humanitarian operations, and regularly asks questions about the logistics, resources and results of these operations.

Ukraine:

• In March 2022, Senator Harder asked the Government Representative in the Senate what means Canada is considering support to military efforts and combatants in Ukraine other than a no-fly zone.

COVAX: 

• In December 2021, Senator Harder criticized the fact that while Canada promised 51 million doses to COVAX out of its own surplus of stock and through bilateral donations, only about 10 million of those vaccines had been delivered.

GAC ‘Fit For Purpose’:

• In October 2022, Senator Harder stated that locally engaged staff are an important element of our international footprint and inquired about their recruitment, role, security issues, and how they are managed. 
• In November 2022, he asked about the inter-pollination of human resources between GAC and DND, and whether there have been recent lessons from a kinetic and policy perspective. 

Gwen Boniface
Independent Senators Group – Ontario

Appointment to the senate

• November 10, 2016

Professional background

• Police/Security: Served internationally for 10 years, including as Deputy Chief Inspector of Ireland’s Garda Síochána Inspectorate tasked with reforming Ireland’s national Police Service, as a Transnational Organized Crime Expert with the United Nations Police Division and as Deputy Executive Director of the International Association of Chiefs of Police.
• Commissioner: Served with Law Commission of Canada for 5 years as a Commissioner.
• Indigenous: Initiated a truth and reconciliation project in her home community of Orillia in 2019 with Indigenous and non-indigenous members.

Political and parliamentary roles

• Senate group: Independent Senators Group (2016 – Present)
• Member: Canada-Europe Parliamentary Association (2017 – Present); Canadian Delegation to the Organization for Security and Cooperation in Europe Parliamentary Assembly (2017 – Present) 

Committee membership

• Co-Chair: Special Joint Committee on the Declaration of Emergency (2022 – Present)
• Member: Standing Senate Committee on Foreign Affairs and International Trade (2020 – Present); Special Joint Committee on the Declaration of Emergency (2022 – Present); Standing Committee on National Security and Defence (2017 – Present); Standing Committee on Legal and Constitutional Affairs (2017 – Present); Standing Committee on Rules, Procedures and the Rights of Parliament (2021 – Present)
• Former Chair: Standing Committee on National Security and Defence (2020 – 2021)

Recent points of interest

GAC ‘Fit For Purpose’:

• During the March 2023 visit to 125 Sussex, Senator Boniface asked whether, in consultations with other countries, GAC has found they are facing the same issues and hurdles related to human resources.
• In June 2022, the Senator stated that the Foreign Service has a risk-averse culture and she asked how to rebuild an organization in a way that actually values contrary views. 
• Duringthis study, she has demonstrated an interest in the Government of Canada’s footprint abroad.
• Sanctions Against Russia:
• In June 2022, Senator Boniface asked if sanctions that Canada and its allies have put on Russia are affecting the Russian economy and the Russian people and if there is evidence that suggests international sanctions are producing a behavioural change in the Russian regime. 

 Unfair Trade Practice:

• At an AEFA meeting in May 2022, Senator Boniface wanted to know how the CBSA and the CITT investigate instances in which imports are being dumped or subsidized and if these practices have caused injury to Canadian producers. 

Other interests

Defence & Security:

• With a background in law enforcement, Senator Boniface has a special interest in security issues, particularly those related to human trafficking and CBSA-related work.

Mary Coyle
Independent Senators Group – Nova Scotia (Antigonish) 

Appointment to the senate

• December 4, 2017

Professional background

• Studies: Bachelor’s degree in in languages and literature with a major in French and a minor in Spanish and a Master’s degree in rural planning and development.
• Rural Development: She subsequently worked as a Rural Development Advisor in Indonesia and later to support two State Islamic Universities develop their community engagement strategies.
• Involvement: Vice President and Director of the school’s Coady International Institute (1997 – 2014); Executive Director of the Frank McKenna Centre for Leadership (2014 – 2017)

Political and parliamentary roles

• Senate group: Independent Senators Group (2018 – Present)

Committee membership

• Member: Standing Committee on Foreign Affairs and International Trade (2019 -‑ Present); Standing Committee on Indigenous Peoples (2017 – Present); 
• Former Member: Standing Committee on Transport and Communications (2020 – 2022)

Recent points of interest

GAC ‘Fit For Purpose’:

• During the March 2023 visit to 125 Sussex, Senator Coyle asked for more information around the Department’s Future of Diplomacy work and how much of the input into it is coming from internal vs external.
• On March 9, 2023, she noted that Canada has had 15 foreign ministers in the past 22 years, and expressed the view that some Ministers did not have the time or the power to provide Canadian diplomats with real leadership; she asked John Baird, who was appearing as a witness, to share his views on how these multiple changes affect the Foreign Service.
• In June 2022, the Senator showed interest in GAC's recruitment process and asked if there was a strategy on the part of the department to attract senior or mid-career professionals.
• In April 2022, Senator Coyle described the loss of many development assistance experts following CIDA’s amalgamation with DFAIT, and asked whether the role of Global Affairs as a link to development assistance expertise has been weakened.
• Ukraine
• In June 2022, Senator Coyle wanted to know the role of Canada or any other country or international organization in supporting diplomatic channels of negotiation between Russia and Ukraine and asked if there was still a possibility of de-escalation through diplomacy.

Seized Russian Assets:

• In May 2022, Senator Coyle wanted to know how the Russian assets seized by the government will be used.

Atrocities in Ukraine

• In April 2022, Senator Coyle, noted that “rape is a brutal weapon of war” and that atrocities and human rights violations throughout Ukraine have already been documented. She asked what Canada is doing to support the Ukrainian government, or other organizations on the ground, to protect women and children from further sexual violence and what Canada is doing to support the preparation of the evidence required to support the eventual prosecution of war crimes.

Other interests

• Senator Coyle is an advocate for gender equality in the in Canadian public institutions and in Canadian society.

Marty Deacon
Independent Senators Group – Ontario (Waterloo Region)

Appointment to the senate

• February 28, 2018

Professional background

• Commonwealth Games Canada: Executive Board Member & Chef de Mission (2012- ‑Present)
• Canadian Olympic Committee: Director, Executive Board (2009 – Present)
• Independent Consultant: Education consultation at the elementary and secondary school level (2016 – 2018)
• Waterloo Region District School Board: Superintendent & Executive Officer (2010 -‑ 2016); Principal (2000 – 2010)

Political and parliamentary roles

• Senate group: Independent Senators Group (2018 – Present)

Committee membership

• Member: Standing Committee on National Security, Defence and Veterans Affairs (2020 – Present); Standing Committee on Foreign Affairs and International Trade (2020 – Present); Standing Committee on Rules, Procedures and the Rights of Parliament (2022 – Present)
• Former Member: Standing Committee on Official Languages (2022 – 2022)

Recent points of interest

Russia: 

• In June 2022, Senator Deacon expressed concern about the risk that Russia uses chemical weapons in Ukraine and asked what options are available to Canada and other signatories to the Chemical Weapons Convention if it does so.
• During the same meeting, she also expressed concern regarding physical violence on women and children by Russia in Ukraine and asked how Canada can help hold perpetrators accountable for sexual violence in Ukraine. 

GAC ‘Fit for Purpose’:

• During the March 2023 visit to 125 Sussex, Senator Deacon asked what the Government learned from the pandemic with respect to emergency management, and what the connection is between the work at NORAD and similar sites and GAC’s Emergency Watch & Response Centre.
• In June 2022, the Senator stated based on the comments of previous witnesses that “there are too many supervisors and not enough leash to allow Canadian foreign affairs officers to operate independently and with autonomy in their postings.”
• She also asked what direction Canada should take as a middle power in its diplomacy given major changes on the international scene.
• Senator Deacon considers that the development aspect in diplomacy is very important for a rich, medium sized‑country like Canada. She regularly asks questions about Canada's development assistance efforts and resources.

Seized Russian Assets:

• In March 2022, Senator Deacon wanted to know how the Russian assets seized by the government will be used and if unfreezing of Russian assets could be a condition of any peace agreement.

Other interests

Afghanistan:

• In 2021, Senator Deacon was contacted by several athletes, coaches, sports leaders and leaders in the LGBTQ2+ community to help them get out of Afghanistan. 
• In a Senate question period in February 2022, she also reiterated the importance of the work involved in getting Afghans out of Afghanistan.

Mohamed-Iqbal Ravalia
Independent Senators Group – Newfoundland and Labrador 

Appointment to the senate

• June 1, 2018

Professional background

• Studies: Medical degree (MB.ChB.) and a Certification in Family Medicine (CCFP)
• Medicine: Practiced family medicine in Twillingate, NL (1984 – 2018)
• Community Engagement: Involvement with local minor hockey, community outreach initiatives, and fundraising for the Lions Club and support of the Anglican Church Sunday school program.

Political and parliamentary roles

• Senate group: Independent Senators Group (2018 – Present)
• Member: Canada-Europe Parliamentary Association (2019 – Present)

Committee membership

• Member:Standing Committee on Foreign Affairs and International Trade (2020 – Present); Standing Committee on Fisheries and Oceans (2018 – Present); Standing Joint Committee on the Library of Parliament (2019 – Present)
• Former Member: Standing Committee on National Security and Defence (2022 – 2022)

Recent points of interest

GAC ‘Fit for Purpose’:

• During the March 2023 visit to 125 Sussex, Senator Ravalia asked what GAC is doing to attract “hyphenated-Canadians” so that we can reap the benefits of their language skills, cultural knowledge, etc.
• In November 2022, the Senator asked DND about their involvement with GAC in the development of the Indo-Pacific Strategy given the potential threats in that region of the world.
• In June 2022, he recognized the importance of modernizing Canada's diplomacy as well as modernizing its digital technologies to revitalize the foreign service. He asked if Canada has an infrastructure capable of addressing potential cybersecurity threats and whether it is working with its Fives Eyes allies on this issue.
• In April 2022, Senator Ravalia suggested that in the context of evolving global challenges, Canada appears to be under-represented in some jurisdictions, such as on the African continent.

Humanitarian aid to Ukraine:

• In June 2022, Senator Ravalia asked what Canada can do to help maintain an adequate supply of equipment and medicines to organizations assisting Ukrainians on the ground.

Space Industry and Cooperation: 

• In May 2022, Senator Ravalia asked for more details about the memorandum of understanding signed by Canada and the United States concerning the cooperation on the civil Lunar Gateway. He also asked if there will be competition between private industry and this program in the long term. 

Vaccine Equity:

• Senator Ravalia has been a strong advocate for the redistribution of COVID-19 vaccines to disadvantaged countries and has repeatedly called for Canada's involvement in vaccine distribution in needy and underdeveloped countries.

Yuen Pau Woo
Independent Senators Group – British Columbia 

Appointment to the senate

• November 10, 2016

Professional background

• Research: Senior Fellow in Public Policy, Asian Institute of Research at The University of British Columbia (2014 – 2021); Senior Fellow, Asia Pacific Business Studies, Simon Fraser University (2014 – Present)
• Asia Pacific: President and CEO of the Asia Pacific Foundation of Canada (2005 – 2014); Distinguished East Asia Fellow at the Asia Pacific Foundation of Canada (2014 – 2021); President of China Global: The Vancouver Society for Promotion of Chinese Art and Culture (2014 – 2020)

Political and parliamentary roles

• Senate group: Independent Senators Group (2016 – Present)
• ISG Facilitator (2017-2021)

Committee membership

• Member:Standing Committee on Foreign Affairs and International Trade (2017 – Present); Standing Committee on Banking, Trade and Commerce (2021 – Present); Standing Committee on Rules, Procedures and the Rights of Parliament (2021 – Present); Standing Joint Committee for the Scrutiny of Regulations (2017 – Present); Standing Committee on Transport and Communications (2022-Present)
• Former Member: Committee of Selection (2019 – 2020); Standing Committee on Internal Economy, Budgets and Administration (2021 – 2022)

Recent points of interest

GAC ‘Fit for Purpose’:

• In June 2022, Senator Woo showed significant interest in the recruitment process for the foreign service and how to optimize it. 
• Senator Woo has said he is in favour of greater recruitment into the Foreign Service of officials from other departments.
• During Minister Sajjan’s November 2022 appearance before the committee, the Senator suggested that GAC shouldrank the intrinsic global savvy and skills that some Canadians have‑ higher than we currently do, and place less emphasis on knowledge of French. As examples, he suggested foreign language ability, having lived abroad, and understanding cultures around the world.

 Anti-Dumping and Countervailing Duties:

• In May 2022, Senator Woo underscored the importance of addressing anti-dumping and countervailing duties to protect producers and their workers and asked how the interests of consumers and importers of intermediate goods are addressed in these protectionist measures.

Russia Invasion of Ukraine:

• In April 2022, Senator Woo expressed dissatisfaction with the fact that the government seems to want the conflict in Ukraine to continue over the long term and asked what Canada is doing to try to negotiate a quick end to the war to reduce human suffering.

Russia Sanctions:

• In March 2022, Senator Woo noted his agreement with using the Magnitsky act to punish Russian leaders. However, he expressed some reluctance regarding SEMA and FACFOA, which he believes may not achieve the goal of changing the behavior of these Russian actors.

Amina Gerba
Progressive Senate Group – Quebec (Rigaud) 

Appointment to the senate

• July 29, 2021

Professional background

• Studies: Bachelor’s degree in Business Administration and a Master’s degree in Business Administration
• Business: Co-founded two companies manufacturing hair and body care products: KarilissLaboratories Inc. and Kariderm
• Consulting: Founder (2003) of non-profit Afrique Expansion Inc., in order tobuild bridges between Canada and Africa, and encourage business opportunities

Political and parliamentary roles

• Senate group: Progressive Senate Group (2021 – Present)
• Member: Canada-Africa Parliamentary Association (2021 – Present); Canada-France Inter‑Parliamentary Association

Committee membership

• Member: Standing Committee on Foreign Affairs and International Trade (2021 – Present); Standing Committee on Human Rights (2021 – Present); 
• Former Member: Standing Committee on Energy, the Environment and Natural Resources (2021 – 2022); Standing Committee on National Finance (2021 – 2022); Standing Committee on Social Affairs, Science and Technology (2021 – 2022); Standing Committee on Transport and Communications (2021 – 2022)

Recent points of interest

GAC ‘Fit For Purpose’:

• During the March 2023 visit to 125 Sussex, Senator Gerba sought details on Canada’s Africa Strategy, and what we know about how other countries are positioning themselves in Africa.
• In November 2022, the Senator criticized DND witnesses on their footprint in Africa, having been surprised to learn that one Defense Officer was covering 13 countries.
• In October 2022, she asked whether Canada’s whole diplomatic machinery should turn to economic foreign policy to avoid missing opportunities.
• In June 2022, Senator Gerba congratulated Canada for its membership in the African Development Bank. She went on however to deplore the reduction over the years of the Canadian diplomatic network on the continent and asked why a country like Canada, as one of Africa’s main donors, has such a small diplomatic network there.
• In April 2022, the Senator asked if there have been any significant changes as a result ofGAC's announced plan to increase its number of Black and Indigenous executives.

Global Food Crisis: 

• In June 2022, Senator Gerba noted the global food issues related to the conflict in Ukraine and asked what role Canada can play in limiting this crisis particularly in the most affected African countries.

Trade Remedy System: SME

• In May 2022, Senator Gerba underscored the need to improve access to the trade remedy system for small and medium-sized enterprises and asked what actions have been taken by the government simplify access to the system for small and medium-sized businesses.

Bill S-217 (An Act respecting the repurposing of certain seized, frozen or sequestrated assets):

• In April 2022, Senator Gerba acknowledged the importance of this legislation, but expressed concern about the effects of such legislation on investment by foreign nationals in Canada. 

Stephen Greene
Canadian Senators Group – Nova Scotia (Halifax – The Citadel) 

Appointment to the senate

• December 22, 2008

Professional background

• Politics: Candidate for the Reform Party in the 1993 and 1997 federal elections; served as Chief of Staff to Preston Manning of the Reform Party of Canada (1993-‑ 1996)
• Insurance: He worked in the insurance industry and became engaged in national and international insurance issues (1996 – 2009) 
• Foreign Service: Early in this career, he worked at the Canadian embassy in Washington D.C., and at the Canadian Consulate in Boston.

Political and parliamentary roles

• Senate groups: Conservative Party of Canada (2009 – 2017); Independent Senators Group (2017 ‑2019); Canadian Senators Group (2009 – Present)
• Deputy Liaison (2022 – Present)
• Deputy Government Whip in the Senate (2010 – 2015)
• Deputy Opposition Whip in the Senate (2016 – 2017)

Committee membership

• Member: Standing Committee on Foreign Affairs and International Trade (2019 – Present); Standing Committee on Rules, Procedures and the Rights of Parliament (2020 – Present); Standing Joint Committee for the Scrutiny of Regulations (2019 – Present)
• Former Member: Standing Committee on Banking, Trade and Commerce (2015 – 2017); Special Senate Committee on Senate Modernization (2017 – 2019); Standing Committee on Transport and Communications (2011 – 2013)

Recent points of interest

GAC ‘Fit For Purpose’:

• In June 2022, Senator Greene noted that the conflict in Ukraine will significantly change Canada's international policy and asked if GAC will be seeking the assistance of academics and experts to help adapt.

UN Update:

• In April 2022, Senator Greene mentioned the lack of relevance that the UN has in the conflict in Ukraine and whether Canada should have as an objective to initiate discussions and work on the creation of the “United Nations, Part II”. 

Ukraine:

• Since the beginning of the conflict, Senator Greene has advocated for more aid to Ukraine as well as the imposition of a no-fly zone.

Free Trade Agreements:

• In May 2019, Senator Greene stated that he was in favour of free trade agreements because they benefit Canada, our trading partners, and the global economy in general.

David Richards
Canadian Senators Group – New Brunswick 

Appointment to the senate

• August 30, 2017

Professional background

• Novelist, essayist, screenwriter and poet.
• Recognition: In 2007, he was awarded the regional Commonwealth Writers’ Prize award. He is also a member of the Order of New Brunswick and the Order of Canada. 

Political and parliamentary roles

• Senate groups: Independent Senators Group (2017 – 2018); Non-affiliated (2018-‑ 2019); Canadian Senators Group (2019 – Present)
• Member: Canada-Europe Parliamentary Association(2019 – Present)

Committee membership

• Member: Standing Committee on Foreign Affairs and International Trade (2021 – Present); Standing Committee on National Security and Defence (2017 – Present); Standing Senate Committee on National Security, Defence and Veterans Affairs (2021 – Present); 
• Former Member: Standing Committee on Indigenous Peoples (2013 – 2015); Standing Committee on National Finance (2019 – 2022); Standing Committee on Transport and Communications (2020 – 2021)

Recent points of interest

Afghanistan: 

• In June 2022, Senator Richards showed a strong interest in Canada's relationship with Afghanistan, particularly with respect to immigration issues and Afghan employees working at the Canadian embassy.

Russia:

• In June 2022, Senator Richards wanted to know if a diplomatic approach was still possible with Russia and if there are discussions behind the scenes to calm the situation.

Ukraine:

• Senator Richards has been in favour of imposing a no-fly zone in Ukraine and providing more military aid from Western countries.

GAC ‘Fit for Purpose’:

• In April 2022, Senator Richards deplored the state of Canada’s military, suggesting that greater collaboration between GAC and DND would improve the situation from a defence and security perspective.

Leo Housakos
Conservative Party of Canada – Quebec (Wellington) 

Appointment to the senate

• December 22, 2008

Professional background

• Studies: Bachelor’s degree in Business Administration
• Business: Had a career in business, served two terms as Vice-President of the Hellenic Congress of Quebec and as a founding member of the Hellenic Board of Trade of Metropolitan Montreal

Political and parliamentary roles

• Senator Group: Conservative Party of Canada (2009 – Present)
• Deputy Whip of the Opposition(2020 – Present)
• Speaker of the Senate(2015)
• Speaker Pro Tempore(2014 – 2015)

Committee membership

• Chair: Standing Committee on Transport and Communications (2021 – Present)
• Member:Standing Committee on Foreign Affairs and International Trade (2009 – 2021/2022 – Present); Standing Committee on Transport and Communications (2009 – 2016/2021 – Present); Committee of Selection (2021- Present)
• Former Member: Standing Committee on Internal Economy, Budgets and Administration (2013 – 2016); Standing Committee on Rules, Procedures and the Rights of Parliament (2017 – 2019);Standing Committee on Rules, Procedures and the Rights of Parliament (2009 – 2022); Special Joint Committee on the Declaration of Emergency (2022 – 2022)

Recent points of interest

GAC ‘Fit For Purpose’:

• During the March 2023 visit to 125 Sussex, Senator Housakos asked what the Department needs to do to address perceived gaps in intelligence gathering, defense against cyber-attacks and theft of intellectual property at a level equivalent to our allies in the US, UK and France.

Sanction Regime:

• In May 2022, Senator Housakos introduced Bill S-247 An Act to amend the Justice for Victims of Corrupt Foreign Officials Act (Sergei Magnitsky Law).
• During a debate on Bill S-217, An Act respecting the repurposing of certain seized, frozen or sequestrated assets, in June 2022, Senator Housakos spoke in favor of the bill by mentioning that “it will further strengthen the Magnitsky Act and strengthen our ability as a country to properly deal with corruption and human rights abuses around the world”.

Foreign Interference:

• In October 2022, Senator Housakos spoke to an increase of foreign interference in Canada and asked witnesses what kind of legislation would identify and protect Canada in this regard.

Afghanistan: 

• In October 2022, Senator Housakos deplored what he described as Canada having let down our friends and supporters in Afghanistan, asking if the failure was because of a lack of intelligence or because of an error from GAC or IRCC. 

Michael L. MacDonald
Conservative Party of Canada – Nova Scotia (Cape Breton) 

Appointment to the senate

• January 2, 2009

Professional background

• Studies: Bachelor’s degree in Political Science and History 
• Provincial Politics: He ran twice provincially for the Nova Scotia Progressive Conservative Party in 1993 and 1998 
• Business: President and owner of the Fortress Inn Louisbourg (1988 – Present)

Political and parliamentary roles

• Senate Group: Conservative Party of Canada (2013 – Present)
• Co-chair:Canada-US Inter-Parliamentary Group (2019 – Present)
• Treasurer:Canada-Korea Inter-Parliamentary Friendship Group (2020 – Present)

Committee membership

• Chair: Committee of Selection (2021 – Present)
• Member: Standing Committee on Foreign Affairs and International Trade (2009 – Present);
• Former Member:  Standing Committee on Transport and Communications (2015 – 2017 | 2020 – 2021); Standing Committee on Energy, the Environment and Natural Resources (2017 – 2019)

Recent points of interest

GAC ‘Fit for Purpose’:

• In June 2022, Senator MacDonald asked about the impact of selecting non-career diplomats as ambassadors. 

UN – Ukraine:

• Since the beginning of the conflict in Ukraine, Senator MacDonald has on several occasions raised concerns about the impact of the conflict on the functioning of the UN.

China: 

• Senator MacDonald has shown particular concern about China's intentions. In April 2022, he posited that China is currently learning from the conflict in Ukraine about tactical and operational matters.

Agriculture Producers:

• In March 2020, Senator MacDonald expressed his concern about the impact of the Carbon Tax, which he said would make it difficult for Canadian agriculture to compete with American producers in a free trade environment.

Cultural Diplomacy

Role of Culture and Arts in Diplomacy

• We generally define cultural diplomacy as a diplomatic approach that deploys the power of arts and culture to advance foreign policy priorities. It is effectively doing diplomacy through culture.
• Arts and culture as a tool of diplomacy can expand a country’s international influence by increasing access to foreign audiences including decision makers, positioning Canada as a leader on key policy issues and expanding global presence.

Supplementary Messages

• Arts and culture in diplomacy can directly support foreign policy priorities by effectively communicating values to – and opening dialogues with – target audiences who can directly or indirectly influence our priorities.
• Arts and culture can also contribute to Canada’s power of influence in international diplomacy, as studies show that influence may depend more on a nation’s cultural and reputational ranking than its hard power.
• Soft power can also generate international leverage and support among foreign publics, which is an essential element of public diplomacy.
• Involving arts and culture in diplomacy can contribute to an overall positive reputation for Canada which can serve as a gateway to foreign direct investment, international student enrolment, tourism and exports.

Measures in Place Since 2019 - Responses to the 2019 Senate Report

• The Department welcomed the 2019 Senate Report, its extensive analysis, and recommendations to the Foreign Service.
• As part of its commitment to the Creative Export Strategy, the department implemented a number of the recommendations put forth by the report such as enhancing capacity of the department and engaging with federal and provincial partners.

Supplementary messages

Recommendation 1: Develop and implement a comprehensive cultural diplomacy strategy

Recommendation 2: Explore opportunities for greater and more effective collaboration and coordination with provinces, territories and municipalities

• The department engaged in proactive outreach with provinces, territories, and municipalities to explore opportunities to collaborate on initiatives abroad. (in person visits to PEI, Quebec, Ontario, Manitoba, BC, Nunavut, Yukon, Quebec City, Toronto, Winnipeg, Vancouver). COVID interrupted further plans to do outreach in person.
• Through the Mission Cultural Fund (MCF), the Department collaborated with six provinces on 63 initiatives. For these 63 initiatives, the MCF contributed $365K while provincial partners contributed $355K. This speaks to the importance of collaboration and partnerships towards common goals.

Recommendation 3: Develop performance measurement indicators to monitor and assess both the short-term and long-term results

• The department has performance indicators with which to measure impacts and success of cultural diplomacy:
  • # of target audiences
  • # of audiences supporting Canada’s position
  • # of follow-ups (meaning further engagement, partnerships and/or contracts made as a result of initiative)
  • % of initiatives that met intended targets
  • Canada’s ranking on key reputable national brand and soft power indices

Recommendation 4: Designate ¶¶ÒùÊÓƵ as the lead department responsible for coordinating and delivering Canada’s cultural diplomacy strategy

• The department has led cultural diplomacy engagements, partnering with PCH, PCH-portfolio and cultural stakeholders. A governance paper was drafted to identify processes that would lead to sharing priorities and opportunities between GAC’s mission network and Canadian cultural stakeholders.

Recommendation 5: Provide the Committee with a status report on the Government of Canada’s cultural diplomacy activities

• 127 missions abroad have reported over 2,500 MCF initiatives with $15M in MCF since 2017, supporting a wide range of foreign policy objectives. 75% of MCF initiatives have been reported to have met stated objectives.
• Latest data from 2016 to 2022 indicates:
  • # of target audiences: 18 million persons engaged
  • # of audiences supporting Canada’s position: 940,000 occurrences of audiences publicly supporting Canada’s objectives (for example through emails or calls, personal feedback to mission staff, comments on social media, etc)
  • # of follow-ups (meaning further engagement, partnerships and/or contracts made as a result of initiative): 3,127 instances of follow-ups
  • % of initiatives that met intended targets: 75% of initiatives
  • Canada’s ranking on key reputable national brand and soft power indices: In 2020 Anholt-Ipsos National Brand Index, Canada’s ranking was 3^rd overall,10^th in cultural reputation.

Recommendation 6: Enhance the cultural diplomacy capacity of Canadian missions abroad

• 5 positions created in missions abroad, including hybrid positions, additional cultural diplomacy responsibilities for hundreds of employees in missions, including training opportunities.
• The department regularly provided content and resources to missions such as films, books, digital tools, as well as hosting panel events together with civil society partners (Indigenous, disability arts, Francophonie) to enhance mission capacity.

Recommendation 7: Provide cultural diplomacy training to its employees

• 90 Canadian Foreign Service and Locally-Engaged Staff officers participated in 5 cultural diplomacy training sessions since 2018.
• More than 300 GAC employees at HQ and at missions participated in professional development opportunities such as panel discussions on Indigenous arts, arts and disabilities, arts in minority language communities.

Recommendation 8: Support the creation of a modernized Canadian Studies program

• GAC is currently reassessing the future of the program and conducting internal consultations to determine the best way forward for promoting Canada's international image and fostering greater knowledge and understanding of Canada among foreign academics and Canadianists.

Measures in Place Since 2019 - Mission Cultural Fund Overview

• Since 2017, the Mission Cultural Fund (MCF) was leveraged by diplomatic missions to advance diplomatic objectives through culture.
• The MCF’s main objectives were to support the department’s mandate for international advocacy and diplomacy: strengthen Canada’s influence through enhanced access, presence, leadership, and bilateral relations.

Supplementary Messages

• The MCF allowed Canadian artists to be at the heart of over 2,500 diplomatic initiatives, with artists carrying Canadian values and policy priorities – whether it be diversity and inclusion, Indigenous reconciliation, Francophonie, climate change, among other examples.
• Notwithstanding the sunset of the MCF, we would expect to see demand for cultural elements to continue for large international engagements such as diplomatic anniversaries, COPs, Expos, the Olympics, etc.

Update

Funding for GAC’s Cultural Diplomacy sunsetted on March 31, 2023. Without dedicated funds, the department will begin down-tooling existing capacity. Budget 2023 funding fell short of the amount required for GAC’s CES Trade to continue operations without adjusting the footprint and activities. The department is developing an appropriate communications strategy as a result.

Supporting Facts and Figures

• The CES has funded 5 FPDS positions (ABDBI, CNGNY, BRLIN, LDN, PARIS), 4 Trade positions (LNGLS, CNGNY, LDN, PARIS), and 4.5 Hybrid positions (MXICO, SHNGI, TOKYO, MMBAI, SYDNY).
• To date, 2,536 MCF initiatives have been reported, for an average of 362 initiatives per year.
• The MCF was accessible by all missions (175).  127 missions accessed the Fund in all regions since its beginning.
• Missions have spent $15M over the past 7 years in cultural diplomacy initiatives.
• 75% of MCF initiatives have been reported to have met intended targets.
• The average cost of an MCF initiative is $5,926.22.
• Film screenings have the lowest average cost per initiative at just over $3,000.
• COVID was a pivotal moment for cultural diplomacy:
  • Number of initiatives declined by 46% in 2020-2021 from previous year.
  • Number of audiences increased by 44% in 2020-2021 from previous year, showing the potential of virtual platforms.
• The MCF was leveraged to advance key foreign policy priorities and themes:
  • Canada’s Global Image: 1,576 initiatives / 62%
  • Market Access and Trade Facilitation: 261 initiatives / 10%
  • Individual rights, Freedom of expression: 205 initiatives / 8%
  • Gender Equality, LGBTI, Women: 172 initiatives / 7%
  • Indigenous issues: 116 initiatives / 5%
  • Arctic, Climate, Environment: 69 initiatives / 3%
  • Education: 52 initiatives / 2%
  • Democratic Inst., participation & processes: 47 initiatives / 2%
  • Others: 38 initiatives / 1%
• Canada’s Global Image is the leading category for MCF, leveraged to advance Canada’s image, reputation, and influence through culture.

Background

GAC received an annual allocation of $6M under the CES comprised of:

• $1.75M Mission Cultural Fund (MCF) accessible by all missions in the GAC network (178)
• $250K Trade Fund
• 5 positions in select missions
• 3 HQ positions

The MCF was used to implement targeted initiatives aimed at:

• Accessing foreign decision-makers and target audiences;
• Advancing Canada’s leadership of foreign policy priorities and values such as climate change, inclusion and diversity, human rights, and Indigenous reconciliation;
• Strengthening Canada’s relations with the world and yielding greater influence for Canada;
• Ensuring Canadian artists are presented to foreign audiences

The MCF directly supported participation of Canadian artists and arts organizations in various types of cultural diplomacy activities including:

• Tour of artists and artworks;
• Artistic showcasing such as installations, exhibitions, performances, screenings, festivals, arts and literary fairs;
• Workshops, conferences and artistic exchanges;
• Community-engaged or arts-based international development activities, etc.

Eligible expenses for MCF included:

• Fees and rights for artists and cultural content based on industry standards
• Transportation costs for artistic material
• Promotional activities/material
• Rental fees for venues and equipment
• Subtitling and translation for film screenings (book translation is covered by Canada Council for the Arts)
• Local and international economy travel fare
• Ground transportation
• Disability-related supports and services

GAC Promotion of Arts and Culture Abroad

• With networks around the world, our diplomatic missions are in a unique position to identify and engage with target audiences with the most influence to promote Canada’s interests.
• Our diplomatic network can ensure that Canadian arts and culture sectors are connected with desired international audiences, potential partners and platforms which benefit the sectors.

Supplementary Messages

• Missions abroad can gather intelligence, trends, and information about opportunities of benefit to Canadian arts and culture sectors, including in non-traditional markets and priority regions.
• Missions, together with Canadian arts and culture stakeholders and foreign partners, are able to program targeted initiatives and leverage public diplomacy initiatives and social media platforms to ensure greater exposure for Canadian artists.
• Another important contribution to GAC’s arts and culture promotion is provided by the Trade Commissioner Service (TCS) which supports creative industry clients at events and initiatives around the world – often in tandem with cultural diplomacy initiatives.

Update

Budget 2023 announced $4.9M over two years for the continuation of TCS trade promotion activities under the Creative Export Strategy. The funds will support ongoing business development activities abroad and fund a small number of dedicated TCS creative industries positions.

Supporting Facts and Figures

• From 2017 to 2023, the Creative Industries Trade Promotion Fund, $250K per year, was used to support more than 360 initiatives across 40 diplomatic missions.
• In 2020-21, the trade program facilitated more than 75 business deals, accounting for $3.7 million in business for Canadian creative industries clients.

Background

GAC’s Mission Cultural Fund (MCF) and the creative industries Trade Program Fund (TPF) worked hand-in-hand to support mission initiatives that achieve both trade and diplomatic goals, such as business-to-business market development opportunities and arts presentation.

GAC's interaction and collaboration with PCH-led Creative Export Strategy will ensure continued partnerships for:

• Strategic participation in major international events;
• The creation of new international opportunities for the Canadian cultural sector;
• Advancing governmental priorities abroad such as human rights, gender equality, diversity and inclusion and Indigenous reconciliation.

Annexes

2019 Senate Report: Cultural Diplomacy at the Front Stage of Canada’s Foreign Policy – Executive Summary

Arts and culture are foreign policy assets. However, the Canadian government’s interest in cultural diplomacy has been inconsistent over the years: initiatives have been undertaken to only then be phased out. Regardless, Canadian artists, writers and cultural organizations have themselves never stopped projecting the country’s culture and arts internationally.

This report presents the findings of the Standing Senate Committee on Foreign Affairs and International Trade on the role Canadian culture and the arts should play in Canada’s international relations.

The main conclusion is that cultural diplomacy should be a pillar of Canada’s foreign policy.

Countries practice cultural diplomacy for many reasons. Such activities can generate support for a country’s foreign policy priorities, improve mutual understanding and people-to-people ties, build trust for subsequent interactions, and advance matters of national interest.

The Committee’s study emphasized that a diverse range of Canadian artists have garnered international recognition for the quality of their work and have helped to project a positive image of Canada internationally. However, testimony also indicated that, in the absence of consistent and strategic support from the Canadian government for cultural diplomacy, important opportunities have been missed. This finding can be explained by a number of factors:

• Arts and culture are an undervalued asset of Canadian foreign policy today.
• Federal roles and responsibilities for cultural diplomacy are currently fragmented, thus undermining their effectiveness.
• Federal funding devoted to the promotion of Canada’s culture and arts abroad has been insufficient and inconsistent.

The Committee is of the firm belief that the full potential of cultural diplomacy – as a pillar of Canada’s foreign policy – has not yet been realized by the Government of Canada. Based on its conviction that the Government of Canada needs to make concerted efforts in this area, the Committee recommends:

Recommendation 1: That the Government of Canada develop and implement a comprehensive cultural diplomacy strategy. It should establish the objectives of cultural diplomacy within the context of Canada’s foreign policy, articulate roles and responsibilities, and identify the budgetary resources necessary for the strategy’s realization.

The Committee also concluded that this cultural diplomacy strategy would benefit from clearly defined principles.

The Committee has identified six:

• Projecting a modern image of Canada, including by taking full advantage of Canada’s leadership in innovation and creativity in the cultural sector.
• Identifying commercial opportunities for artists and cultural entrepreneurs in international markets.
• Taking a people-centred approach, in leveraging the talent of the artists and creators from across the country, especially emerging and young artists.
• Strengthening international collaboration based on the principle of reciprocity and the exchange of experience.
• Supporting innovative approaches to reflect the new modes of creativity that have resulted from technological advances.
• Ensuring that cultural diplomacy be entrenched as a priority within Canada’s foreign – and trade – policy.

In addition to the aforementioned principles, the Committee believes that the cultural and artistic dimensions of Canada’s foreign policy need to be enhanced and solidified through sound policy architecture.

A strategic framework for cultural diplomacy should be based on clearly defined goals and objectives. In turn, an ambitious, consistent and predictable level of investment should be attached to the achievement of those goals and objectives over the long term. As such, the Committee believes that the Government of Canada should work with provinces, territories and municipalities to leverage funding and maximize the impact of the federal role. With that objective in mind, the Committee recommends:

Recommendation 2: That the Government of Canada explore opportunities for greater and more effective collaboration and coordination with provinces, territories and municipalities in its cultural diplomacy activities.

The Committee also believes strongly in the importance of performance measurement. As such, the Committee recommends:

Recommendation 3: That federal departments and Crown corporations involved in cultural diplomacy activities develop performance measurement indicators to monitor and assess both the short-term and long-term results of those activities.

The Committee also determined that coordination of federal actions in the international promotion of Canadian arts and culture needs to improve. The Committee is calling for the development of a system that can enhance the consistency and the coherence of the decision-making process related to cultural diplomacy and that would consolidate government resources which are currently dispersed by and to various stakeholders. Given the fact that ¶¶ÒùÊÓƵ (GAC) has the mandate to conduct Canada’s international affairs and the associated expertise, the Committee believes that the department and its network of foreign missions should have the lead role in executing Canada’s cultural diplomacy strategy. Therefore, the Committee recommends:

Recommendation 4: That the Government of Canada designate ¶¶ÒùÊÓƵ as the lead department responsible for coordinating and delivering Canada’s cultural diplomacy strategy. The roles and responsibilities of other federal departments and agencies involved in the promotion of Canadian arts and culture should be clearly established in the strategic policy framework.

Recommendation 5: That, two years after the tabling of this report, ¶¶ÒùÊÓƵ provide the Committee with a status report on the Government of Canada’s cultural diplomacy activities, with emphasis on those activities that supported Canada’s foreign policy. The status report should be based on, but not limited to, performance measurement indicators.

The Committee is of the view that Canadian diplomatic missions abroad could be a critical tool in the implementation of Canada’s cultural diplomacy strategy. Furthermore, with respect to personnel, if it is to be treated as a priority within the Canadian government, cultural diplomacy must be reflected in the rank, training and selection of foreign service officers, as well as in their performance evaluation. Toward those ends, the Committee is recommending:

Recommendation 6: That ¶¶ÒùÊÓƵ enhance the capacity of Canadian missions abroad so that they have the skills, knowledge and tools necessary to support the federal government’s cultural diplomacy initiatives.

Recommendation 7: That ¶¶ÒùÊÓƵ provide cultural diplomacy training to its employees, with particular attention on rotational employees posted abroad.

The Committee further believes that showcasing Canadian participation at international events, as well as organizing missions that curate Canada’s creative enterprises, are among the promotional activities that could be instrumental in giving effect to Canada’s cultural diplomacy strategy. Such activities serve to enhance the “discoverability” and competitiveness of Canada’s creative sector, while also creating opportunities for collaboration and engagement with industry leaders and buyers from around the world.

Many witnesses described how digital technologies and social media have transformed the cultural chain of production and have created new spaces for international dialogue. The Committee views new technologies and digital inventiveness as opportunities to amplify people-to-people ties. Acting on this finding will necessitate that greater attention be devoted by the Canadian government to the potential impact of this sector in its foreign policy.

Finally, some witnesses focused on education as an important instrument of cultural diplomacy and diplomacy writ-large. In the past, Canadian studies programs were part of efforts to enhance knowledge and understanding of Canada abroad. The Committee determined that a new and modernized Canadian studies program could expand knowledge about Canada, and Canadian values, around the world. Therefore, the Committee recommends:

Recommendation 8: That ¶¶ÒùÊÓƵ support the creation of a modernized Canadian Studies program that would contribute to knowledge about Canada in the world.

Overall, the Committee concluded that the work of cultural diplomacy could be carried out in a much more efficient, effective and strategic manner. The Committee’s recommendations are therefore intended to ensure that the Government of Canada will invest in cultural diplomacy as an enduring pillar of Canada’s foreign policy.

Examples of Cultural Diplomacy in Action

Non-mission cultural fund

CAIRO – Indigenous perspectives at COP27 (November 2022)

Who

• Environment and Climate Change Canada (ECCC)
• National Film Board (NFB)
• International Fund for Agricultural Development (NGO, Canada office)

What

• Cultural initiatives showcasing Indigenous perspectives on climate change at the 1st Canada Pavilion at COP27

Why

• Demonstrate Indigenous leadership in climate action, importance of Indigenous knowledge

Where

• MENA

Results

• Virtual reality installation (produced by NFB) positioning Indigenous futurism and cultural revitalization as a climate change solution
• Panel and culinary demo focusing on Indigenous food systems and approaches to sustainability, with a well-known Indigenous chef from Canada, plus GAC and IFAD senior officials
• Post-COP27 culinary masterclass in Cairo with the Indigenous chef from Canada and a leading Egyptian chef, showcasing ingredients/recipes from both cultures & building cross-cultural bridges

Fund

• GAC’s Post-Initiative Fund, with extra funding by ECCC and NFB

STKHM – 9th World Summit on Art and Culture (May 3-5, 2023)

Who

• International Federation of Arts Councils and Culture Agencies (IFACCA)
• Canada Council for the Arts (CCA)
• PCH
• Conseil des arts et des lettres du Québec

What

• 2 Canadian exhibits of Indigenous circumpolar art at IFACCA’s 9th World Summit on Art and Culture, hosted in Sweden

Why

• Highlight Canadian and Indigenous leadership on key issues (reconciliation, Arctic)

Where

• EUROPE

Results

• Arctic XR / Arctic AR: Digital art project presenting 6 films by northern Indigenous artists
• Land of None / Land of Us: Exhibit of contemporary circumpolar photography challenging preconceived notions of the Arctic and highlighting Indigenous connections to land
• Reception for 55 heads of Arts Councils and Ministries, Swedish cultural orgs & Canadian partners

Fund

• GAC’s Post-Initiative Fund, with extra funding by the Canada Council for the Arts

Environment

BEJING – Anthropocene (2019-2021)

Who

• CDN photographers/filmmakers Edward Burtynsky, Jennifer Baichwal, Nicholas de Pencier

What

• Documentary screenings

Why

• Climate change, biodiversity loss

Where

• INDO-PACIFIC

Results

• 3 film screenings attended by influencers + environment advocates
• Showcase CDN excellence in filmmaking, photography
• Strengthen existing collaborations and establish relations with local partners (World Wide Fund for Nature)

Peace + security

JUBA – International Day Against the Use of Child Soldiers / Red Hand Day (Feb 2023)

Who

• Emmanuel Jal (South Sudanese-Canadian former child soldier, activist, artist)
• UNICEF
• Danish Refugee Council

What

• International Day Against the Use of Child Soldiers

Why

• Youth peacebuilders, integration of former child soldiers

Where

• SUB-SAHARAN AFRICA

Results

• Empower youth peacebuilders
• Advocate to local decision-makers (incl. Def + Edu Min.) + international community
• Poetry readings, performances and panels with youth peacebuilders
• Employ cultural diplomacy in fragile and conflict-affected states
• Film screening and Q&A with Emmanuel Jal for diplomatic community

Indigenous

MXICO – Indigenous Crossroads Canada-Oaxaca (Sept-Oct 2021)

Who

• 82 Indigenous artists from Canada + Oaxaca
• Canada Council for the Arts
• Canadian universities from SK, ON

What

• Over 100 cultural events over 19 days

Why

• Advance Indigenous reconciliation in Canada and in Mexico (Oaxaca)

Where

• LATAM

Results

• Mural by Canadian + Mexican Indigenous artists
• Micro-grants for Indigenous language revitalization projects
• Cultural diplomacy workshops with Canadian universities
• Art installations, exhibits and films shown at cultural venues in Oaxaca City
• + 2,500 people reached
• Access to federal/local/civil society decision makers, e.g. former Oaxaca governor
• New collaborations with Mexican festivals and other partners

STKHM – Engagement on Sami Issues (throughout 2022)

Who

• Indigenous artists from Canada
• PCH

What

• Series of cultural events coinciding with Sami Truth Commission launch

Why

• Indigenous reconciliation in Canada + Sweden, revitalize language + culture

Where

• EUROPE

Results

• Screening of film on Josephine Bacon + Q&A with director + Sami leader
• Indigenous performance company (Vancouver) at a local festival
• Indigenous-led panel on culture + reconciliation with CAN, AUS, NZ speakers
• Support for Swedish and Sami delegates at 2022 Arctic Arts Summit
• Became trusted partner of the Sami + Government of Sweden on reconciliation
• Share lessons learned from TRC, express solidarity

Human rights

DUBAI – Disability Arts Showcase (May 2019)

Who

• National AccessArts Centre (NAAC - largest CDN disability arts org based in Calgary)
• Mawaheb Art Studio for People of Determination (UAE)
• Canada Council for the Arts
• Alberta Foundation of the Arts

What

• Highlight artists with disabilities during UAE Year of Tolerance

Why

• Diversity and inclusion (people with disabilities)

Where

• MENA

Results

• 5-week public exhibit showing 22 artworks by NAAC + Mahaweb – incl. 2 weeks at Dubai International Airport (6.8 million potential viewers)
• 3-day arts residency and community outreach in the UAE
• Access to Government officials at Dubai Culture + Arts Authority, Culture Counsel Dubai
• Engagement through culture with Canada + UAE artists living with disabilities

CNGNY – ‘Truth in Our Time’ at Carnegie Hall (April 2022)

Who

• National Arts Centre Orchestra (NACO)

What

• US symphony premiere (concert) honouring Peter Jennings at Carnegie Hall

Why

• Media freedom

Where

• United States of America

Results

• Nearly sold-out Carnegie Hall concert
• 3-day press program for NACO
• ABC News panel with NACO and journalists from the Financial Times, NYT
• Access to key cultural, business, political contacts in NY
• Amplify Canada’s positions on media freedoms, democracy, human rights

Francophonie

TUNIS – Dany Laferrière Visit (Nov 2021)

Who

• Dany Laferrière (Haitian-Canadian novelist, member of l’Académie française)
• Quartier des spectacles de Montréal
• Canada Council for the Arts
• Institut français de Tunisie

What

• Visit by author

Why

• Canada and La Francophonie

Where

• MENA

Results

• Public art installation on Dany Laferrière’s life, refuge in Canada
• Masterclass with Dany Laferrière for over +1300 people (more online)
• Panel at Tunis International Book Festival
• Engaged public + leaders from artistic, academic, diplomatic communities
• Interest in Dany Laferrière + Canada by local media
• Promote Canada as an engaged OIF member with a strong Francophone culture; also diverse, open society

Diversity and inclusion

BRSLA – Guest of Honour at Gramado Film Festival (August 2017)

Who

• Canadian filmmakers
• Film schools from BC, ON

What

• Guest of Honour at Gramado Film Festival (largest in South America)

Why

• Gender equality
• Youth empowerment
• 2SLGBTQI+ rights

Where

• LATAM

Results

• 37 screenings of Canadian films
• Panel on gender equality with women filmmakers (Canada, Argentina, Brazil)
• Filmmaking workshops led by Canadian schools
• Info + matchmaking sessions on Canada’s audiovisual sector
• BRSLA HOM presented award to a young Brazilian transgender filmmaker
• Plaque at Gramado City Hall honouring Canada’s leadership

MMBAI - Kashish Mumbai International Queer Film Festival (May 2018)

Who

• Canadian filmmakers
• 2SLGBTQI+ rights activists from Canada, India
• Bureau du Québec in Mumbai

What

• Kashish Mumbai Int’l Queer Film Festival (at the time, South Asia’s largest and only mainstream queer film festival)

Why

• Human rights (2SLGBTQI+ issues)

Where

• INDO-PACIFIC

Results

• Hosted India’s 1st panel regrouping Indian pride organisers, incl. CDN artists
• 10 film screenings and ‘Best International Narrative Short Film’ Award
• Q&A with CDN filmmakers about queerness, body positivity, race, activism
• Opening ceremony with performances by Canadian artists
• Visibility for Canada as human rights defender and 2SLGBTQI+ rights champion

LDN – Birmingham Festival (March-Oct 2022)

Who

• Canadian artists from Indigenous, 2SLGBTQI+ and visible minority communities
• Canada Council for the Arts

What

• 6-month cultural program around Birmingham Festival 2022 (in lead-up to Commonwealth Games)

Why

• Diversity + inclusion, Commonwealth

Where

• EUROPE

Results

• Exhibits, events curated by 2SLGBTQI+ arts leaders
• Art installations by CDN artists with connections to Sri Lanka, Hong Kong, India, etc.
• Performances by Indigenous artists at Birmingham Int’l Dance Festival
• Panels led by Canadian arts + culture leaders
• Position Canada as a leader in D+I committed to thoughtful engagement on complex topics

People-to-people ties

ABDJN – Marché des arts du spectacle d’Abidjan (March 2020)

Who

• 100 artists + 14 companies from Canada
• PCH
• Canada Council for the Arts
• Radio-Canada
• NFB
• Telefilm
• Government of Quebec
• Quand l’art passe à action (Montréal)

What

• Guest of honour of Africa’s largest performing arts conference

Why

• P2P ties, diversity and inclusion (regional, linguistic, cultural)

Where

• SUB-SAHARAN AFRICA

Results

• Interactive artworks + mural by a Franco-Ontarian artist
• Radio shows, films + children’s programming shared on national Ivorian radio + TV
• Book donation + storytelling activity at Côte d’Ivoire’s national library
• Panel on role of women in arts with artists from Canada, Côte d'Ivoire, Cameroon, Burkina Faso
• Spotlight on Canadian artists during prominent arts showcase in Africa

YUNDE – Festival Afropolitain Nomade (June 2022)

Who

• 25 artists from Canada and Cameroon
• Festival Afropolitain Nomade (Montréal)
• Canada Council for the Arts
• Canadian Commission for UNESCO
• Montreal Arts Council

What

• Festival Afropolitain Nomade 10^th

Why

• P2P ties between Canada-Quebec-Cameroon

Where

• SUB-SAHARAN AFRICA

Results

• 3 artist-in-residence programs and 22 artworks by Quebecois + Cameroonian artists
• Entrepreneurial training for 15 women from 5 countries
• 2-day music festival reaching +3,500 people
• New Canadian-Cameroonian artists’ collective
• Access to key Cameroonian decision makers, e.g. Inspector General of Arts and Culture
• Expanded mission’s network and garnered positive media attention

Cultural diplomacy and creative industries overlap

LDN – CanadaHub at Edinburgh Festivals (August 2019)

Who

• +80 Canadian artists and companies
• PCH
• Canada Council for the Arts
• National Arts Centre
• Ontario Presents and Ontario Arts Council (ON)
• British Columbia Ministry of Tourism, Arts and Culture
• Canadian Association for the Performing Arts (CAPACOA)

What

• Commercial and cultural events at Edinburgh Festivals, one of the UK’s most reputable festivals

Why

• Diversity and inclusion (Indigenous, 2SLGBTQI+, women); creative exports; bilateral ties

Where

• EUROPE

Results

• Strong Canadian presence at major Edinburgh festivals (incl. theatre, dance, music, literature)
• ‘CanadaHub’: dedicated showcase for Canadian performances – reached 6400 foreign audiences
• ‘Indigenous Contemporary Scene’: dedicated platform for Indigenous artists from Canada
• ‘Pitch my Piece’: networking series for foreign presenters & Canadian artists – led to follow-ups for 12 artists, with 60% of presenters showing interest in programming Canadian work
• Strong legacy of Canadian presence at Edinburgh Festivals since 2017, and as recently as 2022

WSAW – “New Inuit Art. Contemporary Art of Kinngait Inuit” (March-June 2022)

Who

• West Baffin Eskimo Cooperative (Nunavut)
• Dorset Fine Arts (Nunavut)

What

• 1^st commercial exhibit of Inuit art in Poland showcasing at Warsaw Ethnographic Museum

Why

• Indigenous peoples’ economic empowerment and advancing reconciliation

Where

• EUROPE

Results

• 5-month exhibit with 38 artworks by 10 Inuit artists, attended by +8500 unique visitors
• Opening reception attended by Polish MPs, Warsaw Deputy Mayor, key business & arts contacts
• Direct sale: at least 15 of 38 exhibited artworks sold locally
• Agreement signed between West Baffin and Polish retailer (for exclusive resale)
• Created Polish market for contemporary Indigenous art, interest in long-term partnerships & future exhibits/collaborations (e.g. Warsaw’s Museum of Modern Art)
• Referral by WSAW-TD to SEOUL, leading to spotlight on Inuit art & West Baffin at Busan Biennale

Note: William Huffman, Marketing Manager at West Baffin Eskimo Cooperative, testified before AEFA on May 4, 2023 alongside Senator Bovey on the subject of cultural diplomacy.

DUBAI – Sharjah International Book Fair (Nov 2022)

Who

• Livres Canada Books

What

• Canadian literary focus at largest book fair in Arab region (one of the largest in the world)

Why

• Diversity and inclusion; climate change; women’s empowerment; Indigenous

Where

• MENA

Results

• Poetry reading event with well-known Canadian poet
• Canada’s booth showcased 58 titles from 31 publishers in both official languages
• 5 Canadian publishers at publisher’s conference, plus other TD-led business meetings
• HOM meetings with UAE Minister of Education, Ruler of Sharjah, Chair of Sharjah Book Authority

MILAN – Indigenous Fashion Designers at Milan Fashion Week (Feb 2023)

Who

• 6 Indigenous fashion designers from Canada
• PCH
• Canada Council for the Arts
• Indigenous Fashion Arts and Indigenous Fashion Week Toronto

What

• Indigenous fashion designers’ delegation to WHITE Milano/Milan Fashion Week

Why

• Inclusive trade agenda, Indigenous peoples’ economic empowerment

Where

• EUROPE

Results

• Panel with CDN Indigenous designers and arts-sector leaders, audience of +850
• Awareness of inclusive trade among int’l fashion buyers, media, public
• Interest in Canada from Italian + other int’l media (+50 articles incl. Vogue, VF)
• Concrete int’l business opportunities for designers

Evaluation Summary - Mission Cultural Fund (MCF)

MCF Evaluation

The Mission Cultural Fund is an operational fund administered by the Cultural Diplomacy

Unit at ¶¶ÒùÊÓƵ (Created in 2016 the MCF allowed the Department to

re engage in cultural diplomacy

The MCF evaluation covered the period between FY 2016 17 and FY 2019 20 and

provided an evidence based assessment of the relevance, efficiency, and progress towards the achievement of expected results.

Key Findings

• The evaluation confirmed the ongoing need for the MCF as a tool for cultural diplomacy at GAC
• Cultural initiatives contributed to achieving multiple results, including increased opportunities for Canadian artists and access to a wide range of decision markers and influencers for Global Affairs’ representatives and Canadian artists
• The evaluation identified several factors impeding MCF’s effective administration and delivery and the performance measurement of cultural initiatives, including the absence of a formal governance structure unclear roles and responsibilities the lack of a strategic framework and a theory of change better adapted to MCF

Recommendations

1. Establish a formal governance structure for decision making and clearly articulated roles and responsibilities for internal and external stakeholders involved in the administration and delivery of the MCF at HQ and missions abroad
2. Elaborate a strategic framework for the MCF, aligned with the department’s current foreign policy and regional priorities. In support of this framework, develop operational guidelines and tools as well as a formal project assessment process to ensure transparent and equitable funding allocation.
3. Adapt the FPDS theory of change and performance indicators to support results reporting and to reflect the contributions of cultural initiatives to achieving MCF’s objectives and create monitoring mechanisms for their implementation.

MRAP Implementation Summary

On Recommendation 1

• No formal governance committee has been created due to capacity issues and modest scale of the MCF.
• However, the Department has explored and leveraged various consultative channels to ensure prioritization of activities, and sharing of MCF results and updates are shared with internal and external stakeholders.
  • Participation at PCH regular portfolio organization meetings.
  • Creative Export Strategy DG-level meetings took place regularly between GAC and PCH.
  • Quarterly regional calls with the mission network.

On Recommendation 2

• NMS developed a Cultural Diplomacy Handbook as a way to ensure missions are aware of best practices to engage with cultural diplomacy, and to access resources necessary to deliver initiatives.
• MCF Guidelines further outline roles and responsibilities of CD Unit and missions in administering the funds.
• NMS has developed an Approval matrix for the review of MCF funding requests in addition to the Strategia process to assess alignment with mission priorities, value for money and planned results.

On Recommendation 3

• MCF activities need to be requested and reported through the departmental planning tool, Strategia, which integrates FPDS theory of change.
• Developing indicators specific to cultural diplomacy is work-in-progress, but logic model for cultural diplomacy has been developed:
  • Ultimate Outcome: Strengthened Influence
  • Medium-term Outcome: Enhanced Presence, Leadership, and Bilateral Relations
  • Immediate Outcome: Access to target audiences and decision-makers

Data on MCF Initiatives and Results Between 2017 to 2023

All data according to Strategia, Departmental Reporting Tool

TCS Results from the Creative Export Strategy between 2017 to 2023

Trade Impact of the Creative Export Strategy

The trade promotion work by Canadian Heritage and Global Affairs under the Creative Export Strategy has yielded excellent results for Canadian clients.

Using a simplified economic multiplier, based on the Arts, Entertainment and Recreation Sections, the total investment of $125M over five years is estimated to have increased output by $208M and raised GDP (net intermediate inputs) by $106.1M. Between 2018 and 2021, the CES facilitated $196M in export deals, nearly reaching five-year targets in just three years. Export figures for the last two years of the initial CES are still being validated.

Over the first five years of the Strategy, the number of TCS creative clients served has more than tripled (+285%), services delivered to clients are up 478%, economic opportunities pursued and economic outcomes facilitated have increased 1,300% and 233% respectively (for a combined increase in TCS successes of +562%). The average rate for client satisfaction is 91.4%.

On average, Canadian companies that leverage TCS services export to 24.8% more markets, export 11.2% more product varieties, and earn 19.8% more value compared with non-clients. For every $1 invested in the TCS, $26 comes back to the Canadian economy (Office of the Chief Economist, GAC 2018).

Q&A on Cultural Diplomacy

Cultural Diplomacy 101

Question 1

Q: Will GAC cease to use cultural diplomacy given the absence of dedicated funds?

A: No. ¶¶ÒùÊÓƵ and our network of missions abroad have engaged in cultural diplomacy to build bridges and strengthen people-to-people ties. As I said, this is a tool we have used for decades, and we will continue to do so.

Our missions abroad will continue to lead and advance cultural diplomacy to meet these objectives by using their operational funds to support priority initiatives. Missions will also have the option to use other Funds to advance cultural diplomacy such as the Post Initiative Fund and to build on existing partnerships with Canada cultural stakeholders.

Question 2

Q: What is cultural diplomacy? What is the role of arts and culture in diplomacy?

A: We define cultural diplomacy as a diplomatic approach that harnesses arts and culture to advance foreign policy priorities. Arts and culture in diplomacy can expand Canada’s international influence through access to audiences, cultural relations, leadership and presence on the global stage.

Question 3

Q: What is the difference between arts promotion abroad and cultural diplomacy?

A: Although the medium of projecting arts to audiences may be the same, the fundamental objectives are different. International arts promotion is aimed at introducing artistic content and excellence to new audiences, whereas cultural diplomacy is where arts and culture engagement bring greater influence for Canada. In cultural diplomacy, arts and culture are specifically leveraged to gain access to target audiences, feature aspects of Canadian values and foreign policy priorities, build relations through people-to-people exchanges. In practice, arts promotion is limited to countries where Foreign venues and festivals have the capacity to purchase.

PromArt of pre-2006 was a GAC program designed to promote Canadian artists abroad. In its 2006 program evaluation, PromArt was found to be limited in its use because recipients rarely ventured outside of the G7/8 countries with weak links to public diplomacy and foreign policy. The conclusion at the time was that GAC should not be in the business of arts grants, which was too similar to other existing federal programs.

GAC Cultural Diplomacy (Program Sunsetting)

Question 4

Q: What is the current state of cultural diplomacy program at GAC?

A: After 7 years of operation, the Mission Cultural Fund and cultural diplomacy component of Creative Export Strategy has sunset.

¶¶ÒùÊÓƵ and our network of missions abroad have engaged in cultural diplomacy to build bridges and strengthen people-to-people ties. This is a tool we have used for decades, and we will continue to do so.

Missions will be able to use their budget to seize cultural diplomacy opportunities to support foreign policy priorities. In that regard, we are pleased that the decision was made recently to extend GAC’s trade-focused support for the creative sector under the Creative Export Strategy.

This will continue to have positive economic outcomes for Canada’s creative industries exporters in priority sector markets. We look forward to continuing our collaboration with Canadian Heritage on the strategy’s next chapter.

Canada’s Trade Commissioner Service has introduced creative exporters to buyers in overseas markets under the Creative Export Strategy. Among hundreds of examples, these include: 

• A performance deal for an artist with a Canadian record label, made during a business event organized at a festival in Berlin;
• A licensing deal for a digital platform developed by a Manitoba-based woman-owned publisher of Indigenous literature;
• A multi-million-dollar co-production deal for a Montreal-based television production company, signed last year in Los Angeles.

Question 5

Q: Can you remind us of the Minister’s mandate commitments for cultural diplomacy? Would you say the minister is meeting these commitments?

A: The Minister’s latest mandate letter included a commitment to “work with the Minister of Canadian Heritage to launch a new cultural diplomacy strategy to leverage the work of Canadian artists and cultural industries to support Canada’s diplomatic goals.”

As one of Minister Joly’s mandate letter commitments, our department continues to actively consider the development of a Cultural Diplomacy Strategy, working with PCH. We have notably engaged cultural stakeholders to see how to collaboratively seize opportunities abroad and help shape a future approach, including developing indicators for cultural diplomacy.

Question 6

Q: What will happen to the positions funded under the Cultural Diplomacy Program?

A: A number of positions funded as part of Creative Industries trade promotion program will be maintained. 

We expect, however, that cultural diplomacy positions in our missions abroad and at Headquarters will be affected though funding remains in place for now.

Question 7

Q: Have artists or cultural organisations been consulted on the decision to no longer maintain a Mission Cultural Fund for cultural diplomacy?

A: We engage cultural stakeholders on an on-going basis and they are generally aware of the pressures we face, though we did not consult on this specific measure.

Question 8

Q: On what basis was the decision to no longer fund cultural diplomacy made?

A: The Department manages a number of priorities and must address fiscal pressures in times of global instability and economic challenges.

Question 9

Q: Are other countries with cultural diplomacy programs also ending funding?

A: Many of the G7 and G20 nations have longstanding cultural diplomacy programs and funds. We do not have information on their latest status but we can check and get back to you in writing.

GAC Cultural Diplomacy (Program Delivery and Results)

Question 10

Q: How does GAC select artists/cultural organisations to work with?

A: The role of the missions in MCF is to propose, coordinate and promote cultural initiatives with Canadian and international partners. Curating tasks such as artistic direction, creation and production are the responsibilities of arts professionals in Canada and abroad. The selection of artists is done between arts and culture stakeholders in Canada and abroad.

Question 11

Q: Has GAC been able to leverage digital and new technologies through cultural diplomacy – and if so, how?

COVID presented an unfortunate though unique opportunity to focus on digital and new technologies to advance cultural diplomacy. Film screening were done online as were panel discussions and other types of opportunities possible online. While we were able to reach out to large audiences, the number of online opportunities greatly diminished with the end of the pandemic.

Question 12

Q: Has GAC’s cultural diplomacy program been evaluated? What were the results?

The Mission Cultural Fund (MCF) was evaluated in 2019. The evaluation confirmed the usefulness of the MCF as a tool for cultural diplomacy at GAC. Cultural initiatives contributed to achieving multiple results, including increased opportunities for Canadian artists and access to a wide range of decision-makers and influencers for GAC representatives and Canadian artists. The evaluation identified factors impeding the administration of cultural initiatives under the Fund linked to the limited capacity of the team in place, primarily related to the strategic framework.

Question 13

Q: What are countries or regions of focus? How has GAC identified countries or regions of focus for cultural diplomacy?

Cultural diplomacy initiatives are mission-driven. While we support relationships with G7 countries through cultural diplomacy initiatives, other countries or regions of focus have emerged such as Indo-Pacific, Africa, as well as thematic such as Arctic, Indigenous reconciliation, inclusion and diversity, climate change, human rights.

GAC Cultural Diplomacy Strategy (Future)

Question 14

Q: What are the reasons for the delay of the Cultural Diplomacy Strategy?

Despite sustained efforts, the cultural diplomacy strategy has not materialized mainly due to competing priorities and fiscal pressures in times of profound global instability and economic challenges.

Question 15

Q: What are next steps for the department in terms of cultural diplomacy?

The department will support cultural diplomacy initiatives led by our mission network, in line with priorities set by missions based on their local contexts and arising opportunities. Work with PCH and other portfolio agencies will continue based on shared priorities (i.e. trade missions and signature cultural events).

Question 16

Q: Could internal funds be used to support cultural diplomacy versus other lines of work? If so, what are the implications?

To the extent that internal funds are available, they could be channelled through a VOTE 1 fund, with adequate Terms of Reference. We know for example that the Post Initiative Fund (PIF) is flexible enough to support this, as a VOTE 1 fund. PIF allows missions to undertake public diplomacy initiatives which are aligned to Departmental priorities, which could include cultural diplomacy.

Missions could also support cultural diplomacy through mission operational budgets. This would mean however in some case allocating (limited) funds to cultural diplomacy at the expense of core mission expenditures

Question 17

Q: How will the Cultural Diplomacy Program sunsetting impact Canada’s arts and culture sectors? How will the program be picked up?

Canada’s arts and culture sectors will continue to be supported by GAC’s TCS, and through the Creative Industries Trade Program Fund.

Missions will also be able to leverage other sources of funds, partnerships with federal agencies, and provinces to plan and implement initiatives where cultural diplomacy can play an important role.

Cultural Diplomacy Partnerships and Outreach

Question 18

Q: How does GAC work with PCH to advance cultural diplomacy? Will GAC continue to work with PCH?

A: GAC and PCH each have their areas of expertise and our collaboration has been critical to the success of cultural diplomacy activities, as we combine our respective strengths.

We expect we will continue to work closely with PCH where there are opportunities to join forces, to support creative industries and cultural diplomacy initiatives. 

Question 19

Q: How can GAC work with civil society groups? Provinces, CLOSM, Indigenous groups.

A: Building on experience from the past 7 years, GAC benefit from partnerships with provinces and civil society groups. We can pool together resources and funding, networks and expertise to yield higher visibility and impact among initiatives. This is especially true if we are targeting specific objectives such as Indigenous reconciliation and the work on Francophonie for example. 

Issues

Question 20

Q: How does GAC manage United States Citizenship and Immigration Service (USCIS) revising regulation to increase fees for O and P visa types for foreign artists and limit the number of named beneficiaries per petition to 25?

The USCIS has proposed to almost quadruple certain visa fees which affect Canadian creative industries. O-type fees increase from $460 to $1,655, and P-type fees increase from $460 to $1,615. However, CUSMA does not specifically cover performing artists.

The Trade Commissioner Service is engaged and WSHDC continues to monitor developments.

At its core, this is a bilateral relations issue between Canada and the U.S. that falls outside the current scope of the CUSMA. This issue may be best discussed in a bilateral setting.

Question 21

Q: What has GAC done to advance on the Canadian Studies program?

GAC (BIE) is currently reassessing the future of the program and conducting internal consultations to determine the best way forward for promoting Canada's international image and fostering greater knowledge and understanding of Canada among foreign academics and Canadianists.

The main goal of GAC’s Canadian Studies program was to promote greater knowledge and understanding of Canada among foreign academics, politicians, senior public servants, businesspeople, students, administrators, publishing house representatives, professionals and journalists by supporting teaching, research, and publication about Canada abroad.

Past developments include:

• The program was managed locally and globally by DFAIT staff and the International Council for Canadian Studies (ICCS) on a contract basis. The program was funded annually through a $5 million Grants and Contribution program and supported by a $432,000 operating budget, including the $400K annual contract with the ICCS to administer part of the program on behalf of the Department.
• A study found that the program generated $204M in programming of which $70M a year contributed to the Canadian economy. This represents approximately $36 worth of programming for every dollar invested.
• In 2008, the program was renamed Understanding Canada and changes were made aimed at improving transparency and the quality of the applicants.
• The 2010 Summative Evaluation of the International Education and Youth Programs found that the program experienced challenges and limitations, especially with human capacity, with regards to implementation as the expectations may have exceeded the level of funding.
• In 2012, the program was abolished as a result of the Government’s Deficit Reduction Action Plan (DRAP), and the positions attached to it were eliminated.
• When the program was cut, Canadian embassies were asked to do their best to support local Canadian studies programs abroad using mission funds. We have seen various responses and approaches, some very creative, to work with Canadian studies program, based on embassy priorities and strengths of local programs.

Question 22

Q: What has GAC done to engage with La Francophonie through cultural diplomacy?

GAC and its missions abroad have engaged in cultural diplomacy to promote awareness of the vitality of the French language in Canada, including in linguistic minority communities, as well as the richness of Francophone cultures across the country.

Notably, every year for several years, HQ has coordinated the purchase of French-language books and film rights for use by missions abroad in cultural diplomacy initiatives for le Mois de la Francophonie in March. This has become a pillar initiative for several missions abroad, leading to long-standing collaborations with local Francophonie partners and visibility for Canada’s linguistic duality.

Over the years, this HQ-led package of cultural diplomacy resources has also expanded to include other types of content engaging different Canadian stakeholders. Best example would be a panel discussion in the lead up to Mois de la francophonie 2023, where we invited Francophonie communities in arts and culture to discuss ways to better leverage cultural diplomacy with Francophonie communities.

Engagement on la Francophonie looks different at each mission, depending on the missions’ own objectives. For example, our missions in Yerevan, Armenia and Tunis, Tunisia did meaningfully include cultural diplomacy partnerships and instruments in their programming when the international Francophonie summits took place in their territories.

Promotion of Canada’s linguistic duality and leadership in La Francophonie have also been integrated in HQ-led cultural diplomacy trainings and professional development offerings.

Q&A on Future of Diplomacy and HR related data

The future of diplomacy: transforming GAC

1. Which areas of the department do you think will be most impacted by the Future of Diplomacy exercise? What kind of an impact will the modernization have on our foreign policy, trade and international assistance?

• This initiative focussed on 5 core pillars essential to ¶¶ÒùÊÓƵ’s capacity to engage internationally:
  • Our people - Ensuring we are able to recruit, retain and develop a diverse workforce with the skill sets and expertise required to deliver on our international assistance mandate in a world that is increasingly complex.
  • Our policy capacity - Ensuring we have the capacity to anticipate and address emerging global issues across the international assistance, trade and foreign policy streams.
  • Our technological and digital capacity - Ensuring we have the digital tools, infrastructure and sustainable funding we need to protect our interests and values in an increasingly virtual world
  • Our global presence - Ensuring we have the capacity to assess and adjust our global presence to meet emerging challenges and opportunities in alignment with our strategic interests and international assistance agenda.
  • Organizational culture – Ensuring effective processes to reduce administrative burden, hierarchy and risk aversion.
• This department wide initiative has involved every portfolio, this is why I worked closely with all my deputy ministers and ADM colleagues.

2. What are some of the early findings of the exercise in terms of the biggest challenges or issues currently facing GAC?

• The environment in which ¶¶ÒùÊÓƵ operates is increasingly complex, volatile and challenging: there are new actors and technologies, a rules-based international system at an inflection point and global issues intrinsically linked to domestic issues.
• We are increasingly being asked to respond to situations and events that are without precedent using tools, structures and processes designed for a different time.
• As an organization, we are constantly looking at how best we can improve what and how we do things so that we can continue to effectively deliver on our core mandates and foreign policy priorities, while remaining adaptive and flexible to address emergent challenges.
• Our diagnostic is that Canada needs a department that is:
  • Strategic and influential where and when it matters;
  • Open and connected to Canadians and the world;
  • Agile and responsive to emerging challenges and opportunities;
  • The leading player in a whole of government international policy effort; and
  • Has a workforce that is diverse, highly skilled, healthy and dedicated to excellence
• Through extensive consultations, we have identified action areas and key recommendations that will equip GAC to advance Canadian interests and values in an increasingly complex global reality.

3. Will you be seeking incremental funds from the fiscal framework in order to implement the outcomes of this exercise?

• Many of the recommendations will be implementable at the department level and will be able to be operationalized through internal reallocation and require no additional resources.
• However, there will be larger and more transformational pieces that may require additional funds from the fiscal framework.
• Work is already underway to assess what may be needed and assure that we are doing the most we can with what we have before requesting more funds – but transforming ¶¶ÒùÊÓƵ is a significant undertaking that is very likely to have resource implications.
• Now is the time to act so that we can equip ourselves to meet the challenges we know are on the horizon.

4. Given that similar initiatives have taken place in the past – what makes this process different? How will you ensure that there are meaningful results? What will be the implementation strategy for recommendations?

• We are facing a unique historical moment, with unique challenges and opportunities calling for transformation.
• The future of our department is something that all employees should feel ownership over and work collectively to build. That is why we need to work across streams to ensure strong communication and build coherence across the trade, international assistance, and foreign policy communities.
• This is also not the first time our department has undergone an evolution. Just over ten years ago we saw the amalgamation of the department which brought major structural and process changes as we sought to build an integrated, high performing new ¶¶ÒùÊÓƵ.
• We have routinely adapted and risen to the challenges of the moment and once again, united in our commitment to this effort, we will deliver meaningful results.

Our people

Staffing

5. What is the breakdown of employees abroad versus at HQ?

• GAC has 13,106 employees (7,723 CBS and 5383 LES)
• Of these roughly 13k employees, a little over half (6669 or 51% - including LES) are abroad vs 6443 in Canada;
• Number of rotational employees: 2,059 employees, of whom 52% are abroad vs 46% at HQ and 2% in regional offices;
• Overall, GAC is about evenly divided between Canada and the field;
• Many functions – especially corporate ones – can be better and far less expensively performed in Ottawa;

6. What is the ratio of Canada Based Staff at HQ and abroad?

• CBS abroad: 6%
• CBS at HQ: 81.5%
• CBS in regional offices: 1.9%

7. How many CBS are at multilateral postings?

• There are 119 CBS positions at 11 multilateral missions. 8 more missions have dual responsibilities for bilateral and multilateral relations.

8. How many missions do we have?

• Canada has 178 missions abroad.

9. Does GAC have an aging workforce?

• The workforce age has been stable for many years with 44 as the average age.

10. How can GAC adopt more systematic hiring mechanisms to address the severe understaffing situation? How does GAC plan to address under-recruitment/understaffing in the FS pool?

• We still have staff shortages in Foreign Service.
• The rotational pool is currently only 83% full (worse among EXs: 78%).
• Of 8,199 funded positions at GAC, 1,444 are vacant which is a 17% rate of vacancy.
• We are aware of the need overfill (redundancy) to ensure positions filled by qualified personnel, to build expertise, and allow for parental leave, training, secondments, career enrichment, and surge capacity;
• In response, we are undertaking aggressive recruitment and promotion processes and we expect to close the gap by 2024 and have modest overfill.
• Since 2018, we have launched over 20 processes leading to the hiring or promotion of over 1000 qualified candidates;
• We have held two nationwide post-secondary FS recruitment processes since 2018. The second is underway now, and will bring in about 200 new FS recruits;
• Plan to continue holding promotion processes for each group and level every second year;

11. Would developing a “surge capacity” help to address some of the bottlenecks and operational barriers faced?

• The rotational pool system means that Foreign Service officers are not attached to specific positions, but can be deployed where they are needed;
• The flexibility of the rotational pool system as a respective condition of employment is essential for a modern, responsive foreign ministry;
• In reality, we still lack the numbers necessary to have a real “surge capacity,” but this is one of the reasons we are striving to overfill the rotational pools.

12. What is the FS attrition rate? Can we break that down by year?

• The attrition rate in the foreign service is considerably less than in GAC as a whole;
• Comparison: attrition in various streams:

  year	all indeterminate employees	rotational pools	International Assistance	Foreign Policy	Trade
  20/21	6.5%	2.8%	1.5%	2.5%	2.6%
  21/22	6.7%	4.2%	0%	4.9%	3.1%

13. What are some of the main reasons people leave the diplomatic service?

• The main reason for people’s departure is retirement, followed by either promotional or lateral opportunities in other Government department’s or outside the government.

14. Is GAC considering other models for addressing HR issues related to rotationality and the pool system currently being employed?

• At this time, GAC is satisfied that a rotational pool system is an appropriate model for a rotational foreign service.
• We continue to support the model with aggressive staffing and continuously assess its appropriateness.

15. How are promotion processes run?

• Promotion processes are run according to the Treasury Board guidelines and procedures.
• They are based on competitive, competency-based processes.
• Every process is carefully tailored to the targeted classification and level.
• Some processes are specifically run to target EE groups to increase diversity and inclusion.
• Selection boards for recruitment and promotion represent a balance of Employment Equity groups and representatives of targeted classification group.

16. How many FS are there? How many FS have been hired in the last few years?

• Rotational employees (“the foreign service”): 2059 employees (16% of total workforce, including EX)
• Rotational positions: 2494 (only 83% filled)
• Recruitment and promotion: expecting 200 new FS recruits this year; over 1000 candidates recruited or promoted since 2018.

17. What is the break down of the Foreign Service by stream?

• Foreign Service by Stream:
  • Foreign Policy: 31%
  • Trade: 18%
  • Development: 16%
  • MCO: 19%
  • IT/Admin: 16%

18. 18. How many CBS non-FS are on postings at any time?

• 3% of CBS employees abroad are currently non-rotational employees.

19. How many EX are there?

• Total EXs at GAC: 431
• Rotational EXs: 375
• A recent EX-01 competition has been launched which the objective to fill approximately 65 positions.

20. What is the ratio of FS to EX?

• Non-executive rotational officers represent 82% of all rotational employees.

21. How many EX positions are abroad vs. at HQ?

• 54% (328) of EX positions (rotational and non-rotational) are at HQ while 45% (273) are abroad. 1% (6) are at regional level.

22. What is the proportion of HoMs that are political appointees vs career diplomats? Should a greater proportion of HoMs be selected from the public service rather than external appointees?

• There have always been a small number of Heads of Mission appointed from outside the Public Service – typically about 2-3 a year;
• It is the prerogative of the government of the day to appoint HOMs;
• GAC ensures that these non-career HOMs receive training and support to help them fulfil their functions.

23. Why are there so many HOM vacancies?

• We recognize that there remains a number of vacant HOM positions (positions that are vacant or filled on a temporary basis are a little under 10%).
• HOMs are appointed via Order in Council (OIC) process, the length of which can vary from one case to another.
• GAC responsibility is to ensure that missions without a HOM in place are staffed with effective and competent career diplomats who can oversee mission operations.

Locally Engaged Staff

24. How many LES are there? What is the average proportion of LES to CBS at missions abroad?

• GAC has 5383 LES, over a third of total workforce, and over ¾ of those at post;
• Locally Engaged Staff are essential to the Department, they are an integral part of our international engagement and without them, we would not be able to do what we do.
• They help bring continuity, as well as local knowledge, language and networks that CBS don’t have.
• LES perform many roles including officer roles equivalent to CBS. The responsibilities placed on LES are generally increasing and complement those of CBS, but inevitably there are ceilings to LES career advancement in a Canadian diplomatic mission.

25. Are we offering competitive terms of employment for LES in order to attract the talent we need? If not, why not?

• LES are not part of Public Service and are subject to local labour laws; some Canadian laws do not apply. LES pay is based on local labour market data, comparing private- and public-sector markers.
• A 2019 review modernised LES HR framework.
• In 2021, GAC launched a new directive on LES employment and staffing (major changes include the capacity to establish pools of qualified candidates, plan for diversity, new employment models and employee status, etc.), in addition to the launch of the LES Benefits Modernization initiative to change the way we manage and deliver LES benefits around the world.
• Jobs in Canadian missions are highly sought after, because we’re seen as a good employer; our missions continue to attract & retain talented candidates for their LES positions.

Talent Management & Skills Development

26. How does GAC build diplomatic and issue-specific expertise through ongoing professional development, sustained recruitment of talent with core skill sets reflective of the current global context and complex issues?

• We recognise that diplomacy is a vocation and a métier that requires training and the honing of skills throughout a career.
• “Onboarding” for new FS recruits includes a 2-year mandatory program of training, cross-Canada engagement and mentorship to build core competencies; mandatory pre-posting training precedes all postings.
• FS recruits also receive stream-specific training. Training & skills development continues throughout a diplomat’s career, in fact, there are now 200 different learning activities offered through the Canadian Foreign Service Institute (CFSI) covering wide range of topics ranging from negotiation skills to international development and trade topics. This is further complemented by the rich syllabus of the Canada School of Public Service.
• FS recruits who are not already bilingual receive “ab initio” 1-year official language training.
• Informal learning is just as important as formal training, and career-development experiences, such as temporary duties are encouraged in addition to mentoring and coaching by seasoned diplomats which is facilitated by the mentoring program.
• In addition to management skills developed for all EXs, outgoing HOMs receive extensive HOM training, and have access to mentors they can call on for advice.

27. What is GAC’s approach to developing and maintaining expertise (geographic, linguistic and functional)?

• The department has developed comprehensive learning roadmaps that identify the courses and learning activities available to diplomats to develop their skills, abilities and competencies at the entry, intermediate or expert levels throughout their career.
• Roadmaps are developed according to the area of specialisation of the diplomats: foreign policy, trade, international assistance, consular affairs and readiness.
• Full time language training is also offered to assist with the development of linguistic expertise.

28. Does GAC have mechanisms in place to bring specific types of expertise into the department? Is there space for mid-career entry to attract specific expertise?

• There is a mechanism that exists that the Department has used in the past to make external appointments useful to bring in specific expertise. The Employment Act allows us to appoint directly from outside GAC or even from the public service the people from whom the merit is demonstrated. The Department rarely uses this mechanism as our business model is to fill at the junior level and develop people through assignments, among other things.

29. How important are foreign languages to GAC’s talent management approach in the FS stream?

• Language proficiency is an important competency for diplomats. It is essential to speak to people in their own language and to understand a society - language opens a window to a country’s mentality and culture.
• Foreign language proficiency is an asset qualification in rotational promotion exercises and GAC is committed to strengthening its language training and staff abilities.

30. How many FS officers receive foreign language training?

• On average there are around 140 staff on full-time language training in any given year.
• Part-time and maintenance training are also offered and encouraged – overall about 575 staff take some foreign language training every year.
• A third (433 of 1297) of positions abroad have foreign language requirements.

31. How much is spent on non-official language training?

• GAC invests about $13.7m annually in foreign language training and related costs.
• Foreign language training is not offered until new FSs master both Official Languages (CCC)Language Training Yearly Expenditures (in million $) (O&M and salaries of full-time students)

  2012-2013	2013-2014	2014-2015	2015-2016	2016-2017	2017-2018	2018-2019	2019-2020	2020-2021	2021-2022
  $13.2	$14.6	$15.1	$13.4	$13.6	$13.1	$14.3	$13.4	$13.0	$13.6

32. What is the proportion of diplomats that are fluent in a third language?

• Over 50% (1097 of 2059) of rotational staff, of which a high proportion are executives (295 of 375), have had test results in the past that demonstrate intermediate or advanced working proficiency in one or more foreign languages.
• Over one third (759 of 2059) of rotational staff have had test results in the past that demonstrate intermediate or advanced working proficiency in a third foreign language.
• 13% (261 of 2059) of rotational staff have had test results in the past that demonstrate intermediate or advanced working proficiency in a fourth foreign language.
• Close to 4% (77 of 2059) of rotational staff have had test results in the past that demonstrate intermediate or advanced working proficiency in a fifth or sixth foreign language.

33. Which key languages will we need to invest more in the future? Is there a plan for this?

• It will be important to prioritise difficult or widely-spoken languages such as Mandarin, Japanese, Arabic, Spanish, but there is training offered in 31 languages and dialects.
• While there is no requirement to focus exclusively on one geographic region, those who have learned difficult languages often have multiple assignments in that language zone in order to develop area expertise.

34. What mentorship opportunities are available to diplomats to help them in their careers?

• As part of the Foreign Service Onboarding Program (FSOP), newly recruits are matched with a seasoned volunteer GAC mentor and invited to participate in quarterly topical discussions and networking events. Mentors are provided with a GAC mentorship guide and a sample mentoring agreement to encourage goal oriented, mutually-beneficial mentorship relationships. Feature events highlight the intersections between GAC`s corporate priorities such as anti-racism and the work of the foreign service officers engaging departmental champions and promoting participation in various networks.
• As part of the Heads of Mission (HOM) training, CFSD partners with the Canadian Ambassadors Alumni Association (AMBCanada) to offer mentorship opportunities.

Official languages

35. Is concrete action being taken to address the “English by default” status quo?

• The goals of bilingualism and inclusion are allied: both help us reflect and serve the Canadian reality;
• We are aware of the perception that promotion favours Anglophones within the department – as noted in an article published in Le Devoir last year on this subject;
  • In fact, in that promotion exercise, 15 of the 66 promoted were Francophone, (ie 22.7%) – this tracks quite closed with the proportion of Francophones in the Canadian population (22.8%)
• But the perception remains – we take it seriously; and we are working to address it.

36. How does GAC compare with other departments in terms of bilingualism?

• GAC senior management is dedicated to ensuring a bilingual work environment;
• GAC reflects linguistic duality in its workforce, which is 41% Francophone, as compared to 30,2% of the Public Service as a whole;
• Among GAC Executives, 27% are Francophone, as compared to 22.8% of the Canadian population.
• GAC compares well with other departments in respect for official languages;
• 89% of GAC positions are bilingual, this is about twice the rate of the public service as a whole;

37. Is full bilingualism a requirement for entering the Foreign Service?

• 100% of positions abroad, are designated as bilingual;
• All of our Foreign Service positions require a CCC level of proficiency, which is the highest level that can be required, including above the level required for executives.
• Although exceptions are made for operational exigencies, normally officers are not posted abroad unless they meet the official language requirements.

38. What training in official languages is available for diplomats? Are there full-time options available?

• FS recruits who are not already bilingual receive 1-year official language training.

39. How many FS are on official language training at any one time?

• There are approximately 140 employees are on full-time language training every year.

40. How much does GAC spend on language training per year?

• We have significantly increased the training budget for Official Languages, from $1.49m to $2.5m over three years.

Diversity, Inclusion & Gender Equality

41. Is there a tension between ensuring diversity and excellence?

• There is no tension between these goals, on the contrary: they are mutually reinforcing.
• Diversity gives us a bigger talent-pool and greater range of experience, skills, perspectives, and languages.
• Diversity enables us to reflect Canada better, and more effectively promote and protect its interests and values at home and abroad.
• Diversity is part of Canada’s competitive advantage compared to other countries; it is a source of strength.

42. What percentage of diplomats are members of Employment Equity Groups such as women, or visible minorities?

• There has been significant progress over last 4 years on inclusion of Employment Equity (EE) groups, and in fact, we are now exceeding some targets.

  EE Group	Workforce Availability (WFA)	GAC (CBS)
  Women	56.7%	56.72%
  Indigenous people	3.5%	6.3%
  Visible Minorities	15.8%	26.2%

• Black Canadians are a subset of Visible Minorities, so we do not have WFA data, but are striving to ensure inclusion of Black Canadians. Now 4.8% of GAC employees are Black which is higher than Black Canadians’ Labour Market Availability (3.2%).

43. What is being done to support LGBTQ2+ Employees?

• LGBTQ2+ people are not an Employment Equity group, but we recognise they do face special challenges, particularly when serving abroad in environments that may be less welcoming, or even hostile to LGBTQ2+ people.
• It is important to recognize that many senior members of the GAC LGBTQ2+ community started their careers at a time when “the Purge” was still going on, or when its effects on policies was still very much felt.
• It is a testament to their resilience and to the modernization of the Department over the years that many are now serving as proud, out, LGBTQ2+ diplomats and ambassadors around the world.
• The GAC Pride Network and LGBTQ2+ Champion have advised the department on the development of an action plan and continue to participate in various consultations regarding LGBTQ2+ employees and both the workplace and the public service;
• Through the volunteer efforts of the GAC Pride Network, GAC is offering training to all employees at HQ and abroad through the Positive Space Initiative;
• GAC provides information and resources to support LGBTQ2+ employees interested and nominated to go abroad and provides regular updates on the designations and living conditions of each country.
• GAC Pride Network and its Champion are engaged in international networking, consultation and information sharing among like-minded Staff Associations and groups in countries such as UK, US, Australia, EU, and Spain.

44. What is GAC doing to address the under representation of employees of Black or African heritage?

• GAC’s Anti-Racism Strategy and Action Plan 2021-2026, released on October 29, 2021, is a 5-year plan that aims to make the department an equitable and inclusive organization, at home and abroad, that reflects Canada’s culturally diverse society.
• The pillars of the Department’s Anti-Racism Strategy are ‘Representation at all levels, Career Development and Anti-Racism Training and Engagement’. These pillars focus on concrete actions and initiatives aimed at making GAC representative and inclusive of Indigenous, Black and other racialized communities at Headquarters, regional offices and in diplomatic representations abroad. GAC has established representation benchmarks to help bridge the gaps where representation is an issue.
• The recent launch of the Deputy Ministers’ Pilot Sponsorship Program is one of the key initiatives of the department's Anti-Racism Strategy. The Program’s objective is to provide equitable career advancement opportunities for Indigenous peoples, Black and other racialized people, and persons with disabilities into and within the executive (EX) level. The selection of the targeted groups is based on departmental disaggregated data that demonstrates underrepresentation for these groups at the EX levels.

45. What proportion of HOMs are women?

• Currently 47% of HOMs are women.

46. What proportion of HOMs are Visible Minorities?

• Currently 12% of HOMs are Visible Minorities.

47. How is GAC working to improve diversity, equity and inclusion?

• We are committed to an inclusive workplace where all employees feel welcome and comfortable. We have Action Plans for Employment Equity, Diversity & Inclusion, Anti-Racism, and Reconciliation, as well as an Anti-Racism Advisory Committee and a Diversity & Inclusion Council which are part of GAC corporate governance.
• There is a sponsorship programme that provides opportunity for racialized groups and Persons with Disabilities to be sponsored by senior management in their career development.
• So far we have had positive results: rates of promotion for Employment Equity groups are now outpacing their numbers (except Persons with Disabilities).
  • Eg: Black Canadians represent 4.8% of GAC workforce, and 1.1% of Executives, but 7.6% of new hires in 2021-22, over twice their LMA.
• Achievements to date include: the development and implementation of an Employee Anti-Racism Survey, the creation of a Deputy Ministers Advisory Committee on Anti-racism composed of internal and external members, the creation of an interdepartmental discussion forum at the Deputy Ministers level to ensure alignment in implementing systemic changes throughout the public service, the launch of an anti-racism training for GAC’s executives, the launch of a Deputy Ministers’ Pilot Sponsorship Program, and the development of a performance measurement framework to track and assess our progress.
• These are important strides and over time, we are closing these gaps.

Conditions of the Foreign Service

48. Are the unique conditions and requirements of rotational work compatible with the Public Service HR model?

• Accepting overseas postings is a condition of employment in Foreign Service. Working abroad and moving regularly bring unique life challenges to FS staff and their families;
• Foreign Service Directives (FSDs) are therefore intended to enable rotationality. FSDs govern the terms & conditions of life and service abroad, including housing, health, education, travel & leave provisions. At certain missions there are allowances to offset the cost of living and hardship.
• FSDs are based on the principle of comparability with life in Canada and are intended to bring rough equivalency, so employees neither unduly penalised nor unduly benefit from postings
• FSDs are negotiated between Treasury Board and PAFSO and other bargaining agents – they are not set by GAC. They are re-negotiated every 3-5 years and the next re-negotiation is expected in 2023.
• GBA+ analysis is being done in advance of next re-negotiation to ensure FSDs provide equitable support to diverse workforce.

49. How does GAC Administer FSDs?

• GAC administers FSDs for its own employees and for employees of 23 OGDs with staff posted abroad.
• Typically, 950 employees plus their families move every year to or between posts.
• GAC contracts and organises these relocations which is a huge annual undertaking. There are some 2500 accompanying dependents with complex needs; supplemental “hardship” allowances and other benefits compensate employees at difficult posts (vary according to level of hardship).
• A hard-working team of 52 staff at HQ administer FSDs worldwide.

International and domestic advocacy

50. How does Canada undertake international advocacy?

• Canada’s network of diplomatic missions has access to a few funds (namely the Canada Fund for Local Initiatives, the Mission Cultural Fund, and the Post-Initiative Fund).
• The projects funded often have immediate impact, thereby providing Canada with results, partnerships, opportunities, and influence when interacting with key government stakeholders.
• Our diplomatic mission network is provided with strategic and multilingual suites of products (messaging, graphics, animations, social media content) to use in advocacy and public affairs work related to key policy priorities.
• These strategic advocacy campaigns provide a unified global voice for Canada on key issues in addition to local, nuanced messaging.
• These consistent, high-quality assets support missions (especially those with fewer resources) to be active and visible in both the online and offline spaces. Timely guidance is also provided as issues of importance arise.
• Canada’s missions are often admired for their ability to be an active and relevant diplomatic presence despite limited resources. Successful initiatives are the result of creativity, innovation and knowing the local context.

51. How do we engage with Canadians and how do we inform Canadians about our diplomatic work and how it impacts their lives?

• Our social media accounts showcase on a daily basis the great work our diplomats are doing in international development, trade and foreign policy around the world. In addition to the various missions accounts, we manage accounts like the page, which has about 470k followers (ENG) and 103K (FRA), and the Canada Twitter account, which has more than 1 million followers.
• We also manage the ¶¶ÒùÊÓƵ’s web presence which promotes and highlights the work being done by our diplomats and offices abroad. through stories, country specific information as well as easy to find links to mission social media accounts and news. 

52. What are we doing to engage with Canadians through domestic outreach to communicate and garner support for our international engagement?

• GAC conducts consultations and public engagement activities through a two-way active dialogue to take into account the public's views, concerns, ideas and proposals for the development or assessment of our diplomatic work, programs, services and initiatives.
• Public opinion research is another tool used to collect information that can demonstrate Canadians’ awareness, knowledge, attitudes and behavior towards Canada’s international development and towards GAC’s mission abroad.

53. How do we communicate results both internally and to the Canadian public?

• ¶¶ÒùÊÓƵ officially reports on its results internally and to the public primarily through the Departmental Results Report and the Report to Parliament on the Government of Canada’s International Assistance.
• Departmental and Mission social media platforms and web-based stories are also used to communicate some results and achievements to both international and Canadian audiences.
• The department is developing a comprehensive plan to improve performance measurement given its importance in contributing to evidence-based decision-making and achieving results for Canadians.

Our Global Presence

54. How do we compare with like-minded in terms of number of missions abroad and number of CBS abroad versus at HQ?

• Canada – 178 missions, 7,385 employees working at HQs and 2,230 CBS working abroad
• United Kingdom – 285 missions, 5,304 UK-based staff working at HQ and 2,125 working abroad
• Australia – 114 missions, 3,758 A-based staff working at HQs and 603 working abroad
• United States – 258 missions, 14,415 working at HQs and 9,378 working abroad

55. How does GAC support wider Government of Canada presence abroad?

• ¶¶ÒùÊÓƵ’s mission platform serves as a ‘home’ for Canada’s broader presence abroad.

There are approximate 8,300 positions at Canadian missions abroad, of which 2,400 positions belong to other federal government departments (OGDs), provinces and crown corporations. 

56. How many missions are there abroad in total? How many by region?

• Canada currently has 178 missions in 110 countries
• Geographically, the largest mission footprint is in Europe and the Middle East (61 missions), followed by Americas (55 missions), Asia Pacific (41 missions) and Africa (21 missions).

57. What are the top ten sized missions?

• The top 10 sized missions are Washington DC, New Delhi, Beijing, London, Mexico City, Paris, Manila, Hong Kong, Nairobi, and Tokyo.

58. What are the top ten costliest missions? Why are these missions so costly?

• The top 10 costliest missions for the International Platform Branch (ACM) to maintain in FY 2020-21 are London, New York, Washington DC, Kabul, Hong Kong, Paris, Beijing, Mexico, Brussels and New Delhi. These 10 missions represent roughly 33% of ACM’s total costs across all missions. Kabul will come off the list for FY 2021-22.
• These missions are costly for several reasons:
  • Firstly, the top 10 most expensive missions support a significant portion of Canada’s presence abroad. 7 out of the 10 missions are also listed as the top 10 largest sized mission. In total, these 10 missions support 1,580 positons, representing 20% of the Canada’s total footprint in the Network.
  • Secondly, these missions are among the most expensive cities to live in the world. According to Mercer’s 2021 Cost of Living Index, 7 out of these 10 missions are among the top 55 most expensive cities. Service delivery at those mission is consequently pricy.
  • In addition, 5 of these missions host the Common Service Delivery Points (CSDP), a modern business model to consolidate service delivery at regional level (Brussels, London, Mexico, New Delhi and Washington DC). As the hosting missions, the mission cost also includes CSDP services to other smaller missions. For example, an annual CSDP service delivery cost is about $40M at Washington DC, and $35M at London.
• Among the top 10 costly missions, property service such as residential and business accommodation, is the largest service cost, representing 50-60% of all common services mission cost. Program delivery services and business support services, such as financial, procurement and logistics services, represents the second largest service category, making up 15% -20% of the total cost at missions.

59. What is the total annual cost of our missions? By region

• In FY 2020-21, ACM’s total mission expenditures (including salary, capital, and other operating expense) by region are: Europe and Middle East ($184M), Asia Pacific ($155M), Americas ($137M), and Africa ($58M).

60. What is the average cost to post a CBS abroad?

• The average common services costs per CBS position charged for GAC programs, OGDs, provinces, and crown corporations for position creation, is $165,900.
• This cost is broken down by the provision of seven common services (HR management, Foreign Service Directive (FSD) administration, transportation, security, IM/IT, program delivery support and property and materiel) and excludes salary, Employee Benefit Plan and FSD allowances.