¶¶ÒùÊÓƵ’s 2025-26 Departmental plan

On this page:

• From the Ministers
• Plans to deliver on core responsibilities and internal services
  • Core responsibility 1: International Advocacy and Diplomacy
  • Core responsibility 2: Trade and Investment
  • Core responsibility 3: Development, Peace and Security Programming
  • Core responsibility 4: Help for Canadians Abroad
  • Core responsibility 5: Support for Canada’s Presence Abroad
  • Internal services
• Planned spending and human resources
  • Spending
  • Funding
  • Future-oriented condensed statement of operations
  • Human resources
• Corporate information
• Supplementary information tables
• Federal tax expenditures
• Definitions

From the Ministers

The Honourable Anita Anand
Minister of Foreign Affairs

The Honourable Maninder Sidhu
Minister of International Trade

The Honourable Dominic Leblanc
President of the King’s Privy Council for Canada and Minister responsible for Canada-U.S. Trade, Intergovernmental Affairs and One Canadian Economy

The Honourable Randeep Sarai
Secretary of State (International Development)

In the coming year, ¶¶ÒùÊÓƵ will work with Canadian and international partners to protect and advance Canada’s interests in an increasingly complex world.

We will focus our efforts on the issues that most impact the security and prosperity of Canadians, working to strengthen Canada’s economy, protect Canadians against international security threats, promote peace and stability and address global challenges such as poverty reduction, climate change and food insecurity. We will defend democracy and human rights.

Much of the planned work outlined in this report builds on Canada’s long-standing efforts to build a more secure and prosperous world. We will launch several new priorities and engagements that will demand considerable effort this year.

Renewing Canada’s relationship with the United States will be a critical priority in the year ahead. With a Team Canada approach, we will work tirelessly to protect and promote the interests of Canadian businesses, ensure supply-chain resilience and stand up for inclusive, rules-based trade.

Canada’s tenure as G7 president in 2025 presents an opportunity to shape the global agenda and advance issues that impact all Canadians, such as international peace and security, global economic stability and growth and the digital transition.

This year, Canada will begin implementing its new Arctic Foreign Policy. We will also maintain momentum in advancing our Indo-Pacific Strategy, including through ongoing free trade agreement negotiations with the Association of Southeast Asian Nations and by implementing the trade agreement Canada has recently reached with Indonesia. Canada will also continue to build on its long-standing relationships with African countries and institutions through its first Africa Strategy.

Canada will continue to be a trusted and reliable humanitarian assistance and international development partner. We will work with partners to strengthen health systems in low- and middle-income countries by contributing to country-level initiatives, and through experienced global health partners.

Canada will implement the final year of its $5.3-billion international climate-finance commitment and will continue to tackle the climate crisis at home and abroad by working with local communities to protect nature and biodiversity and deliver effective climate-change adaptation and mitigation strategies.

We will strengthen our efforts to provide Canadians abroad with effective consular services and with appropriate support during international emergencies. ¶¶ÒùÊÓƵ will continue to provide timely advice to keep Canadian travellers safe and well informed.

Undoubtedly, Canada will face many challenges in the year ahead. To meet them with the courage and commitment that Canadians deserve, ¶¶ÒùÊÓƵ is undergoing a significant transformation initiative. We are modernizing what the department does, how it does it and how it takes care of its team, including the country’s network of diplomatic missions as they work to project global influence, defend Canada’s national interests and provide quality services to Canadians abroad.

We are confident that the changes we will implement in the year ahead will help us become more agile in the face of emerging challenges and better-equipped to represent Canada’s interests in our evolving world.

Plans to deliver on core responsibilities and internal services

Core responsibilities and internal services

• Core responsibility 1: International Advocacy and Diplomacy
• Core responsibility 2: Trade and Investment
• Core responsibility 3: Development, Peace and Security Programming
• Core responsibility 4: Help for Canadians Abroad
• Core responsibility 5: Support for Canada’s Presence Abroad
• Internal services

Core responsibility 1: International Advocacy and Diplomacy

Description

¶¶ÒùÊÓƵ promotes Canada’s interests and values through policy development, diplomacy, advocacy, and effective engagement.

Quality of life impacts

This core responsibility contributes to the “Confidence in institutions” and “Indigenous self-determination” indicators in the “Good governance” domain of the .

Indicators, results and targets

This section presents details on the department’s indicators, the actual results from the three most recently reported fiscal years, the targets and target dates approved in 2025-26 for International Advocacy and Diplomacy. Details are presented by departmental result.

Table 1: Canada’s global influence is expanded and strengthened

Table 1 provides a summary of the target and actual results for each indicator associated with the results under International Advocacy and Diplomacy.

Table 2: Canada builds and maintains constructive relationships that advance Canada’s interests

Table 2 provides a summary of the target and actual results for each indicator associated with the results under International Advocacy and Diplomacy.

Table 3: Canada’s leadership on global issues contributes to a just and inclusive world.

Table 3 provides a summary of the target and actual results for each indicator associated with the results under International Advocacy and Diplomacy.

Table 4: Canada helps build strong international institutions and respect for international law.

Table 4 provides a summary of the target and actual results for each indicator associated with the results under International Advocacy and Diplomacy.

Additional information on the for ¶¶ÒùÊÓƵ’s program inventory is available on GC InfoBase.

Plans to achieve results

The following section describes the planned results for International Advocacy and Diplomacy in 2025-26.

Canada’s global influence is expanded and strengthened

Results we plan to achieve

• Canadian leadership and influence are advanced through effective support to Canada’s G7 presidency, including hosting the Leaders’ Summit, convening ministerial and officials’ meetings throughout the year and undertaking outreach with international partners.
• Engagement in other multilateral and regional forums, such as the United Nations, the G20, the World Trade Organization (WTO), international financial institutions and NATO, to help to shape and improve the architecture for global cooperation and amplify Canadian priorities on the world stage.
• Enhanced international engagement on issues of strategic and economic importance to Canada, including through strengthened policy capacity at ¶¶ÒùÊÓƵ headquarters and missions abroad.
• Close collaboration with key partners on issues critical to the safety, security and prosperity of Canadians, including countering authoritarianism; addressing economic-based threats to national security and geopolitically-motivated economic measures; protecting critical infrastructure; and safeguarding the rule of law.

Transformation

Canada builds and maintains constructive relationships that advance Canada’s interests 

Results we plan to achieve

• The foundation for a new economic and security relationship with the United States is established.
• Relationships with key allies and partners are measurably strengthened, while also engaging in pragmatic diplomacy to facilitate cooperation on areas of mutual interest and global importance.
• Enhanced Canadian presence, visibility and influence in the Indo-Pacific, including by advancing peace and security, trade and economic growth, people-to-people ties and sustainable development.
• Under the Arctic Foreign Policy launched in December 2024, early, meaningful and sustained engagement with territorial and provincial governments, Arctic and northern Indigenous governments and organizations and northerners is pursued.
• Efforts toward peace and security around the globe continue, including support to Ukraine; addressing the conflict between Israel and Hamas, in particular by responding to the devastating humanitarian situation in Gaza and supporting a process that brings peace and stability to the region; and addressing the crises in Haiti and Venezuela, including tackling irregular migration and promoting prosperity, security, democracy and human rights in their respective countries.
• Participation in multilateral forums to advance timely and meaningful international cooperation on issues including flagging emerging technology threats; sharing information on new policy approaches; and coordinating action on new export controls, such in the context of Russia’s obstructionism at the Wassenaar Arrangement.

Canada’s leadership on global issues contributes to a just and inclusive world

Results we plan to achieve

• Canada’s human rights objectives are advanced by strengthening the international human rights system (including international courts and tribunals) and providing strong support for human rights issues, including the rights of women and girls, Indigenous Peoples, 2SLGBTQI+ people, and persons with disabilities; freedom of religion or belief; and media freedom).
• Democratic principles are protected and furthered, including by scaling up the G7 Rapid Response Mechanism and progressing collective responses to foreign information manipulation and interference.
• Efforts to counter authoritarianism, corruption, transnational organized crime, terrorism and violent extremism are advanced in collaboration with partners and non-likeminded states through promoting counter-crime and terrorism approaches and building capacity and resilience against malign actors and transnational threats.
• Engagement and leadership in support of flagship programs such as the Elsie Initiative for Women in Peace Operations and the Vancouver Principles on Peacekeeping and the Prevention of the Recruitment and Use of Child Soldiers.
• As chair of the Organisation for Economic Co-operation and Development’s (OECD) Development Assistance Committee’s Network on Gender Equality (Gendernet), Canada provides strong advocacy for gender equality in development cooperation and, as a member of the Alliance for Feminist Movements’ Steering Group, champions increased support for women’s rights organizations and feminist movements.

Canada helps build strong international institutions and respect for international law

Results we plan to achieve

• Compliance with international law is promoted in coordination and collaboration with allies and partners through continued efforts to pursue accountability for serious violations of international law, including by initiating or intervening in cases against Syria, Myanmar, Iran and Russia at the International Court of Justice.
• Continued leadership in the development and implementation of Canada’s sanctions regime; using sanctions, when appropriate, in response to grave breaches of international peace and security, gross violations of human rights, and significant corruption, for example in Iran, Haiti, Venezuela and Myanmar and in the context of Russia’s illegal invasion of Ukraine.
• Efforts are supported to strengthen the United Nations, including through the reform of the Security Council, to ensure that the organization remains fit-for-purpose and is better able and resourced to address current crises and future challenges.
• The development of international law is advanced to strengthen the rules-based international order and pursue accountability for serious violations, in coordination and collaboration with allies and partners. This includes efforts to broaden the coalition of States that endorse the Declaration Against Arbitrary Detention in State-to-State Relations, and efforts to continue to develop and implement collective response and deterrence mechanisms to increase the costs of using arbitrary detentions for diplomatic leverage.
• ¶¶ÒùÊÓƵ makes meaningful contributions to uphold and strengthen the international non-proliferation and disarmament architecture. 

Planned resources to achieve results

Table 5: Planned resources to achieve results for International Advocacy and Diplomacy

Table 5 provides a summary of the planned spending and full-time equivalents required to achieve results.

and for the ¶¶ÒùÊÓƵ’s program inventory is available on GC InfoBase.

Related government priorities

United Nations 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals

More information on ¶¶ÒùÊÓƵ’s contributions to Canada’s Federal Implementation Plan for the 2030 Agenda and the Federal Sustainable Development Strategy can be found in the Departmental Sustainable Development Strategy.

Program inventory

International Advocacy and Diplomacy is supported by the following programs:

• International Strategy and Engagement
• International Security

Additional information related to the program inventory for International Advocacy and Diplomacy is available on the .

Summary of changes to reporting framework since last year

• As part of the department’s Transformation Implementation Plan, the program inventory was reviewed and revised to better align to the reorganized department; as such, the 11 previous programs have been reorganized into 2 new programs.

Core responsibility 2: Trade and Investment

Description

¶¶ÒùÊÓƵ supports increased and more diverse trade and investment to raise the standard of living for all Canadians and to enable Canadian businesses to grow internationally and to create economic opportunities.

Quality of life impacts

This core responsibility contributes to the “Firm growth,” “GDP per capita” and other indicators in the “Prosperity” domain of the .

Indicators, results and targets

This section presents details on the department’s indicators, the actual results from the three most recently reported fiscal years, the targets and target dates approved in 2025-26 for Trade and Investment. Details are presented by departmental result.

Table 6: Canada helps to build and safeguard an open and inclusive rules-based trading system

Table 6 provides a summary of the target and actual results for each indicator associated with the results under Trade and Investment.

Table 7: Canadian exporters and innovators are successful in their international business development efforts.

Table 7 provides a summary of the target and actual results for each indicator associated with the results under Trade and Investment.

Table 8: Foreign direct investment is facilitated, expanded or retained.

Table 8 provides a summary of the target and actual results for each indicator associated with the results under Trade and Investment.

Additional information on the for ¶¶ÒùÊÓƵ’s program inventory is available on GC InfoBase.

Plans to achieve results

The following section describes the planned results for Trade and Investment in 2025-26.

Canada helps to build and safeguard an open and inclusive rules-based global trading system

Results we plan to achieve 

• Canada’s trade relationship with the United States is redefined and focused on outcomes that are mutually beneficial for both countries.
• Collaboration with reliable trading partners and allies around the world is strengthened.
• A focused economic agenda that supports Canadian interests and generates jobs and growth in Canada and beyond. This includes advancing generational fairness through clean energy and digital transitions, and building bridges with emerging markets and developing countries.
• Canada contributes to safeguarding the multilateral rules-based trading system, including through the WTO.
• Engagement within multilateral forums such as the WTO, G20, OECD, Asia-Pacific Economic Cooperation, and the G7 through Canada’s presidency, to foster global economic growth, combat unfair trade practices, address environmental issues and forced labour, and promote the resilience of global supply chains.
• Critical trade partnerships are enhanced via continued implementation and stewardship of existing trade agreements, such as the Canada-United States-Mexico Agreement (CUSMA), the Comprehensive and Progressive Agreement for Trans-Pacific Partnership (CPTPP) and the Canada-European Union Comprehensive Economic and Trade Agreement.
• Canada’s participation in the upcoming CUSMA review supports strong North American trading relationships.
• Efforts are made to diversify and build more inclusive trade and advance Canada’s export diversification strategy, including by:
  • Building stronger trade and investment connections with fast-growing economies, such those as in the Indo-Pacific region and Ecuador.
  • Expanding and growing the CPTPP; advancing free trade negotiations with the Association of Southeast Asian Nations and exploratory discussions with the Philippines; and implementing a concluded agreement with Indonesia.
  • Negotiating of Foreign Investment Promotion and Protection Agreements and Air Transport Agreements in Africa.

Canadian exporters and innovators are successful in their international business development efforts 

Results we plan to achieve 

• Export diversification is increased through the delivery of services, funding and activities, primarily via the Trade Commissioner Service, to develop new markets for all Canadian businesses and foster more inclusive trade that benefits all segments of Canadian society.
• Exports to the Indo-Pacific region are expanded through trade missions and other promotional activities to connect Canadian and Indo-Pacific businesses.
• Doors are opened for Canadian companies seeking to expand trade or grow their businesses through minister-led trade missions outside of the Indo-Pacific region.
• The Canadian economy is strengthened by supporting: Canada’s science, technology and innovation ecosystem and the ongoing administration of Canada’s research security policies; strategic promotion of Canadian educational institutions; and Canadian companies to adopt responsible business conduct practices.

Foreign direct investment is facilitated, expanded or retained

Results we plan to achieve

• Foreign investor knowledge of and interest in Canada is increased.
• Programming, services and support is provided to foreign investors.
• The ongoing administration of the Investment Canada Act is supported.

Planned resources to achieve results

Table 9: Planned resources to achieve results for Trade and Investment

Table 9 provides a summary of the planned spending and full-time equivalents required to achieve results.

and for the ¶¶ÒùÊÓƵ’s program inventory is available on GC InfoBase.

Related government priorities

United Nations 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals

More information on ¶¶ÒùÊÓƵ’s contributions to Canada’s Federal Implementation Plan for the 2030 Agenda and the Federal Sustainable Development Strategy can be found in the Departmental Sustainable Development Strategy.

Program inventory

Trade and Investment is supported by the following programs:

• Trade Policy and Negotiations
• International Business Development, Investment Attraction and Innovation Support

Additional information related to the program inventory for Trade and Investment is available on the .

Summary of changes to reporting framework since last year

• As part of the department’s Transformation Implementation Plan, the program inventory was reviewed and revised to better align to the reorganized department; as such, the 8 previous programs have been reorganized into 2 new programs.

Core responsibility 3: Development, Peace and Security Programming

Description

¶¶ÒùÊÓƵ programming contributes to reducing poverty, increasing opportunity for people around the world, alleviating suffering in humanitarian crises, and fostering peace and security, and in so doing, advances the Sustainable Development Goals.

Quality of life impacts

This core responsibility contributes to the “Life satisfaction” and “Sense of meaning and purpose” indicators in the “Life satisfaction and sense of meaning and purpose” domain, and the “Sense of pride/belonging in Canada” and “Positive perceptions of diversity” indicators in the “Society” domain of the .

Indicators, results and targets

This section presents details on the department’s indicators, the actual results from the three most recently reported fiscal years, the targets and target dates approved in 2025-26 for Development, Peace and Security Programming. Details are presented by departmental result.

Table 10: Reduced suffering and increased human dignity in communities experiencing humanitarian crises

Table 10 provides a summary of the target and actual results for each indicator associated with the results under Development, Peace and Security Programming.

Table 11: Improved peace and security in countries and regions where Canada engages

Table 11 provides a summary of the target and actual results for each indicator associated with the results under Development, Peace and Security Programming.

Table 12: Improved physical, social and economic well-being for the poorest and most vulnerable, particularly for women and girls, in countries where Canada engages

Table 12 provides a summary of the target and actual results for each indicator associated with the results under Development, Peace and Security Programming.

Table 13: Enhanced empowerment and rights for women and girls in countries where Canada engages

Table 13 provides a summary of the target and actual results for each indicator associated with the results under Development, Peace and Security Programming.

Table 14: Canada’s international assistance is made more effective by leveraging diverse partnerships, innovation, and experimentation

Table 14 provides a summary of the target and actual results for each indicator associated with the results under Development, Peace and Security Programming.

Additional information on the for ¶¶ÒùÊÓƵ’s program inventory is available on GC InfoBase.

Plans to achieve results

The following section describes the planned results for Development, Peace and Security Programming in 2025-26.

Reduced suffering and increased human dignity in communities experiencing humanitarian crises

Results we plan to achieve

• Life-saving needs arising from conflict and natural disasters are addressed by providing timely, principled and needs-based humanitarian assistance through the established systems of the United Nations, Canadian and international non-governmental organizations, and International Red Cross and Red Crescent Movement partners.
• Efforts are made to strengthen the humanitarian system to be more effective, efficient, inclusive and accountable through engagement in global policy forums and in the governance mechanisms of key humanitarian UN partners, including in the context of Canada’s World Food Programme Executive Board presidency.
• Violations of international humanitarian law are addressed through support to humanitarian diplomacy and advocacy efforts for the protection of civilians in conflict, with a view to safeguard the space for neutral and impartial humanitarian action.

Improved peace and security in countries and regions where Canada engages

Results we plan to achieve

• Efforts are made to address geopolitical crises, insecurity and state fragility through peace and stabilization programming in conflict-affected areas, including in the Middle East, Africa, Ukraine and Haiti. Capacity-building within the UN peace and security architecture is supported with a focus on peace operations and peacebuilding.
• Actions are taken to counter threats to democracy and governance and foster partnerships domestically and internationally through multilateral mechanisms that advance democratic resilience programming.
• Progress is made to reduce threats posed by chemical, biological, radiological, and nuclear weapons and materials globally; leverage Canada’s role as chair of the G7-led Global Partnership Against the Spread of Weapons and Materials of Mass Destruction to bolster donor coordination and resource mobilization, and expand engagement with partners in the southern hemisphere; and strengthen universalization and implementation of conventional weapons treaties.
• Security threats from transnational organized crime and terrorism are addressed with a particular focus on the Indo-Pacific region, Latin America and the Caribbean, the Middle East and Africa, through capacity-building programming implemented by international partners and Canadian security departments.
• The 2023-2029 National Action Plan on Women, Peace and Security is further implemented, including through Canada’s Elsie Initiative and support to women peacebuilders. 

Improved physical, social and economic well-being for the poorest and most vulnerable, particularly for women and girls, in countries where Canada engages

Results we plan to achieve 

• Canada’s health and nutrition programming prevents and combats infectious disease, improves nutrition and strengthens health systems.
• Developing countries are aided in their transition to low-carbon, climate-resilient, and nature-positive sustainable development. As well, efforts are made to halt and reverse biodiversity loss, including through addressing land- and sea-use change, the overexploitation of species, the proliferation of invasive alien species, and pollution.
• Greater access to inclusive, equitable and quality education and skills development for the world’s most marginalized is supported.
• Food insecurity and malnutrition in all its forms is reduced and the resilience of agriculture and food systems is strengthened.
• Migration and irregular migration issues as they relate to food security, education, health care and other essential needs will be addressed.
• Democratic values will be advanced through programming that supports peaceful pluralism and respect for diversity, human rights and equality before the law.

Enhanced empowerment and rights for women and girls in countries where Canada engages

Results we plan to achieve

• Women leaders and grassroots women’s rights organizations are supported to promote peace and protect the rights of women and vulnerable groups.
• Advocacy and support for the issue of gender inequalities in unpaid and paid care work in low and middle-income countries.

Canada’s international assistance is made more effective by leveraging diverse partnerships, innovation, and experimentation

Results we plan to achieve

• The way the department manages and delivers international development assistance is improved to ensure greater responsiveness, effectiveness, transparency and accountability through the department’s Grants and Contributions Transformation Initiative.
• Inclusive innovative and blended finance investments for international assistance will be advanced through diverse partnerships, including through a renewed International Assistance Innovation Program.
• Implement GAC’s Public Engagement Results Framework aimed at enhancing public participation in international assistance. This will include strategic engagement with Canadians and Canadian organizations and the development of strengthened and new tools to improve the tracking and reporting of Canadian public engagement in international assistance.

Planned resources to achieve results

Table 15: Planned resources to achieve results for Development, Peace and Security Programming

Table 15 provides a summary of the planned spending and full-time equivalents required to achieve results.

and for the ¶¶ÒùÊÓƵ’s program inventory is available on GC InfoBase.

Related government priorities

United Nations 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals

More information on ¶¶ÒùÊÓƵ’s contributions to Canada’s Federal Implementation Plan for the 2030 Agenda and the Federal Sustainable Development Strategy can be found in the Departmental Sustainable Development Strategy.

Program inventory

Development, Peace and Security Programming is supported by the following program:

• Development, Humanitarian, and Peace and Security Programming

Additional information related to the program inventory for Development, Peace and Security Programming is available on the .

Summary of changes to reporting framework since last year

• As part of the department’s Transformation Implementation Plan, the program inventory was reviewed and revised to better align to the reorganized department; as such, the 14 previous programs have been reorganized into 1 new program.

Core responsibility 4: Help for Canadians Abroad

Description

¶¶ÒùÊÓƵ provides timely and appropriate consular services for Canadians abroad, contributing to their safety and security.

Quality of life impacts

This core responsibility contributes to the “Personal safety,” “Canada’s place in the world” and “Access to fair and equal justice” indicators in the “Good governance” domain of the .

Indicators, results and targets

This section presents details on the department’s indicators, the actual results from the three most recently reported fiscal years, the targets and target dates approved in 2025-26 for Help for Canadians Abroad. Details are presented by departmental result.

Table 16: Canadians have timely access to information and services that keeps them safer abroad

Table 16 provides a summary of the target and actual results for each indicator associated with the results under Help for Canadians Abroad.

Table 17: Canadians abroad receive timely and appropriate government services

Table 17 provides a summary of the target and actual results for each indicator associated with the results under Help for Canadians Abroad.

Additional information on the for ¶¶ÒùÊÓƵ’s program inventory is available on GC InfoBase.

Plans to achieve results

The following section describes the planned results for Help for Canadians Abroad in 2025-26.

Canadians have timely access to information and services that keeps them safer abroad

Results we plan to achieve

• The department’s readiness to address crises as they emerge will be improved by strengthening organizational agility, including capacity to quickly mobilize personnel at HQ and at mission who are knowledgeable and trained on consular and crisis management.
• Information, advice, consular services and emergency assistance are provided to Canadians prior to travelling and while outside of Canada through travel.gc.ca and the 24/7 Emergency Watch and Response Centre.
• Online travel advice and advisories webpages meet or exceed the standards of the Government of Canada Web Content Accessibility Guidelines.
• Efforts are made to expand the coalition of states supporting Canada’s arbitrary detention initiative and launch, publicize and implement the final report from the Independent Panel on Arbitrary Detention, which is expected in June 2025.

Canadians abroad receive timely and appropriate government services.

Results we plan to achieve

• High-quality consular and emergency management services are provided to Canadians working, studying, volunteering or travelling abroad, including those in potentially vulnerable situations, such as women, children and members of the Indigenous and 2SLGBTQI+ communities.
• Gaps between readiness and response are reduced through the maintenance of a more accountable and resilient program across the network at headquarters and abroad and enhanced employee resources to support the delivery of client-focused consular services.
• Consular case management capacity in Canada and across the mission network is strengthened to ensure access to consular services by Canadians.

Planned resources to achieve results

Table 18: Planned resources to achieve results for Help for Canadians Abroad

Table 18 provides a summary of the planned spending and full-time equivalents required to achieve results.

and for the ¶¶ÒùÊÓƵ’s program inventory is available on GC InfoBase.

Related government priorities

United Nations 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals

More information on ¶¶ÒùÊÓƵ’s contributions to Canada’s Federal Implementation Plan for the 2030 Agenda and the Federal Sustainable Development Strategy can be found in the Departmental Sustainable Development Strategy.

Program inventory

Help for Canadians Abroad is supported by the following program:

• Emergency Management, Consular Assistance and Services to Canadians Abroad

Additional information related to the program inventory for Help for Canadians Abroad is available on the .

Summary of changes to reporting framework since last year

• As part of the department’s Transformation Implementation Plan, the program inventory was reviewed and revised to better align to the reorganized department; as such, the 2 previous programs have been reorganized into 1 new program.

Core responsibility 5: Support for Canada’s Presence Abroad

Description

¶¶ÒùÊÓƵ manages and delivers resources, infrastructure and services enabling Canada’s presence abroad, including at embassies, high commissions, and consulates.

Quality of life impacts

This core responsibility contributes to the “Canada’s place in the world” indicators in the “Good governance” domain of the .

Indicators, results and targets

This section presents details on the department’s indicators, the actual results from the three most recently reported fiscal years, the targets and target dates approved in 2025-26 for Support for Canada’s Presence Abroad. Details are presented by departmental result.

Table 19: Sound management and delivery of resources, infrastructure and services enables Canada’s presence abroad

Table 19 provides a summary of the target and actual results for each indicator associated with the results under Support for Canada’s Presence Abroad.

Table 20: Personnel are safe, missions are more secure and government and partner assets and information are protected

Table 20 provides a summary of the target and actual results for each indicator associated with the results under Support for Canada’s Presence Abroad.

Additional information on the for ¶¶ÒùÊÓƵ’s program inventory is available on GC InfoBase.

Plans to achieve results

The following section describes the planned results for Support for Canada’s Presence Abroad in 2025-26.

Sound management and delivery of resources, infrastructure and services enables Canada’s presence abroad

Results we plan to achieve 

• The department continues efforts to modernize benefits for its Locally Engaged Staff (LES), who make up a sizeable portion of GAC’s employee compliment. This will help to increase Canada’s competitiveness as an employer of choice for skilled staff around the world.
• The new 2025-30 Management Consular Officers Workforce Strategy begins implementation to better recruit, retain, and develop a diverse workforce to meet global challenges.
• New Foreign Service Directives (the allowances, benefits and conditions of employment for GoC employees on assignment outside of Canada) are implemented, to make the directives more straightforward to administer and allowing for more modern interpretation of the directives.
• Canada’s diverse presence in missions is well supported through enhancements to systems to provide faster, reliable, secure infrastructure and modernizing digital systems, solutions and tools. Part of the department’s Transformation Implementation Plan, these changes will improve service to Canadians through a seamless experience for employees.
• The delivery of human resources, security, information management and other support services at missions is streamlined and made more efficient.
• The department is better able to align its mission presence abroad with Canada’s interests through enhanced data, tools and governance.
• The department’s Sustainable Development Strategic Framework for Canada’s Missions continues to be implemented, with objectives that include climate change risk assessments and green building certifications at mission and the use of net-zero emissions vehicles and construction techniques and products.
• Green procurement is advanced, where possible, when contracting for products, projects and services including for vehicles, property and facility management.

Personnel are safe, missions are more secure and government and partner assets and information are protected

Results we plan to achieve

• Access to health care and other supports for Canadians and LES working abroad is enabled, in alignment with the Transformation Implementation Plan.
• Ensure the access and integrity of classified networks at missions abroad.
• The department’s cyber security posture and resiliency is strengthened to protect Canada’s people, information and infrastructure abroad.
• GAC’s three-year Departmental Security Investment Plan continues to be implemented to ensure funding is allocated to top priority initiatives based on risk and vulnerability assessments to mitigate the most pressing threats at missions.
• The 10-year Duty of Care initiative to improve infrastructure, readiness, and information security at missions continues to be advanced through the implementation of security measures.

Planned resources to achieve results

Table 21: Planned resources to achieve results for Support for Canada’s Presence Abroad

Table 21 provides a summary of the planned spending and full-time equivalents required to achieve results.

and for the ¶¶ÒùÊÓƵ’s program inventory is available on GC InfoBase.

Related government priorities

United Nations 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals

More information on ¶¶ÒùÊÓƵ’s contributions to Canada’s Federal Implementation Plan for the 2030 Agenda and the Federal Sustainable Development Strategy can be found in the Departmental Sustainable Development Strategy.

Program inventory

Support for Canada’s Presence Abroad is supported by the following programs:

• International Platform
• People at missions

Additional information related to the program inventory for Support for Canada’s Presence Abroad is available on the .

Summary of changes to reporting framework since last year

• As part of the department’s Transformation Implementation Plan, the program inventory was reviewed and revised to better align to the reorganized department; as such, the 8 previous programs have been reorganized into 2 new programs.

Internal services

Description

Internal services are the services that are provided within a department so that it can meet its corporate obligations and deliver its programs. There are 10 categories of internal services:

• management and oversight services
• communications services
• legal services
• human resources management services
• financial management services
• information management services
• information technology services
• real property management services
• materiel management services
• acquisition management services

Plans to achieve results

This section presents details on how the department plans to achieve results and meet targets for internal services.

Departmental Transformation

• GAC, guided by it’s Transformation Implementation Plan (TIP), will continue to advance a multi-year organizational transformation to ensure that it is well equipped to serve Canadians in meeting the global challenges of today and the future.
• The department will focus on key deliverables under the 5 core pillars of the TIP in 2025-26 that build on initial efforts, including:
  1. Our organizational culture: implementing phase 2 of organizational restructuring, which focuses on the consolidation of corporate services; improving organizational agility through better and timely resource reallocation to respond to merging priorities and pressures; and strengthening knowledge networks across the organization.
  2. Our people: better empowering heads of mission and strengthening organizational surge capacities.
  3. Our global presence: deploying governance and data tools to enable the adjustment of Canada’s footprint abroad where and when needed to better align with our interests.
  4. Our policy: amplifying the external outreach and engagement efforts spearheaded by the department’s Open Insights Hub, which aims to connect the department’s policy development to experts and partners, and improving the department’s capacity to lead and sustain whole-of-government responses to complex and protracted geopolitical crises.
  5. Our processes and tools: breaking down silos while reducing bureaucratic burdens.

Enterprise Risk Management

• To better support the advancement of its priorities in 2025-26, GAC will continue to implement its Enterprise Risk Management (ERM) Strategy by leveraging data and evidence to manage risk at all levels and by fostering a strong risk culture across the organization. The ERM Strategy guides departmental officials in managing risks that affect strategic plans and priorities.
• GAC’s Enterprise Risk Profile (2024-2026) identifies specific pressures associated with the department’s unique mandate and geographically dispersed operations.
• For 2024-26 these include:
  • health and well-being related to workload and constant change;
  • resource reallocation related to policy, programs and service delivery;
  • staffing and retention;
  • cyber/digital security and resilience;
  • IT infrastructure;
  • sustainability of real property assets abroad.
• To enhance support for the mitigation of these risks, the top enterprise risks will be tracked closely by senior governance committees in 2025-26.

Planned resources to achieve results

Table 22: Planned resources to achieve results for internal services this year

Table 22 provides a summary of the planned spending and full-time equivalents required to achieve results.

and for ¶¶ÒùÊÓƵ’s program inventory is available on GC InfoBase.

Planning for contracts awarded to Indigenous businesses

¶¶ÒùÊÓƵ remains committed to achieving its target on contracts awarded to Indigenous businesses. The department will continue to organize information sessions related to Indigenous businesses in collaboration with Indigenous Services Canada. These sessions will be offered to GAC business owners/project authority and contracting authority.

Quarterly, GAC will broadcast via Intranet the importance of:

• meeting or exceeding the 5% target of departmental contracts awarded to Indigenous businesses
• fund center managers allocating at least 5% of their fiscal procurement budget toward procurement from Indigenous businesses
• engaging procurement officers as early as possible in planning to discuss Indigenous opportunities
• using the Indigenous Business Directory to conduct market research and assess the capacity of Indigenous businesses, in collaboration with procurement officers
• using the Procurement Strategy for Indigenous Business, where market and capacity exist, for both low-dollar value procurements and larger ones for domestic procurement
• including Indigenous suppliers, when possible, in all traditional (invitational) tenders

Table 23: Percentage of contracts planned and awarded to Indigenous businesses

Table 23 presents the current, actual results with forecasted and planned results for the total percentage of contracts the department awarded to Indigenous businesses.

Planned spending and human resources

This section provides an overview of ¶¶ÒùÊÓƵ’s planned spending and human resources for the next three fiscal years and compares planned spending for 2025-26 with actual spending from previous years.

Spending

This section presents an overview of the department's planned expenditures from 2022-23 to 2027-28.

Budgetary performance summary

Table 24: Three-year spending summary for core responsibilities and internal services (dollars)

Table 24 presents how much money ¶¶ÒùÊÓƵ spent over the past three years to carry out its core responsibilities and for internal services. Amounts for the current fiscal year are forecasted based on spending to date.

More financial information from previous years is available on the . 

Table 25: Planned three-year spending on core responsibilities and internal services (dollars)

Table 25 presents how much money ¶¶ÒùÊÓƵ’s plans to spend over the next three years to carry out its core responsibilities and for internal services.

More is available on the Finances section of GC Infobase.

Funding

This section provides an overview of the department's voted and statutory funding for its core responsibilities and for internal services. For further information on funding authorities, consult the .

Graph 1: Approved funding (statutory and voted) over a six-year period

Graph 1 summarizes the department's approved voted and statutory funding from 2022-23 to 2027-28.

Analysis of statutory and voted funding over a six-year period

From 2024-25 to 2027-28, ¶¶ÒùÊÓƵ’s spending profile varies from $8.75 billion in 2024-25 to $7.45 billion in 2027-28.

Significant items contributing to the decrease of $1.3 billion include the following:

• $645.2 million for Canada’s international climate finance and biodiversity programs will end on March 31, 2026;
• $240 million for the Climate Change Fund will end on March 31, 2026;
• $186 million for the ongoing implementation of Canada’s 2021-26 international climate finance commitment will end on March 31, 2026;
• $150 million for additional international humanitarian assistance priorities will end on March 31, 2026; and
• $116.9 million return to the fiscal framework for Canada’s International Assistance Innovation Program.

For further information on ¶¶ÒùÊÓƵ’s departmental appropriations, consult the .

Future-oriented condensed statement of operations

The future-oriented condensed statement of operations provides an overview of ¶¶ÒùÊÓƵ’s operations for 2024-25 to 2025-26.

Table 26: Future-oriented condensed statement of operations for the year ended March 31, 2026 (in thousands of dollars)

Table 26 summarizes the expenses and revenues which net to the cost of operations before government funding and transfers for 2024-25 to 2025-26. The forecast and planned amounts in this statement of operations were prepared on an accrual basis. The forecast and planned amounts presented in other sections of the Departmental Plan were prepared on an expenditure basis. Amounts may therefore differ.

Analysis of forecasted and planned results

The increase of $252 million is mainly explained by an increase in funding of grants and contributions to support several different programs.

A more detailed Future-Oriented Statement of Operations and associated Notes for 2025-26, including a reconciliation of the net cost of operations with the requested authorities, is available on ¶¶ÒùÊÓƵ’s website.

Human resources

This section presents an overview of the department’s actual and planned human resources from 2022-23 to 2027-28. 

Table 27: Actual human resources for core responsibilities and internal services

Table 27 shows a summary of human resources, in full-time equivalents, for ¶¶ÒùÊÓƵ’s core responsibilities and for its internal services for the previous three fiscal years. Human resources for the current fiscal year are forecasted based on year to date.

Analysis of human resources over the last three years

From 2022-23 to 2024-25, ¶¶ÒùÊÓƵ’s full-time equivalents increased by 677 (+5%). The year-over-year variance in full-time equivalents is mainly attributable to the increase in funding for the following:

• Funding to implement Canada's Indo-Pacific Strategy;
• Funding for the presidency of the 2025 G7 Summit in Canada;
• Funding to support GAC operations;
• Funding for Canada's participation at World Expo Osaka 2025;
• Funding for strengthening Canada's sanction capacity;
• Funding of reinforcing and modernizing core consular capacity to assist Canadians abroad; and
• Funding to strengthen Canada's diplomatic presence in Central and Eastern Europe and the Caucasus region.

Table 28: Human resources planning summary for core responsibilities and internal services

Table 28 shows information on human resources, in full-time equivalents, for each of ¶¶ÒùÊÓƵ’s core responsibilities and for its internal services planned for the next three years.

Analysis of human resources for the next three years

From 2025-26 to 2027-28, ¶¶ÒùÊÓƵ’s full-time equivalents decrease by 288 (-2%). The year-over-year variance in full-time equivalents is mainly attributable to the following:

• Sunset of funding for the presidency of the 2025 G7 Summit in Canada;
• Sunset of Canada’s international biodiversity programs on March 31, 2026;
• Sunset of funding for United Nations peace operations and peacebuilding;
• Sunset of funding for the Climate Change Fund;
• Sunset of funding for Canada’s participation at World Expo Osaka 2025;
• Sunset of funding for protecting Canada’s next election;
• Reduced funding for the duty of care initiative; and
• Reduced funding for Canada’s sanctions capacity and leadership.

Corporate information

Departmental profile

Appropriate ministers: Anita Anad, Minister of Foreign Affairs and for International Development; Maninder Sigdhu, Minister of International Trade; Dominic LeBlanc, Minister responsible for Canada-U.S. Trade, Intergovernmental Affairs and One Canadian Economy; and Randeep Sarai, Secretary of State (International Development)

Institutional heads: David Morrison, Deputy Minister of Foreign Affairs; Rob Stewart, Deputy Minister of International Trade; Christopher MacLennan, Deputy Minister of International Development

Ministerial portfolio: ¶¶ÒùÊÓƵ and the Canadian Trade Commissioner Service. The following federal entities operate at arm’s length and report to Parliament through the ¶¶ÒùÊÓƵ ministers: the Canadian Commercial Corporation, Export Development Canada, the International Development Research Centre and Invest in Canada.

Enabling instrument:

Year of incorporation / commencement: 1909

Departmental contact information

¶¶ÒùÊÓƵ
Tel.: 1-800-267-8376 (toll-free in Canada);
613-944-4000 (National Capital Region and outside Canada)
TTY: 1-800-394-3472 (toll-free from the U.S. and Canada only); 613-944-1310 (National Capital Region and outside Canada)
Fax: 613-996-9709
/

Enquiries Services
¶¶ÒùÊÓƵ
125 Sussex Drive
Ottawa, ON K1A 0G2
Email: enqserv@international.gc.ca
Tel.: 1-800-267-8376 (toll-free in Canada);
613-944-4000 (National Capital Region and outside Canada)
Fax: 613-996-9709

Other Portfolio Related Contacts

Canadian Commercial Corporation
350 Albert Street, 7th Floor
Ottawa, ON K1A 0S6
Tel.: 1-800-748-8191 (toll-free in Canada)
613-996-0034 (National Capital Region and outside Canada)
Fax: 613-995-2121

International Joint Commission (Canadian Section)
234 Laurier Avenue West, 22nd Floor
Ottawa, ON K1P 6K6
Tel.: 613-995-2984
Fax: 613-993-5583

Export Development Canada
150 Slater Street
Ottawa, ON K1A 1K3
Tel.: 1-800-229-0575 (toll-free in North America);
613-598-2500 (local)
TTY: 1-866-574-0451
Fax: 613-598-3811

Roosevelt Campobello International Park Commission
459 Route 774
Welshpool, NB E5E 1A4
Tel.: 1-877-851-6663 (toll-free)
506-752-2922 (local)
Fax: 506-752-6000

International Development Research Centre
150 Kent Street
Ottawa, ON K1P 0B2
Postal address: P.O. Box 8500
Ottawa, ON K1G 3H9
Tel.: 613-236-6163
Fax: 613-238-7230

Invest in Canada

Supplementary information tables

The following supplementary information tables are available on ¶¶ÒùÊÓƵ’s website:

• Details on transfer payment programs
• Gender‑based analysis plus
• Horizontal initiatives

Information on ¶¶ÒùÊÓƵ’s departmental sustainable development strategy can be found on ¶¶ÒùÊÓƵ’s website.

Federal tax expenditures

¶¶ÒùÊÓƵ’s Departmental Plan does not include information on tax expenditures.

The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the .

This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs as well as evaluations and GBA Plus of tax expenditures.

Definitions

appropriation (crédit)

Any authority of Parliament to pay money out of the Consolidated Revenue Fund.

budgetary expenditures (dépenses budgétaires)

Operating and capital expenditures; transfer payments to other levels of government, departments or individuals; and payments to Crown corporations.

core responsibility (responsabilité essentielle)

An enduring function or role performed by a department. The intentions of the department with respect to a core responsibility are reflected in one or more related departmental results that the department seeks to contribute to or influence.

Departmental Plan (plan ministériel)

A report on the plans and expected performance of an appropriated department over a 3year period. Departmental Plans are usually tabled in Parliament each spring.

departmental result (résultat ministériel)

A consequence or outcome that a department seeks to achieve. A departmental result is often outside departments’ immediate control, but it should be influenced by program-level outcomes.

departmental result indicator (indicateur de résultat ministériel)

A quantitative measure of progress on a departmental result.

departmental results framework (cadre ministériel des résultats)

A framework that connects the department’s core responsibilities to its departmental results and departmental result indicators.

Departmental Results Report (rapport sur les résultats ministériels)

A report on a department’s actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.

full-time equivalent (équivalent temps plein)

A measure of the extent to which an employee represents a full person-year charge against a departmental budget. For a particular position, the full-time equivalent figure is the ratio of number of hours the person actually works divided by the standard number of hours set out in the person’s collective agreement.

gender-based analysis plus (GBA Plus) (analyse comparative entre les sexes plus [ACS Plus])

Is an analytical tool used to support the development of responsive and inclusive policies, programs, and other initiatives. GBA Plus is a process for understanding who is impacted by the issue or opportunity being addressed by the initiative; identifying how the initiative could be tailored to meet diverse needs of the people most impacted; and anticipating and mitigating any barriers to accessing or benefitting from the initiative. GBA Plus is an intersectional analysis that goes beyond biological (sex) and socio-cultural (gender) differences to consider other factors, such as age, disability, education, ethnicity, economic status, geography (including rurality), language, race, religion, and sexual orientation.

Using GBA Plus involves taking a gender- and diversity-sensitive approach to our work. Considering all intersecting identity factors as part of GBA Plus, not only sex and gender, is a Government of Canada commitment.

government priorities (priorités gouvernementales)

For the purpose of the 2025-26 Departmental Plan, government priorities are the high-level themes outlining the government’s agenda in the most recent Speech from the Throne.

horizontal initiative (initiative horizontale)

An initiative where two or more federal departments are given funding to pursue a shared outcome, often linked to a government priority.

Indigenous business (entreprise autochtones)

For the purpose of the Directive on the Management of Procurement Appendix E: Mandatory Procedures for Contracts Awarded to Indigenous Businesses and the Government of Canada’s commitment that a mandatory minimum target of 5% of the total value of contracts is awarded to Indigenous businesses, a department that meets the definition and requirements as defined by the .

non‑budgetary expenditures (dépenses non budgétaires)

Non-budgetary authorities that comprise assets and liabilities transactions for loans, investments and advances, or specified purpose accounts, that have been established under specific statutes or under non-statutory authorities in the Estimates and elsewhere. Non-budgetary transactions are those expenditures and receipts related to the government's financial claims on, and obligations to, outside parties. These consist of transactions in loans, investments and advances; in cash and accounts receivable; in public money received or collected for specified purposes; and in all other assets and liabilities. Other assets and liabilities, not specifically defined in G to P authority codes are to be recorded to an R authority code, which is the residual authority code for all other assets and liabilities.

performance (rendement)

What a department did with its resources to achieve its results, how well those results compare to what the department intended to achieve, and how well lessons learned have been identified.

performance indicator (indicateur de rendement)

A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an department, program, policy or initiative respecting expected results.

plan (plan)

The articulation of strategic choices, which provides information on how a department intends to achieve its priorities and associated results. Generally, a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead to the expected result.

planned spending (dépenses prévues)

For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts presented in Main Estimates.

A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their Departmental Plans and Departmental Results Reports.

program (programme)

Individual or groups of services, activities or combinations thereof that are managed together within the department and focus on a specific set of outputs, outcomes or service levels.

program inventory (répertoire des programmes)

Identifies all the department’s programs and describes how resources are organized to contribute to the department’s core responsibilities and results.

result (résultat)

A consequence attributed, in part, to a department, policy, program or initiative. Results are not within the control of a single department, policy, program or initiative; instead they are within the area of the department’s influence.

statutory expenditures (dépenses législatives)

Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.

target (cible)

A measurable performance or success level that a department, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.

voted expenditures (dépenses votées)

Expenditures that Parliament approves annually through an appropriation act. The vote wording becomes the governing conditions under which these expenditures may be made.