2019-20 Departmental Plan

The Departmental Plan is an expenditure plan that provides a detailed overview of the Commission’s main priorities over a three-year period. These priorities are divided by strategic outcome, program activities, and planned and expected results. The Departmental Plan also provides details on human resource requirements, major capital projects, grants and contributions, and net program costs.

Complete a survey on your experience using this Departmental Plan

* This publication is only available in electronic format. If you require a paper version, please contact the Commission directly. Please allow 5-8 business days for processing.

Honourable David Lametti, P.C., M.P
Minister of Justice and Attorney General of Canada

ISSN:2371-8293

 


Table of Contents

 

Chief Commissioner's Message

Chief Commissioner Marie-Claude Landry, Ad. E.

The Canadian Human Rights Commission’s mission is to help ensure that everyone is treated fairly, no matter who they are. This means that we must not only speak out against all types of discrimination but also that we have a duty to maintain our efforts towards improving access to justice for people in vulnerable circumstances, no matter where they are across the country.

In 2018, our team continued to raise awareness on pressing and emerging human rights issues—informing Parliamentarians and Canadians. As a result, more Canadians are calling on us than ever before to protect their rights and help them seek justice.

To improve access to our services, we have introduced an online platform, along with several other measures.

The first step in our new online complaints process is to answer a self-evaluation questionnaire that helps people figure out in just minutes whether their complaint belongs with the Commission, or if not, to guide them to the appropriate organization. It is a simple and accessible way to inform them of the resources available to them, when fighting for their rights. Once this first step is completed, the online complaint form provides information that walks the person, step-by-step, through the writing and submission of their complaint to the Commission.

As more and more people are coming to us for help, and as the caseload of complaints continues to increase significantly, we have had to and continue to implement new measures to help reduce processing time and provide a simpler and more effective experience, tailored to the needs of the people we serve. In all of this, we are guided by our “people before process” approach.

In 2019–20, the Commission will continue to demonstrate its leadership and human rights expertise to develop an awareness strategy to break down barriers and improve access to justice. In addition, we are working to mobilize stakeholders and human rights defenders to help inform our action plan for our two priority areas: hate and intolerance; and economic, social and cultural rights.

Both hate and intolerance as well as economic, social and cultural rights continue to make headlines across the country. The Commission adheres to the principle that silence is not an option and that to be silent in the face of human rights violations is to be complicit. Throughout 2019–20, sustained by our exceptional team, we will continue to speak out for the rights of people in vulnerable situations, victims of hate, bullying, discrimination and for the rights of people living in unspeakable conditions — in a country such as ours.

The Commission has broken down its silos and paved the way to a global and integrated approach. On the Employment Equity side our work, the Commission has adopted a new horizontal audit model that now includes a gender-based analysis to better understand the situations and experiences of women across the four designated groups. We will also look at the employment barriers across industries and promote a higher representation of the designated groups, including in management positions.

In 2018, the federal government passed new proactive pay equity legislation and also proposed the Accessible Canada Act. The various pieces of federal legislation will bring expanded responsibilities to the Commission. A new Pay Equity Commissioner and a new Accessibility Commissioner will join the team. We have already begun to plan and prepare for these new responsibilities, which we welcomed last year, and will continue to do so this coming year.

The future is encouraging for human rights in Canada. However, these new laws, added to the growing demand on our services and the increasing number of complaints, place considerable pressure on our human and financial resources. This pressure is compounded by the fact that our financial resources have not been increased in more than 15 years.

Human rights have again become part of the national conversation and an important part of the government’s agenda. As Canada’s national human rights institution, the Commission will continue to welcome requests from Parliament to offer its expertise on various human rights issues, bills and initiatives that may come forward this year. As we look to the implementation of new legislation within our responsibilities, I am confident that the Commission will capitalize on these new opportunities and meet the challenges in capacity building and program delivery for the people we serve.

It is a privilege and an honour to present our objectives for our upcoming work in 2019–2020, guided by mandate. We are hopeful that it will be met with the full support of Parliament.

 

Marie-Claude Landry, Ad. E.
Chief Commissioner

Plans at a glance and operating context

The Commission strives to be a national voice for equality and promote and protect human rights. We exist to help ensure that everyone in Canada is treated fairly, no matter who they are. More and more, the Commission is being called upon to lend our expertise and leadership to help advocate for those living in vulnerable circumstances. In 2019–20, the Commission will continue to use its expertise to raise awareness of current and emerging human rights issues that affect Canadians, by informing them of their human rights and responsibilities. We will also make sure that human rights issues remain an important part of the public debate and the national agenda.

In addition, we will invest time raising public awareness of the barriers people are facing when seeking access to human rights justice. We will continue to ensure that people in the most vulnerable circumstances can access our complaints process. The Commission will develop action plans for two priority areas: hate and intolerance; and economic, social and cultural rights. In both these areas we will: further develop our expertise, engage with stakeholders, raise public awareness, influence dialogue, advise lawmakers, and call for action.

Along with those efforts in our policy, research and public engagement, there is also the issue of our increasing caseload. We anticipate it will continue to increase given the growing awareness of human rights issues and the introduction of our electronic complaint platform. That is why in 2019–20, the Commission will continue to develop a simpler, more effective and sustainable complaints process. While several changes and initiatives have led to progress, the accumulated caseload is still significant, creating considerable stress on the organization. This pressure is compounded by the fact that our financial resources have not been increased in 15 years. With that in mind, the Commission will continue to place people before process by reducing the time it takes to process a complaint and by exploring and testing new approaches. We will also continue to explore ways to improve our online complaint services, reduce our caseload, and strengthen the human rights complaint infrastructure.

In 2018, the Commission welcomed the federal government’s new proactive pay equity legislation, which received Royal Assent in December. As part of the new legislation, a Pay Equity Commissioner will be appointed within the Commission to play both an education and enforcement role with regard to the legislation. The Commissioner, supported by a unit of subject-matter experts, will be responsible for assisting individuals in understanding their rights and obligations under the new legislation and facilitating the resolution of disputes related to pay equity. The Commissioner will have dedicated funding and a range of enforcement tools, including the power to initiate audits, to conduct investigations, and to issue orders and administrative monetary penalties.

The Commission also welcomed the proposed federal accessibility legislation that will require federal institutions to proactively identify, remove, and prevent accessibility barriers for persons with disabilities. The proposed legislation will also enable Canada to better meet its human rights obligations under the UN Convention on the Rights of Persons with Disabilities (UNCRPD), and the Canadian Human Rights Act.

For more information on the Commission’s plans, priorities and planned results, see the “Planned results” section of this report.

Planned results: what we want to achieve this year and beyond

Core Responsibilities 

Engagement and Advocacy

Description

Provide a national credible voice for equality in Canada — my Canada includes everyone; promote broadly human rights everywhere in Canada by raising public awareness of human rights issues; and engage civil society, governments, employers and the public in dialogue and action to affect human rights change.

Planning highlights

As Canada’s national human rights institution, the Commission is a trusted source of human rights expertise. The Commission will continue its leadership role in helping to shape the human rights agenda in Canada by being proactive and vocal. Through strategic partnerships, we will continue to monitor and raise awareness of existing and emerging human rights issues. We will serve as a bridge between government and civil society and act in the public interest. More specifically, in 2019–20 and the subsequent fiscal year, the Commission will:

  • Develop and begin implementation of an advocacy strategy on access to justice that will focus on:
    • raising awareness and understanding of the barriers to access to justice that individuals in vulnerable circumstances are facing; and
    • ensuring that people in vulnerable circumstances can access the Commission’s complaints process and be supported in navigating that process.
  • Complete the development and begin implementation of human rights action plans in our two priority areas: hate and intolerance; and economic, social and cultural rights. In doing so, the Commission will continue to engage stakeholders to expand its understanding of the issues, raise awareness and contribute to the identification of action-oriented solutions.
  • Continue monitoring and reporting on Canada’s implementation of its international human rights obligations.

There is a risk that unanticipated and pressing human rights matters throughout the year will divert attention from our priorities. To mitigate this risk, the Commission plans to sustain attention on its priority areas by dedicating specific resources tasked with meeting the various project milestones outlined in the critical path. We will also use environmental scanning to proactively identify emerging issues to allow us to be more flexible in our work plans, and to better anticipate and respond to emerging issues.

 

Planned Results

Departmental Results Departmental Result Indicators Target Date to achieve target 2015–16 Actual results 2016–17 Actual results 2017-18 Actual results
Full compliance with the Paris Principles Maintain A-status accreditation as Canada’s national human rights institution A-status March 31, 2021 n/a1 n/a1 n/a1
People in Canada are informed of their human rights and responsibilities # of Canadians who have been informed about the CHRA and the EEA 1.2 Million March 31, 2020 1.3 Million 2.26 Million 1.35 Million
Human Rights issues are part of public debate and the national agenda # of shadow reports, Statement to UN Bodies and mechanisms, foreign delegation visits 2 March 31, 2020 n/a1 n/a1 2
# of Parliamentary appearances 3 March 31, 2020 n/a1 n/a1 5

1 New indicator

Budgetary financial resources (dollars)

2019–20
Main Estimates
2019–20
Planned spending
2020–21
Planned spending
2021–22
Planned spending
3,996,979 4,196,250 3,996,979 3,996,990

Human resources (full-time equivalents)

2019–20
Planned full-time equivalents
2020–21
Planned full-time equivalents
2021–22
Planned full-time equivalents
29 29 29

Financial, human resources and performance information for the Canadian Human Rights Commission’s Program Inventory is available in the GC InfoBase.

Canadian Human Rights Complaints

Description

Provide people in Canada with a mechanism to file human rights complaints and remedies to victims of discrimination; reduce instances of systemic discrimination; and represent the public interest in legal cases to advance human rights in Canada.

Planning highlights

In 2019–20, the Commission will continue to develop a simpler, more effective and sustainable complaints process for Canadians that is driven by people’s needs. We will continue to reduce the accumulated caseload and cut the time it takes to process a complaint by exploring and testing new approaches.

More specifically, the Commission will: 

  • Continuously improve its services to the public by:
    • developing service standards for the complaints process;
    • improving our online complaints services;
    • moving to a paperless complaints-management system;
    • tailoring our services to better meet people’s needs;
    • ensuring complainants are sent to the right forum as quickly as possible; and
    • testing and incorporating more efficient, effective and sustainable approaches to complaints processing.
  • Build capacity for ongoing performance improvements;
  • Continue to represent the public interest in courts and tribunals to the extent that resources allow, while exploring innovative ways to improve our services; and
  • Strengthen our human rights complaints infrastructure to provide a sustainable foundation for our organization for the future.

There is a risk that the innovation strategy necessary to reduce the accumulated caseload does not bring about the expected results. To mitigate this risk, the Commission plans to monitor trends in current complaints processing and adjust where necessary.

 

Planned Results

Departmental Results Departmental Result Indicators Target Date to achieve target 2015–16 Actual results 2016–17 Actual results 2017–18 Actual results
People in Canada including those in vulnerable circumstances have access to a human rights complaint system % of complaints concluded by the Commission  90% March 31, 2020 96% 97% 94%
Human rights complaints are resolved consistent with private/public interest Mediation settlement rate 55% March 31, 2020 n/a2 n/a2 65%
CHRC interventions influence law and support the advancement of human rights # of cases representing public interest before CHRT and the Courts 100 March 31, 2020 n/a2 n/a2 139

2 New indicator

Budgetary financial resources (dollars)

2019–20
Main Estimates
2019–20
Planned spending
2020–21
Planned spending
2021–22
Planned spending
10,152,200 10,562,497 10,152,200 10,152,227

  

Human resources (full-time equivalents)

2019–20
Planned full-time equivalents
2020–21
Planned full-time equivalents
2021–22
Planned full-time equivalents
75 75 75

Financial, human resources and performance information for the Commission’s Program Inventory is available in the GC InfoBase.

Employment Equity Audits

Description

Ensure employer’s compliance with employment equity statutory requirements; encourage employers to identify barriers to employment and implement best practices to eliminate gaps in the representation of women, visible minority groups, Aboriginal peoples and persons with disabilities.

Planning highlights

More and more employers are looking for guidance on how to comply with the requirements of the Employment Equity Act. In 2017–18, the Commission started to look at ways to respond and modernized its processes. We have developed a new audit model that focuses on systemic issues faced by members of the four designated groups. Each audit will now include a gender-based lens to better understand the situations and experiences of women across all the designated groups. The audits will also include a diversity and leadership lens to promote a higher representation of the designated groups in management roles. These issue-based audits will increase the impact of employment equity audits by identifying employment barriers and best practices across employment sectors. In 2018–19, the Commission launched a pilot horizontal audit model looking at Indigenous employment in the banking and financial sector.

In 2019–20 and the subsequent fiscal year, the Commission will:

  • Complete its pilot horizontal audit model looking at Indigenous employment in the banking and financial sector;
  • Launch its second horizontal audit looking at the employment of persons with disabilities in the communication sector;
  • Continue audits under the current conventional approach, especially for new employers;
  • Introduce scorecards on equality in the workplace for all designated groups to federally regulated employers across Canada and test the feasibility of adding a human rights complaint component; and
  • Develop and publish an employment equity risk and issue-based plan for the next 3 to 5 years.

There is a risk that some employers will not support the new horizontal audit approach. To mitigate the risk, the Commission will leverage strategic partnerships with key stakeholders and engage in greater public messaging about the value of the Commission’s new audit model.

 

Planned Results

Departmental Results Departmental Result Indicators Target Date to achieve target 2015–16 Actual results 2016–17 Actual results 2017–18 Actual results
Employers meet their employment equity obligations % of recommendations implemented by employers within the negotiated timeframe. 50% March 31, 2020 n/a3 n/a3 n/a3
Employers foster a work environment that promotes equality of opportunity for members of the four designated groups # of employment barriers identified as a result of an audit 60 March 31, 2020 n/a3 n/a3 251

3 New indicator 

 

Budgetary financial resources (dollars)

2019–20
Main Estimates
2029–20
Planned spending
2020–21
Planned spending
2021–22
Planned spending
1,284,610 1,328,017 1,284,610 1,284,614

 

Human resources (full-time equivalents)

2019–20
Planned full-time equivalents
2020–21
Planned full-time equivalents
2021–22
Planned full-time equivalents
11 11 11

Financial, human resources and performance information for the Commission’s Program Inventory is available in the GC InfoBase.

Internal Services

Description

Internal Services are those groups of related activities and resources that the federal government considers to be services in support of Programs and/or required to meet corporate obligations of an organization. Internal Services refers to the activities and resources of the 10 distinct services that support Program delivery in the organization, regardless of the Internal Services delivery model in a department. These services are:

  • 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
Planning highlights

The coming year will bring about important challenges for the Commission’s internal services. New legislation that will establish a proactive pay equity regime, the amendments to the Canadian Human Rights Act, as well as the proposed Accessible Canada Act will result in additional responsibilities for the Commission.

These additional responsibilities will impact our internal operations on many fronts, particularly in terms of additional human resources and financial management services. The new responsibilities will also mean additional activities for Management and Oversight services, Information Management, Communications, and Legal Services.

Besides planning for those upcoming challenges, the Commission must continue to solidify its capacity in terms of Information Technology to better support program delivery for our clients. Towards this end, additional efforts will be made to further improve access to human rights for Canadians through technology. For example, additional actions should be taken to automate some of our business processes to facilitate access to justice. For this to happen, major investment is necessary to renew an outdated infrastructure.

Budgetary financial resources (dollars)

2019–20
Main Estimates
2019–20
Planned spending
2020–21
Planned spending
2021–22
Planned spending
6,725,358 7,072,383 6,725,358 6,725,376

 

Human resources (full-time equivalents)

2019–20
Planned full-time equivalents
2020–21
Planned full-time equivalents
2021–22
Planned full-time equivalents
764 764 764

4 Includes 16 FTEs for Internal Support Services that the Commission offers to other small government departments.

 

Spending and human resources

Planned spending

Departmental spending trend graph

The Table Departmental Spending Trend for the year ending March 31 compares the fluctuations from 2015-16 to 2020-21 in thousands of dollars. It provides Statutory spending trend as $2,615 for 2015-16; $2,446 for 2016-17; $2,413 for 2017-18; and $2,670 for 2018-19, 2,777 for 2019-20 and 2,777 for 2020-21.  Under credits voted the numbers are $19,737 for 2015-16; $19,234 for 2016-17; $20,494 for 2017-18; and 20,369 for 2018-19, 20,382 for 2019-20 and 19,382 for 2020-21.

Budgetary planning summary for Core Responsibilities and Internal Services (dollars)

Core Responsibilities and Internal Services 2016–17 Expenditures 2017–18 Expenditures 2018–19 Forecast Spending 2019–20 Main Estimates 2019–20 Planned Spending 2020–21 Planned Spending 2021–22 Planned Spending
Engagement and Advocacy 4,914,031 4,710,337 3,854,727 3,996,979 4,196,250 3,996,979 3,996,990
Human Rights Complaints 8,595,072 9,035,218 10,381,861 10,152,200 10,562,497 10,152,200 10,152,227
Employment Equity Audits 1,185,009 1,152,418 1,165,731 1,284,610 1,328,017 1,284,610 1,284,614
Subtotal 14,694,112 14,897,973 15,402,319 15,433,789 16,086,764 15,433,789 15,433,831
Internal Services 6,986,458 8,009,322 7,636,801 6,725,358 7,072,383 6,725,358 6,725,376
Total 21,680,570 22,907,295 23,039,120 22,159,147 23,159,147 22,159,147 22,159,207

 

2019–20 Budgetary planned gross spending summary (dollars)

Core Responsibilities and Internal Services 2019–20
Planned gross spending
2019–20
Planned gross spending in specified purpose accounts
2019–20
Planned revenues netted against expenditures
2019-20
Planned net spending
Engagement and advocacy 4,196,250 - - 4,196,250
Human Rights Complaints 10,562,497 - - 10,562,497
Employment Equity Audits 1,328,017 - - 1,328,017
Subtotal 16,086,764 - - 16,086,764
Internal Services 8,872,383 - (1 800 000) 7,072,383
Total 24,959,147 - (1 800 000) 23,159,147

The Commission provides Internal Support Services to certain other small government departments and agencies related to the provision of finance, human resources, compensation, procurement, administration and information technology services. These Internal Support Services agreements are recorded as revenues as per section 29.2 of the Financial Administration Act.

Planned human resources
Human resources planning summary for Core Responsibilities and Internal Services (full-time equivalents)

Core Responsibilities and Internal Services 2016–17
Actual
2017–18
Actual
2018–19
Forecast
2019–20
Planned
2020–21
Planned
2021–22
Planned
Engagement and Advocacy 34 30 25 29 29 29
Human Rights Complaints 68 71 83 75 75 75
Employment Equity Audits 11 10 10 11 11 11
Subtotal 113 111 118 115 115 115
Internal Services 67 69 73 76 76 76
Total 180 180 191 191 191 191

 

Estimates by vote

For information on the Commission’s organizational appropriations, consult the 2019–20 Main Estimates

Future-Oriented Condensed Statement of Operations 

The Future Oriented Condensed Statement of Operations provides a general overview of the Commission’s operations. The forecast of financial information on expenses and revenues is prepared on an accrual accounting basis to strengthen accountability and to improve transparency and financial management.

Because the Future Oriented Condensed Statement of Operations is prepared on an accrual accounting basis, and the forecast and planned spending amounts presented in other sections of the Departmental Plan are prepared on an expenditure basis, amounts may differ.

A more detailed Future Oriented Statement of Operations and associated notes, including a reconciliation of the net cost of operations to the requested authorities, are available on the Commission’s website.

Future Oriented Condensed Statement of Operations 
for the year ended March 31, 2020 (dollars)

Financial Information 2018–19
Forecast Results
2019–20 Planned Results Difference (2019–20 Planned results minus 2018–19 Forecast results)
Total expenses 29,046,148 29,207,652 161,504
Total revenues 1,765,700 1,800,000 34,300

Net cost of operations
before government funding and transfers

27,280,448 27,407,652 127,204

The increase between 2018-19 and 2019-20 is mainly due to an increase in EBP costs due to an increase in salary expenses.

Additional information

Corporate information

Organizational profile

Appropriate minister(s): The Honourable David Lametti, P.C., M.P.

Institutional head: Marie-Claude Landry, Ad. E.

Ministerial portfolio: Justice

Enabling instrument(s): Canadian Human Rights Act and Employment Equity Act and Pay Equity Act

Year of incorporation / commencement: 1977

 

Raison d’être, mandate and role
“Raison d’être, mandate and role: who we are and what we do” is available on the Commission’s website.

 

Reporting framework

The Canadian Human Rights Commission’s Departmental Results Framework and Program Inventory of record for 2019–20 are shown below.

This picture depicts the Canadian Human Rights Commission’s Departmental Results Framework and Program Inventory.  This Departmental Plan is presented using this framework. It has three core responsibilities: Engagement and Advocacy; Canadian Human Rights Complaints; and Employment Equity Audits and Internal Services. Each core responsibility has departmental results and results indicators as detailed in the report.  For the program inventory, the Commission has three programs corresponding to its core responsibilities as follows: Promotion Program, Protection Program and Employment Equity Program.

Supporting information on the Program Inventory 

Supporting information on planned expenditures, human resources, and results related to the Canadian Human Rights Commission’s Program Inventory is available in the GC InfoBase.

Supplementary information tables

The following supplementary information tables are available on the Canadian Human Rights Commission’s website:

 

Federal 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 Report on Federal Tax Expenditures.  This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs. The tax measures presented in this report are the responsibility of the Minister of Finance.

Organizational contact information

Canadian Human Rights Commission
344 Slater Street, 8th Floor 
Ottawa, Ontario K1A 1E1
Telephone: 613- 995-1151
Toll Free: 1-888-214-1090
TTY: 1-888-643-3304
Fax: 613-996-9661
http://www.chrc-ccdp.gc.ca
Twitter: @CdnHumanRights
Facebook: https://www.facebook.com/CanadianHumanRightsCommission

Appendix: 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, organizations 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 three year period. Departmental Plans are tabled in Parliament each spring.

Departmental Result (résultat ministériel) 
Any change that the department seeks to influence. 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 factor or variable that provides a valid and reliable means to measure or describe progress on a Departmental Result.

Departmental Results Framework (cadre ministériel des résultats) 
The department’s Core Responsibilities, Departmental Results and Departmental Result Indicators.

Departmental Results Report (Rapport sur les résultats ministériels)
A report on the actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.

evaluation (évaluation)
In the Government of Canada, the systematic and neutral collection and analysis of evidence to judge merit, worth or value. Evaluation informs decision making, improvements, innovation and accountability. Evaluations typically focus on programs, policies and priorities and examine questions related to relevance, effectiveness and efficiency. Depending on user needs, however, evaluations can also examine other units, themes and issues, including alternatives to existing interventions. Evaluations generally employ social science research methods.

experimentation 
Activities that seek to explore, test and compare the effects and impacts of policies, interventions and approaches, to inform evidence-based decision-making, by learning what works and what does not.

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. Full time equivalents are calculated as a ratio of assigned hours of work to scheduled hours of work. Scheduled hours of work are set out in collective agreements.

Gender-based Analysis Plus (GBA+) (analyse comparative entre les sexes [ACS+]
An analytical process used to help identify the potential impacts of policies, Programs and services on diverse groups of women, men and gender-diverse people. The “plus” acknowledges that GBA goes beyond sex and gender differences. We all have multiple identity factors that intersect to make us who we are; GBA+ considers many other identity factors, such as race, ethnicity, religion, age, and mental or physical disability.

government-wide priorities (priorités pangouvernementales)
For the purpose of the 2019–20 Departmental Plan, government-wide priorities refers to those high-level themes outlining the government’s agenda in the 2015 Speech from the Throne, namely: Growth for the Middle Class; Open and Transparent Government; A Clean Environment and a Strong Economy; Diversity is Canada's Strength; and Security and Opportunity.

horizontal initiatives (initiative horizontale) 
An initiative where two or more departments are given funding to pursue a shared outcome, often linked to a government priority.

non-budgetary expenditures (dépenses non budgétaires)
Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.

performance (rendement)
What an organization did with its resources to achieve its results, how well those results compare to what the organization 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 organization, Program, policy or initiative respecting expected results.

Performance Information Profile (profil de l’information sur le rendement)
The document that identifies the performance information for each Program from the Program Inventory.

performance reporting (production de rapports sur le rendement)
The process of communicating evidence based performance information. Performance reporting supports decision making, accountability and transparency.

plan (plan)
The articulation of strategic choices, which provides information on how an organization 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 up to the expected result..

planned spending (dépenses prévues)
For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts presented in the 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.

priority (priorité) 
A plan or project that an organization has chosen to focus and report on during the planning period. Priorities represent the things that are most important or what must be done first to support the achievement of the desired Departmental Results.

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 of the department’s programs and describes how resources are organized to contribute to the department’s Core Responsibilities and Results.

result (résultat)
An external consequence attributed, in part, to an organization, policy, Program or initiative. Results are not within the control of a single organization, policy, Program or initiative; instead they are within the area of the organization’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.

sunset program (programme temporisé)
A time limited program that does not have an ongoing funding and policy authority. When the program is set to expire, a decision must be made whether to continue the program. In the case of a renewal, the decision specifies the scope, funding level and duration.

target (cible)
A measurable performance or success level that an organization, 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.