2020–21 Departmental Plan

 

The original version was signed by:

The Honourable Dominic LeBlanc, P.C., Q.C, M.P.
President of the Queen’s Privy Council for Canada

 

From the Commissioner of Official Languages of Canada

Raymond Théberge

I am pleased to present my office’s Departmental Plan for 2020–2021, which outlines the activities planned and results expected to support our mandate.

My office has worked diligently over the past year to develop a stakeholder plan and a management framework for the promotional activities that have guided our discussions and contributed to our efforts to work collectively and be more targeted in our interventions.

The activities outlined in this plan support the three major priorities I set out at the start of my mandate—monitoring the Action Plan for Official Languages, making sure that federal institutions meet their official languages obligations, and modernizing the Official Languages Act.

With a new government in office, I will continue to underscore the need to have a governance structure within the federal government that supports the Act in its entirety. I will also reinforce the recommendations in my position paper on the modernization of the Act, which are ways to make lasting and substantive progress with regard to official languages and official language minority communities across Canada.

My office will also remain vigilant and monitor the implementation of the Action Plan for Official Languages to ensure that funds are transferred and that the goals of the plan—including those related to education—are met.

In this fiscal year, we will also task selected federal institutions, many of which focus on science and the health and safety of Canadians, to conduct a self-assessment of their compliance with the Act using our online Official Languages Maturity Model. This exercise will help them achieve a deeper understanding of the areas they need to focus on to better meet their obligations under the Act.

Following an in-depth survey of public servants, my office has studied the question of linguistic insecurity within the federal public service and will provide information on this sensitive and important subject in 2020–2021.

My office is also examining section 91 (language requirements for staffing) complaints. The recurring complaints related to staffing actions continue to increase, which, in my opinion, means that it is a systemic problem that requires more analysis. I have therefore asked my staff to draft a report that analyzes the complaints we have received across government departments and makes recommendations for key decision-makers involved in staffing. Ultimately, a better understanding of how to implement this part of the Act will better equip the public service to foster a workplace that respects both English and French and to provide the highest quality of service to Canadians in both official languages.

My primary responsibilities as Commissioner are to ensure that language rights are respected and protected and that linguistic duality is promoted in Canadian society. This is not something that is accomplished within the confines of my office, however. Linguistic duality must be a priority for the Government of Canada in order to have a lasting effect on the equal status of English and French and on the vitality of official language minority communities across Canada.

Raymond Théberge

Plans at a glance

In 2020–2021, the Office of the Commissioner of Official Languages (the Office of the Commissioner) will develop and implement an action plan to address the strategic priorities listed in its multi-year strategic plan that includes Vision 2025. This action plan will include the following.

Official languages will continue to be a major issue in the wake of the October 2019 federal election. Following the Prime Minister’s commitment to modernizing the Official Languages Act (the Act) within the first six months of his government’s new mandate, the Office of the Commissioner will call upon the Prime Minister and new key ministers to ensure that modernizing the Act is a priority for the government.

Monitoring the implementation of the Action Plan for Official Languages 2018-2023: Investing in Our Future is one of the Commissioner’s priorities. The Office of the Commissioner will therefore be keeping a close eye on the funding to support development in the areas of education, justice and immigration. It will also continue to closely monitor the implementation of the programs arising from the Action Plan to ensure that they meet the needs of official language minority communities.

The Office of the Commissioner will promote to the parliamentary standing committees on official languages the importance of raising public awareness of the various official languages issues, notably by organizing a technical briefing on modernizing the Act.

The Office of the Commissioner will continue to develop and implement strategies for engaging and intervening with federal institutions to encourage them to eliminate barriers to achieving the objectives of the Act.

The Commissioner will act as an appellant in two appeals before the Federal Court of Appeal to ensure that the courts continue to give language rights a broad and liberal interpretation and to make sure that the Act is implemented as intended.

As part of the operationalization of its Official Languages Maturity Model, the Office of the Commissioner will provide selected federal institutions with an organizational diagnostic tool that will help them make continuous progress in official languages.

Core responsibilities

Core responsibility 1: Protection of rights related to official languages

  • The Office of the Commissioner intends to encourage federal institutions to eliminate barriers to achieving the objectives of the Official Languages Act.
  • The Office of the Commissioner will intervene with federal institutions and its partners to ensure that the expected results set out in the Action Plan for Official Languages 2018-2023: Investing in Our Future are achieved.

Core responsibility 2: Advancement of English and French in Canadian society

  • The Office of the Commissioner will provide ongoing leadership to ensure that the government truly modernizes the Official Languages Act.

In addition, the Office of the Commissioner is committed to fostering a culture of continuous improvement, cooperation and resource optimization within its organization.

For more information on the Office of the Commissioner’s plans, priorities and planned results, see the “Core responsibilities: planned results and resources, and key risks” section of this report.

Core responsibilities: planned results and resources, and key risks

This section contains detailed information on the department’s planned results and resources for each of its core responsibilities. It also contains information on key risks related to achieving those results.

Protection of rights related to official languages

Description

Take the appropriate steps, including complaints processing, audits and interventions, to ensure compliance with the Official Languages Act and language rights in Canada.

Planning highlights

The Office of the Commissioner will continue to encourage federal institutions to eliminate barriers to achieving the objectives of the Official Languages Act by developing and initiating implementation of strategies for intervening with a select group of federal institutions in an integrated manner within the organization.

Also, the Office of the Commissioner will continue to intervene with federal institutions and its partners to ensure that the expected results set out in the 2018–2023 Action Plan for Official Languages are achieved. Therefore, the Office of the Commissioner will develop, also in an integrated manner within the organization, strategies for engaging with federal institutions for the benefit of Canadians and official language minority communities.

The Commissioner will act as an appellant in two appeals before the Federal Court of Appeal to ensure that the courts continue to give language rights a broad and liberal interpretation and to make sure that the Act is implemented as intended. These cases will also clarify federal employees’ language-of work rights and federal institutions’ obligation to enhance the vitality of the English and French linguistic minority communities in Canada and to support and assist their development.

The Office of the Commissioner will continue to use the Official Languages Maturity Model, which provides selected federal institutions with a diagnostic tool to help them make continuous progress in official languages.

Experimentation

The Office of the Commissioner is focusing efforts on reviewing its processes to create efficiencies, to streamline and to innovate, where possible. For example, the Investigations Directorate will continue to look for efficient ways to address recurring complaints by helping organizations address this challenge, by developing tools to provide better support for federal institutions and by continuing to build relationships with institutions that are working on innovative ways to resolve recurring complaints, which could help the Office of the Commissioner improve its understanding of the environment and become more flexible.

Key risks

The Office of the Commissioner conducted its annual risk management process and identified risks relating both to its ability to meet its strategic and operational priorities and to its reputation in the conduct of its mandate. As part of the mitigation strategy, the Office of the Commissioner will develop an action plan for the investigations program in order to analyze the various stages of the investigation process so that it can better respond to recurring complaints while improving performance as much as possible. The Office of the Commissioner will also conduct an in-depth analysis of the its human resources in order to develop a strategic plan.

Planned results for the protection of rights related to official languages
Departmental result Departmental result indicator Target Date to achieve target 2017–18
actual result
2018–19
actual result
2019–20
actual result
Rights related to official languages are protected. Percentage of the Commissioner’s recommendations made in response to deficiencies identified through audit and investigation reports that have been implementedFootnote 1. 60% March 2021 Not available 80% Not available
Rights related to official languages are protected. Percentage of complaints and inquiries processed within the timelines set out by the service standardsFootnote 1. 70% March 2021 Not available 49%Footnote 2 Not available
Canadians benefit from the Commissioner’s interventions before the courts. Percentage of remedies involving the Commissioner that had a positive impact on the interpretation or the application of the Official Languages Act or the Canadian Charter of Rights and Freedoms. 60% March 2021 75% 66% Not available

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

Planned budgetary financial resources for the protection of rights related to official languages
2020–21 budgetary spending (as indicated in Main Estimates) 2020–21
planned spending
2021–22
planned spending
2022–23
planned spending
7,531,284 7,531,284 7,528,394 7,512,188

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

Planned human resources for the protection of rights related to official languages
2020–21
planned full-time equivalents
2021–22
planned full-time equivalents
2022–23
planned full-time equivalents
65 65 65

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

Advancement of English and French in Canadian society

Description

Raise awareness of issues related to the advancement of the equal status of English and French in federal institutions and Canadian society, while supporting the development and vitality of official language minority communities.

Planning highlights

To advance Canada’s linguistic duality, the Office of the Commissioner will:

  • develop an approach for implementing the 2018– Not available 2023 Action Plan for Official Languages that will include consultations with federal institutions and its partners and will help assess the achievement of the Action Plan’s expected results;
  • ensure that modernizing the Act is a priority for the government, endeavour to influence the government on necessary reforms to the Act and maintain a dialogue with various stakeholders to build consensus around the vision for a relevant, dynamic and strong Act;
  • Not available tailor its promotional activities to changes in the environment of official languages;
  • work to develop intervention and engagement strategies to reach various stakeholders, including federal institutions and official language minority communities, in order to foster better cooperation between those institutions and communities.

Experimentation

The Policy and Research Directorate is continually seeking ways to engage the Office of the Commissioner’s various stakeholders. We are reviewing our ways of interacting with them so that we can provide them with better tools based on their role and scope in the advancement of English and French in Canadian society.

Key risks

The Office of the Commissioner conducted its annual risk management process and identified risks relating both to its ability to meet its strategic and operational priorities and to its reputation in the conduct of its mandate. As part of the mitigation strategy, the Office of the Commissioner will develop an internal and external communications plan so that it can better publicize its position on various official languages topics through its activities.

Planned results for the advancement of English and French in Canadian society
Departmental result Departmental result indicator Target Date to achieve target 2017–18
actual
result
2018–19
actual
result
2019–20
actual
result
Canadians know their language rights and those of official language minority communities and they recognize the importance of linguistic duality and bilingualism. Number of Canadians who have been informed of issues related to the Official Languages ActFootnote 3. 350,000 March 2021 Not available 440,074
DetailsFootnote 4
Online reports: 34,807
Office of the Commissioner’s website: 398,136
Facebook: 4,349
Twitter: 6,340
YouTube: 2,142
Not available
Canadians know their language rights and those of official language minority communities and they recognize the importance of linguistic duality and bilingualism. Percentage of public support for linguistic duality and bilingualism (measured every five yearsFootnote 5. 73% March 2021 Not available Not available Not available
The Commissioner influences decision-makers in Parliament, government and communities on issues relating to the Official Languages Act. Number of parliamentary deliberations making reference to the Official Languages Act and/or reports and recommendations of the Office of the Commissioner of Official Languages. To be established by March 2020 March 2021 Not available 32 Not available
The Commissioner influences decision-makers in Parliament, government and communities on issues relating to the Official Languages Act. Percentage of recommendations from the Annual Report and research reports prepared by the Office of the Commissioner of Official Languages that were implementedFootnote 6. 60% March 2021 Not available N/AFootnote 7 Not available

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

Planned budgetary financial resources for the advancement of English and French in Canadian society
2020–21 budgetary spending (as indicated in Main Estimates) 2020–21
planned spending
2021–22
planned spending
2022–23
planned spending
7,100,925 7,100,925 7,098,200 7,082,920

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

Planned human resources for the advancement of English and French in Canadian society
2020–21
planned full-time equivalents
2021–22
planned full-time equivalents
2022–23
planned full-time equivalents
56 56 56

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

Internal Services: planned results

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

Because court remedies are set out in the Act, the Office of the Commissioner’s Legal Services are excluded from Internal Services and are an integral part of its Protection of Official Languages Rights program. Similarly, because of their specific mandate, the Office of the Commissioner’s Communications Services are not included in Internal Services, but rather are part of the Advancement of Official Languages program.

Planning highlights

The Office of the Commissioner intends to foster a culture of continuous improvement, cooperation and resource optimization.

In light of the Government of Canada’s shift toward services and toward digital management and delivery of services, information and data, information technology and cyber security in the digital era, the Office of the Commissioner will continue to leverage technologies to better support its priorities and mandate. To this end, it will optimize its investment in its Customer Relationship Management (CRM) system platform, which offers an organizational approach that improves customer service, reduces costs and increases efficiency and effectiveness. Given the massive digitization of organizations, the quantity of generated and useable data has become considerable. CRM will help the Office of the Commissioner improve its data analysis in order to identify opportunities for intervention, record client service issues, streamline processes, optimize resources and manage interventions. It will also help to integrate the Office of the Commissioner’s overall mandate and objectives by bringing all functions and sectors together (relationships with institutions, events, correspondence, communications and service management).

Planned budgetary financial resources for Internal Services
2020–21 budgetary spending (as indicated in Main Estimates) 2020–21
planned spending
2021–22
planned spending
2022–23
planned spending
6,885,746 6,885,746 6,883,103 6,868,286
Planned human resources for Internal Services
2020–21
planned full-time equivalents
2021–22
planned full-time equivalents
2022–23
planned full-time equivalents
44 44 44

Spending and human resources

This section provides an overview of the department’s planned spending and human resources for the next three consecutive fiscal years, and compares planned spending for the upcoming year with the current and previous years’ actual spending.

Planned spending

The following graph presents planned (voted and statutory) spending over time.

Departmental spending 2017–18 to 2022–23
Year 2017–2018 2018–2019 2019–2020 2020–2021 2021–2022 2022–2023
Statutory 2,119,222 2,156,673 2,306,320 2,219,388 2,218,672 2,207,781
Voted 18,928,368 19,745,847 19,981,919 19,298,567 19,291,025 19,255,613
Total 21,047,590 21,902,520 22,288,239 21,517,955 21,509,697 21,463,394

Budgetary planning summary for core responsibilities and Internal Services (dollars)

The following table shows actual, forecast and planned spending for each of the Office of the Commissioner’s core responsibilities and for Internal Services for the years relevant to the current planning year.

Core responsibilities and Internal Services 2017–18
expenditures
2018–19
expenditures
2019–20
forecast spending
2020–21
budgetary spending (as indicated in Main Estimates)
2020–21
planned spending
2021–22
planned spending
2022–23
planned spending
Protection of rights related to official languages 7,468,645 7,935,758 7,759,086 7,531,284 7,531,284 7,528,394 7,512,188
Advancement of English and French in Canadian society 7,403,591 7,199,161 7,515,539 7,100,925 7,100,925 7,098,200 7,082,920
Subtotal 14,872,236 15,134,919 15,274,625 14,632,209 14,632,209 14,626,594 14,595,108
Internal Services 6,175,354 6,767,601 7,013,614 6,885,746 6,885,746 6,883,103 6,868,286
Total 21,047,590 21,902,520 22,288,239 21,517,955 21,517,955 21,509,697 21,463,394

The difference between the 2018–19 expenditures and the 2019–20 spending forecast is due mainly to investments in capital assets and the stabilization of the Office of the Commissioner’s workforce.

Planned human resources

The following table shows actual, forecast and planned full-time equivalents for each of the Office of the Commissioner’s core responsibilities and for Internal Services for the years relevant to the current planning year.

Human resources planning summary for core responsibilities and Internal Services
Core responsibilities and Internal Services 2017–18
actual full-time equivalents
2018–19
actual full-time equivalents
2019–20
forecast full-time equivalents
2020–21
planned full-time equivalents
2021-22
planned full-time equivalents
2022–23
planned full-time equivalents
Protection of rights related to official languages 65 70 65 65 65 65
Advancement of English and French in Canadian society 53 56 57 56 56 56
Subtotal 118 126 122 121 121 121
Internal Services 41 42 46 44 44 44
Total 159 168 168 165 165 165

The Office of the Commissioner’s human resources are expected to remain constant. Minor fluctuations reflect normal staff turnover.

Estimates by vote

Information on the Office of the Commissioner’s organizational appropriations is available in the 2020–21 Main Estimates.

Condensed future-oriented statement of operations

The condensed future-oriented statement of operations provides an overview of the Office of the Commissioner’s operations for 2019–20 to 2020–21.

The amounts for forecast and planned results in this statement of operations were prepared on an accrual basis. The amounts for forecast and planned spending presented in other sections of the Departmental Plan were prepared on an expenditure basis. Amounts may therefore 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.

Condensed future oriented statement of operations for the year ending March 31, 2021 (dollars)
Financial information 2019–20 forecast results 2020–21 planned results Difference
(2020–21 planned results minus 2019–20 forecast results)
Total expenses 25,743,852 24,945,017 798,835
Total revenues - - -
Net cost of operations before government funding and transfers 25,743,852 24,945,017 798,835

The net cost of operations before government funding and transfers for the 2020–21 planned results is expected to decrease by $798,835 compared to the net cost of operations before government funding and transfers for the 2019–20 forecast results.

This decrease is due mainly to the inclusion of the operating budget carry-forward and funding received to offset the cost of collective agreements in the 2019–20 forecast results.

Corporate information

Organizational profile

Commissioner:
Raymond Théberge
Enabling instrument:
Subsection 56(1) of the Official Languages Act
Year of commencement:
1970
Other:
The Commissioner of Official Languages is appointed by commission under the Great Seal, after approval by resolution of the House of Commons and the Senate. The Commissioner reports directly to Parliament.

Raison d’être, mandate and role: who we are and what we do

Raison d’être

The Commissioner of Official Languages oversees the full implementation of the Official Languages Act,protects the language rights of Canadians and promotes linguistic duality.

Mandate and role

Section 56 of the Official Languages Act states:

It is the duty of the Commissioner to take all actions and measures within the authority of the Commissioner with a view to ensuring recognition of the status of each of the official languages and compliance with the spirit and intent of this Act in the administration of the affairs of federal institutions, including any of their activities relating to the advancement of English and French in Canadian society.

Under the Act, therefore, the Commissioner is required to take every measure within his or her power to ensure that the three main objectives of the Official Languages Act are met:

  • Ensure the equality of the status and use of English and French in Parliament, the Government of Canada, the federal administration and the institutions subject to the Act.
  • Support the development of official language minority communities in Canada.
  • Advance the equality of English and French in Canadian society.

Operating context

The 2020–2021 fiscal year will mark the second year of implementing the organization’s 2018–2025 strategic directions. The Office of the Commissioner of Official Languages will conduct numerous activities over the year to address various official languages issues.

External context

In the wake of the federal election results, the Office of the Commissioner will conduct various initiatives to urge the Prime Minister and new key ministers to ensure that modernizing the Official Languages Act is still a priority for the government.

The Office of the Commissioner will also implement an approach to ensure that the 2018–2023 Action Plan for Official Languages’ expected results are achieved, especially in terms of funding to support development in the areas of education, justice and immigration.

The Commissioner of Official Languages will persist in his efforts before the Federal Court of Appeal to ensure that the courts continue to give language rights a broad and liberal interpretation and to make sure that the Act is implemented as intended.

Internal context

The Office of the Commissioner will develop and implement an action plan to address the priorities of its multi-year strategic plan (2018–2025), including Vision 2025.

The growing number of complaints received by the Office of the Commissioner will continue to drive innovation and efficiency within the organization, particularly through the development and implementation of strategies to manage systemic official languages issues. The Office of the Commissioner will also continue to intervene in various court cases related to complaints.

The Office of the Commissioner will continue to use the Official Languages Maturity Model, which provides federal institutions with an organizational diagnostic tool to help them make continuous progress in official languages.

Reporting Framework

The Office of the Commissioner’s approved Departmental Results Framework and Program Inventory for 2020–21 are as follows.

Graphical presentation of Departmental Results Framework and Program Inventory
Graphical presentation of Departmental Results Framework and Program Inventory, text version below.
Text version of Departmental Results Framework and Program Inventory
  • Departmental Results Framework
    • Core Responsibility: Rights related to official languages are protected
      • Rights related of official languages are protected
        • Percentage of the Commissioner’s recommendations made in response to deficiencies identified through audit and investigation reports that have been implemented.
        • Percentage of complaints and inquiries processed within the timelines set out by the service standards.
      • Canadians benefit from the Commissioner’s interventions before the courts.
        • Percentage of remedies involving the Commissioner that had a positive impact on the interpretation or the application of the Official Languages Act or the Canadian Charter of Rights and Freedoms.
    • Core Responsibility: Advancement of English and French in Canadian society
      • Canadians know their language rights and those of official languages communities and they recognize the importance of linguistic duality and bilingualism
        • Number of Canadians who have been informed of issues related to the Official Languages Act.
        • Percentage of public support for linguistic duality and bilingualism (measured every 5 years)
      • The Commissioner influences decision-makers in Parliament, government and communities on issues relating to the Official Languages Act.
        • Number of parliamentary deliberations making reference to the Official Languages Act and/or reports and recommendations made by the Office of the Commissioner of Official Languages.
        • Proportion of recommendations from the annual report and research reports prepared by the Office of the Commissioner of Official Languages that were implemented.
  • Internal Services
  • Program Inventory
    • Core Responsibility: Rights related to official languages are protected
      • Protection of Official Languages Rights
    • Core Responsibility: Advancement of English and French in Canadian society
      • Advancement of Official Languages

Supporting information on the program inventory

Supporting information on planned expenditures, human resources and results related to the Office of the Commissioner’s Program Inventory is available in the GC InfoBase.

Supplementary information tables

The following supplementary information table is available.

Departmental Sustainable Development Strategy

1. Context for the Departmental Sustainable Development Strategy

Although the Office of the Commissioner of Official Languages is not bound by the Federal Sustainable Development Act and is not required to develop a full departmental sustainable development strategy, the Office of the Commissioner of Official Languages adheres to the principles of the Federal Sustainable Development Strategy (FSDS) by implementing the Policy on Green Procurement.

The Policy on Green Procurement supports the Government of Canada’s effort to promote environmental stewardship. In keeping with the objectives of the policy, the Office of the Commissioner of Official Languages supports sustainable development by integrating environmental performance considerations into its procurement decision‑making process.

Federal tax expenditures

The Office of the Commissioner’s departmental plan does not include information on tax expenditures that relate to its planned results for 2020–21.

Tax expenditures are the responsibility of the Minister of Finance, and the Department of Finance Canada publishes cost estimates and projections for government-wide tax expenditures each year in the Report on Federal Tax Expenditures. This report provides detailed background information on tax expenditures, including objectives, historical background and references to related federal spending programs, as well as evaluations, research papers and gender-based analysis. The tax measures presented in this report are solely the responsibility of the Minister of Finance.

Organizational contact information

Mailing address
30 Victoria Street, 6th floor
Gatineau, Quebec  K1A 0T8
Telephone: 819-420-4877 or 1-877-996-6368
Fax: 819-420-4873
Email: information@clo-ocol.gc.ca
Website: www.officiallanguages.gc.ca

Appendix: definitions

appropriation
Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
budgetary expenditures
Operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.
core responsibility
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
A report on the plans and expected performance of a department over a 3-year period. Departmental Plans are tabled in Parliament each spring.
departmental priority
A plan or project that a department has chosen to focus and report on during the planning period. Departmental priorities represent the things that are most important or what must be done first to support the achievement of the desired departmental results.
departmental result
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
A factor or variable that provides a valid and reliable means to measure or describe progress on a departmental result.
departmental results framework
A framework that consists of the department’s core responsibilities, departmental results and departmental result indicators.
Departmental Results Report
A report on a department’s actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.
experimentation
The conducting of activities that seek to first explore, then test and compare, the effects and impacts of policies and interventions in order to inform evidence-based decision-making, and improve outcomes for Canadians, by learning what works and what doesn’t. Experimentation is related to, but distinct form innovation (the trying of new things), because it involves a rigorous comparison of results. For example, using a new website to communicate with Canadians can be an innovation; systematically testing the new website against existing outreach tools or an old website to see which one leads to more engagement, is experimentation.
full-time equivalent
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+)
An analytical process used to assess how diverse groups of women, men and gender-diverse people experience policies, programs and services based on multiple factors including race, ethnicity, religion, age, and mental or physical disability.
government-wide priorities
For the purpose of the 2020–21 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 initiative
An initiative in which two or more federal organizations are given funding to pursue a shared outcome, often linked to a government priority.
non-budgetary expenditures
Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.
performance
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
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 reporting
The process of communicating evidence-based performance information. Performance reporting supports decision-making, accountability and transparency.
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
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.
program
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
Identifies all of the department’s programs and describes how resources are organized to contribute to the department’s core responsibilities and results.
result
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
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.
strategic outcome
A long-term and enduring benefit to Canadians that is linked to the organization’s mandate, vision and core functions.
target
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
Expenditures that Parliament approves annually through an Appropriation Act. The vote wording becomes the governing conditions under which these expenditures may be made.
Date modified:
2020-09-18