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2013-14 Departmental Performance Report
Section I: Organizational Expenditure Overview
Organizational Profile
Appropriate Minister: The Honourable Dr. K. Kellie Leitch
Institutional Head: Meena Ballantyne, Head of Agency
Ministerial Portfolio: Employment and Social Development Canada
Enabling Instrument: Order in Council (1976-779)
Year of Incorporation / Commencement: 1976
Organizational Context
Raison d’être
The Office of the Coordinator, Status of Women, known as Status of Women Canada (SWC), is a federal government agency that promotes equality between women and men in all aspects of Canadian life. The mandate of SWC is “to coordinate policy with respect to the status of women and administer related programs”
(1976).
SWC is responsible for exercising leadership and working in partnership to promote and advance equality by: supporting community-based action and innovation that will lead to equality by helping to create conditions for success for women and girls in Canada; providing expert advice on gender equality and Gender-based Analysis in the development of effective programs, policies and legislation for all Canadians; promoting commemorative dates relating to women and girls in Canada; and supporting Canada’s efforts to meet international obligations.
SWC works to promote and advance equality for women and girls, focusing its efforts in three areas: improving women’s and girls’ economic security and prosperity; ending violence against women and girls; and supporting the advancement and increased representation of women and girls in leadership and decision-making roles. While SWC focuses on these three areas, the agency is able to address specific issues such as engaging men and boys in ending violence, increasing women’s participation in non-traditional industries and assisting women in rural and remote communities.
Responsibilities
SWC is the primary federal agency responsible for supporting the government’s commitment to advancing equality for women and girls. In fulfilling its mandate, the agency works with a wide range of organizations, building synergies with key stakeholders, collaborating with different levels of government and engaging the private and voluntary sectors.
SWC functions in a complex environment where issues affecting women and girls are constantly evolving as a result of demographic changes, technology, globalization and socio-economic factors. To bring about concrete results and enduring benefits for Canadians, the agency carries out its mandate strategically, working in partnerships, and ensuring its policy interventions and program investments are aligned with Government of Canada priorities.
In its policy function, SWC works as a knowledge broker and facilitator of women’s issues, offering advice and support, conducting analysis, providing input and making targeted interventions at both domestic and international levels.
SWC leads in building capacity across government in the integration of Gender-based Analysis (GBA), as a core competency and analytical tool to develop policies, programs and legislation adapted to the circumstances of diverse groups of women and men.
Through the Women’s Program, SWC provides financial and professional assistance to organizations that carry out projects that promote equality between women and men. SWC supports community-based action and innovation by investing resources where there is a clear potential for making a sustained difference in the lives of women and girls in Canada.
To raise awareness, SWC marks commemorative dates such as: International Women’s Day (March 8), Women’s History Month (October), the International Day of the Girl (October 11), Persons Day (October 18), the National Day of Remembrance and Action on Violence Against Women (December 6) and 16 Days of Activism Against Gender Violence.
SWC’s three regional offices are located in Montréal (serving Quebec), Moncton (serving New Brunswick, Prince Edward Island, Nova Scotia and Newfoundland and Labrador), and Edmonton (serving Alberta, Manitoba, Saskatchewan, British Columbia, Northwest Territories and Yukon). The National office, located in the National Capital Region, also serves Nunavut and Ontario.
Strategic Outcome and Program Alignment Architecture
1. Strategic Outcome: Equality between women and men is promoted and advanced in Canada
1.1 Program: Leadership, Expertise and Advice
1.2 Program: Advancing Equality for Women
Internal Services
Organizational Priorities
This table lists SWC’s priorities, the types of priorities, and shows the links of those priorities to the strategic outcome and programs. Under Summary of Progress, it explains how priorities were met.
Priority | Type | Strategic Outcome and Programs |
---|---|---|
Addressing violence against women and girls |
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Summary of Progress | ||
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Priority | Type | Strategic Outcome and Programs |
Increasing representation of women in leadership roles |
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Summary of Progress | ||
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Priority | Type | Strategic Outcome and Programs |
Strengthening implementation of GBA |
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Summary of Progress | ||
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Priority | Type | Strategic Outcome and Programs |
Empowering girls to realize their potential |
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Summary of Progress | ||
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Priority | Type | Strategic Outcome and Programs |
Modernizing programs and services |
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Summary of Progress | ||
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Priority | Type | Strategic Outcome and Programs |
Engaging Canadians through Communication activities |
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Summary of Progress | ||
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Risk Analysis
SWC has a broad mandate that requires engaging citizens, collaborating with communities and leveraging partnerships with stakeholders in the public, private and voluntary sectors. SWC’s strategic outcome is, therefore, interdependent on the actions of diverse players. As the agency strives to deliver its mandate, this interdependence represents a key risk to the achievement of its desired outcomes. Moreover, due to its limited capacity and the ongoing demand for SWC’s program funding, policy intervention and communication activities represents a potential risk in that SWC may, at times, be perceived as insufficiently responsive to the expectations of stakeholders. In 2013-14, SWC implemented its updated Corporate Risk Profile, identifying key risks with the greatest likelihood and impact and response strategies, sufficiently robust to mitigate potential consequences, as highlighted below:
This table lists SWC’s risks, the Risk Response Strategy, and links the risks with SWC’s Program Alignment Architecture.
Risk | Risk Response Strategy | Link to Program Alignment Architecture |
---|---|---|
SWC’s outcomes are interdependent on the actions of other stakeholders. |
|
Equality between women and men is promoted and advanced in Canada |
Given its broad mandate and the range of demand for its program and policy interventions, SWC may be perceived as not meeting/responding to stakeholder expectations |
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Equality between women and men is promoted and advanced in Canada |
Actual Expenditures
This financial resources table summarizes, in dollars, SWC’s: total budgetary expenditures (as set out in the Main Estimates), planned spending, total authorities available for use, actual spending, and the difference between planned and actual spending for fiscal year 2013-14.
2013–14 Main Estimates |
2013–14 Planned Spending |
2013–14 Total Authorities Available for Use |
2013–14 Actual Spending (authorities used) |
Difference (actual minus planned) |
---|---|---|---|---|
29,617,167* | 29,617,167 | 31,986,921 | 31,422,283 | 1,805,116 |
*The total Main Estimates for 2013-14 includes a total of $19,033,333 of program funding (Grants and Contribution).
This human resources table summarizes, in Full Time Equivalents, SWC’s planned and actual staffing, and the difference between them, for the year 2013-14.
2013–14 Planned |
2013–14 Actual |
2013–14 Difference (actual minus planned) |
---|---|---|
96 | 96 | 0 |
The Performance Summary Table provides budgetary information, in dollars, for the whole agency. Information is provided for the two programs under Strategic Outcome 1, as well as for Internal Services, and is presented as follows: Main estimates for 2013-14, planned spending for 2013-14, 2014-15 and 2015-16, total authorities available for use for 2013-14, and actual spending (authorities used) for 2013-14, 2012-13 and 2011-12.
Strategic Outcome, Programs and Internal Services | 2013–14 Main Estimates |
2013–14 Planned Spending |
2014–15 Planned Spending |
2015–16 Planned Spending |
2013–14 Total Authorities Available for Use |
2013–14 Actual Spending (authorities used) |
2012–13 Actual Spending (authorities used) |
2011–12 Actual Spending (authorities used) |
---|---|---|---|---|---|---|---|---|
Strategic Outcome 1: Equality between Women and Men is Promoted and Advanced in Canada | ||||||||
Leadership, Expertise and Advice | 2,135,462 | 2,135,462 | 2,150,208 | 2,150,208 | 2,177,213 | 2,189,159 | ||
Advancing Equality for Women | 24,286,364 | 24,286,364 | 24,300,153 | 24,216,820 | 24,369,664 | 22,750,591 | ||
Subtotal | 26,421,826 | 26,421,826 | 26,450,361 | 26,367,028 | 26,546,877 | 24,939,750 | 24,607,197 | 23,558,815 |
Internal Services Subtotal | 3,195,341 | 3,195,341 | 3,207,353 | 3,207,353 | 5,440,044 | 6,482,533 | 5,120,989 | 5,876,011 |
Total | 29,617,167 | 29,617,167 | 29,657,714 | 29,574,381 | 31,986,921 | 31,422,283 | 29,728,186 | 29,434,826 |
In 2013-14, the total authorities allocated to SWC by Parliament were $31,986,921 and Actual Spending was $31,422,283, $564,638 less than the total Authorities. Of the total authorities allocated to SWC, $29,617,167 was received through the Main Estimates and $2,369,754 through Supplementary Estimates. SWC received funds for the headquarters’ relocation ($1,600,000), the reduction in accommodation ($208,350) and various transfers ($561,404) from Treasury Board Secretarial Central Votes, such as carry-forward of the previous operating budget.
SWC received $1,600,000 through the Supplementary Estimates (B) exercise to fund the majority of costs associated with the relocation. The funding is a multi-year loan to be repaid over the next eight years at $200,000 per year, starting 2014-15. The reduced costs of office space and the resulting increase to SWC’s base budget by $208,350 will offset the cost of repaying the loan over the next eight years.
Alignment of Spending With the Whole-of-Government Framework
The alignment of spending with the Whole of Government Framework is presented in two tables.
The first table shows, in dollars, the alignment of 2013-14 actual spending with the Whole of Government Framework. The table links the two programs under Strategic Outcome 1 with the corresponding spending area, Government of Canada outcome, and actual spending on the program in 2013-14.
The second table shows the total spending by spending area in dollars. It provides the total planned and actual spending for each spending area in dollars (i.e. economic affairs and government affairs).
Strategic Outcome | Program | Spending Area | Government of Canada Outcome | 2013-14 Actual Spending |
---|---|---|---|---|
1. Equality between Women and Men is Promoted and Advanced in Canada | 1.1 Leadership Expertise and Advice | Government Affairs | A transparent, accountable and responsive federal government | 2,189,159 |
1.2 Advancing Equality for Women | Economic Affairs | Income security and employment for Canadians | 22,750,591 |
Spending Area | Total Planned Spending | Total Actual Spending |
---|---|---|
Economic Affairs | 24,286,364 | 22,750,591 |
Government Affairs | 2,135,462 | 2,189,159 |
Departmental Spending Trend
This graph shows, in dollars, the departmental spending trend.
2011-12 | 2012-13 | 2013-14 | 2014-15 | 2015-16 | 2016-17 | |
---|---|---|---|---|---|---|
Total Spending | 29434826 | 29728186 | 31422283 | 29657714 | 29574381 | 29520397 |
2011-12 | 2012-13 | 2013-14 | 2014-15 | 2015-16 | 2016-17 | |
---|---|---|---|---|---|---|
Sunset Programs | 0 | 0 | 0 | 0 | 0 | 0 |
Total Spending | 29,434,826 | 29,728,186 | 31,422,283 | 29,657,714 | 29,574,381 | 29,520,397 |
In 2013-14, SWC spent a total of $31,422,283 ($19,033,333 in grants and contributions) to carry out its programs, achieve expected results and advance its strategic outcome. The increase in spending for 2013-14 is mainly due to the relocation of the headquarters.
The amount shown for the period 2011-12 to 2013-14 represents SWC’s actual spending and that for 2014-15 to 2016-17 is SWC’s planned spending.
Estimates by Vote
For information on SWC’s organizational Votes and statutory expenditures, consult the Public Accounts of Canada 2014 on the Public Works and Government Services Canada website.
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