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In 2007–2008, change management was a key priority for SWC. To manage the strategic and operational changes effectively, measures were taken to streamline existing processes, create new systems, strengthen staff capacity, and acquire relevant expertise through staffing actions and/or training. For 2007–2008, the resources associated with corporate elements among the two program activities were estimated as follows:
In addition to the two funding components, SWC introduced calls for proposals to administer the WP. These changes required, among others, the development and/or enhancement of tools, a more proactive outreach strategy, an enhanced and standard review process, and a greater use of the information technology. The streamlined process and improved tools facilitated a broader program reach and increased efficiency in program administration.
By creating the WPF, SWC is investing strategically in women’s issues. This Fund is crucial in that:
SWC has implemented effective Workforce Adjustment measures to address various staff issues. It hired new employees and provided training to ensure business continuity and to meet the new service standards created during the transition. As part of its governance structure, SWC also proceeded with the staffing of key positions both at the executive level and throughout the organization. There are ongoing impacts being experienced in 2008–2009 from the implementation of Workforce Adjustment measures in 2006–2007, 2007–2008.
As part of its corporate priorities, SWC modernized its information technology (IT) infrastructure as planned in its Network Architecture Modernization Project (NAMP). It also began phase two of the NAMP by installing VMW servers to virtualize the IT infrastructure, ensure business continuity, and reduce maintenance costs.
The changes of 2006–2007 and the ensuing transition period in 2007–2008 generated considerable public and media interest. This had an impact on SWC due to the extent of demand for its communication services, both in terms of access to information and engaging the public.
In 2007–2008, SWC maintained regular and ongoing contact with the public, its partners and key stakeholders in order to provide timely and accurate information about its activities. This communication served not only to inform the public, media, parliamentarians, and other stakeholders, but also to respond to enquiries about the status of the organization and the change process.
Lessons learned: The year 2007–2008 saw the transformation of SWC both in its strategic direction and operational activities. This transformation provided key lessons, including those pertaining to the shift, in the delivery of SWC’s mandate, toward a more strategic and focused approach with a more direct impact on women. For example:
As indicated in the previous sections, the reporting year provided SWC with opportunities to enhance its performance and achieve concrete results. At the same time, it was also a period of challenges that required strategic action. SWC is now looking beyond this transition period and seizing the opportunities that have been created with the renewal of the organizational directions. As such, it will continue its efforts to achieve a higher degree of excellence by building on the successes and lessons learned in 2007–2008.
With a number of exciting initiatives in the horizon, SWC has much to look forward to in 2008–2009 and beyond. Some of the future initiatives are:
For other reports/documents of public interest, please visit the SWC Web site: http://www.swc-cfc.gc.ca.
For questions on financial information provided in this DPR, please contact:
Fax: 613- 947-6113
For other questions, contact:
Communications and Strategic Planning
Telephone: 613- 995-1811
Thank you for taking the time to review our DPR. We welcome your comments and suggestions which we will use to enhance the quality of our performance as well as plans and priorities reports.