This page has been archived.
Information identified as archived on the Web is for reference, research or recordkeeping purposes. It has not been altered or updated after the date of archiving. Web pages that are archived on the Web are not subject to the Government of Canada Web Standards. As per the Communications Policy of the Government of Canada, you can request alternate formats on the "Contact Us" page.
The original version was signed by
The Honourable James Moore
Minister of Canadian Heritage and Official Languages
The Honourable Helena Guergis
Minister of State (Status of Women)
As Minister of State (Status of Women), I am pleased to present Status of Women Canada’s Departmental Performance Report for 2007–2008. The report outlines the important achievements of this agency over the last fiscal year and demonstrates how it continues to fulfill its mandate.
First, I would like to say that I am honoured to be appointed Minister of State (Status of Women). As the first ministerial post dedicated exclusively to the status of women, this designation represents Canada’s continued commitment to advancing equality for women in our society.
The year 2007–2008 was a period of transformation for Status of Women Canada. Budget 2007 provided an additional $10 million in funding, bringing Status of Women Canada’s total annual budget to a record $29.9 million.
The mandate of the Women’s Program was revised and two new funding components were created: the Women’s Community Fund and the Women’s Partnership Fund. These changes enabled Status of Women Canada to broaden the reach of the Women’s Program, to build strategic partnerships, to leverage resources and to achieve results that have a direct impact on women.
The Partnership Fund focuses on removing obstacles to women’s full participation in all areas of Canadian life. In 2007–2008, 14 collaborative projects were undertaken under this Fund, all designed to create systemic changes for women across society. These projects benefited from new partnerships with seven federal departments, 13 provincial/territorial ministries and 39 private-sector and other organizations, leveraging $15.7 million in financial and in-kind contributions. With these strategic in-vestments in women, we are contributing to Canada’s success.
By helping various organizations take gender into account in the development, analysis and implementation of public policies and programs, we also made progress to-ward enhanced accountability on gender equality.
As one of the 15 member departments and agencies of the federal Family Violence Initiative, Status of Women Canada addresses the very serious issue of violence against women and girls in Canada. In 2007–2008, Status of Women Canada continued its work as Canada’s voice in international fora and with our provincial and territorial partners to advance equality for women.
The results outlined in this report demonstrate our continuing commitment to women, their families and their communities. We will invest strategically in creating the conditions for success that will enable women to become full and active participants in all aspects of Canadian life. Canada’s continued economic growth and prosperity depend on the very significant contributions of women.
In 2007–2008, as a Canadian Heritage Portfolio agency, Status of Women Canada contributed to the advancement of equality for women and their full participation in all areas of Canadian society. In the coming months, Status of Women Canada will continue to support Government priorities, focusing on advancing the economic security and prosperity of women, on promoting women’s safety at home and in their communities, and particularly on ending violence against women and empowering women to assume leadership roles in Canadian institutions.
As a Canadian Heritage agency, Status of Women Canada has helped to create a more prosperous nation, where Canadians of all generations and all backgrounds can take part in the rich social, cultural and economic life this country has to offer.
The Honourable Helena Guergis
Minister of State (Status of Women)
I submit for tabling in Parliament the 2007–2008 Departmental Performance Report for the Office of the Coordinator, Status of Women (Status of Women Canada).
This document has been prepared based on the reporting principles contained in the Guide for the Preparation of Part III of the 2007–2008 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:
Clare Beckton
Coordinator
The role of the Office of the Coordinator, Status of Women (Status of Women Canada – SWC) is to promote the full participation of women in the economic, social, cultural, and political life of Canada. To play this role effectively, SWC works in collaboration with other federal departments and agencies, different levels of government, non-governmental organizations (NGOs), and the private sector. SWC also works with other countries and international organizations to meet Canada’s international obligations and to further its domestic and foreign policies regarding equality for women and men.
The legal mandate of SWC is “to coordinate policy with respect to the status of women and administer related programs.” In fulfilling its mandate, SWC seeks to achieve an enduring benefit for Canadians, that of “gender equality and the full participation of women in the economic, social, cultural and political life of Canada.” This strategic outcome requires the contributions of different players, and SWC’s role is important in its realization. Thus, the SWC strategic framework identifies key expected results that serve as milestones to monitor progress and contribute to the achievement of this societal outcome.
This report provides performance information on the basis of the Management Resources and Results Structure (MRRS). The Program Activity Architecture (PAA) for 2007–2008 will be used to present the two program activities and their expected results and to demonstrate how these results contribute to the SWC strategic outcome. The PAA being reported on has changed for 2008–2009, and the modified activities will be presented in the next year’s DPR. The SWC investment, both human and financial resources, towards the achievement of these results will also be presented, as will the alignment between SWC Program Activities and the Government of Canada outcomes.
The year 2007–2008 was a period of transition for SWC because of changes to its outcomes, funding mechanisms, organizational structure, governance, and human and financial resources. While carrying out its ongoing activities, SWC implemented the following four program and corporate priorities to enhance efficiency and improve results:
a Budget 2007 provided SWC with an additional $10 million in funding, bringing the total annual budget for SWC to $29.9 million. However, for 2007–2008, this amount does not include a transfer of $200,000 from the Department of Canadian Heritage for the development of Official Language Minority Communities (Interdepartmental Partnership with Official Language Communities), bringing to $30.1 million the total authorities for 2007–2008.
The following table shows the two program activities with their corresponding results and the links with the 2007–2008 priorities. As well, planned and actual spending are identified.
Strategic Outcome: Gender equality (GE) and the full participation of women in the economic, social, cultural, and political life of Canada.
SWC carries out environmental scans to assess the overall context so that it can develop strategies to address the historical trends and evolving issues that impact equality between women and men. Accordingly, the analyses conducted show that SWC carries out its mandate in a context in which encouraging progress is being made in the overall status of women. For example, as the next table on this page shows, women have made inroads in higher education (e.g., entering fields where they were traditionally under-represented), income, workplace representation, and others.
Source: Statistics Canada (Women in Canada 2005)
In spite of the progress made with regard to the status of women, gaps remain in key areas between women and men. For example, women remain concentrated in traditional occupations. According to Statistic Canada (Women in Canada, 5th edition), 67% of all employed women (compared with 30% of all employed men) work in teaching, nursing, and related health occupations; clerical or other administrative positions; and sales and service. Also, women earn less than men in almost every age group. Moreover, these gaps are disproportionately present among specific groups of women.
Source: Statistics Canada (Women in Canada 2005)
1 Sources: Catalyst (2007). Census of Women Board Directors of the Financial Post 500: Voices from the Boardroom; and Rosenzweig & Company (2008). Report on Women at the Top Levels of Corporate Canada.
According to the United Nations Development Fund for Women (UNIFEM), at least one of every three women around the world has been beaten, coerced into sex, or otherwise abused in her lifetime—with the abuser usually being someone known to her.2
According to Statistics Canada: Women in Canada 2005; Family Violence in Canada: A Statistical Profile, 2006 and 2007, Measuring Violence Against Women—Statistical Trends 2006:
2 In-Depth Study on All Forms of Violence against Women: Report of the Secretary General, 2006. A/61/122/Add.1. July 6, 2006.
In 2007–2008, change was the dominant theme for SWC; thus, the reporting year was a period of transition. SWC therefore took measures to manage internal and external changes so as to ensure the effective implementation of its priorities and ongoing activities.
In its Report on Plans and Priorities, SWC had indicated that the main challenges and risks would be identified during the implementation of the new organizational structure and internal and external processes. The year was, therefore, a period in which SWC saw opportunities and managed potential risks.
Given the nature and scope of the changes introduced in 2006–2007, risk management was a key priority during the reporting year both in the strategic direction and the operations of the organization. Although SWC has sufficient control mechanisms to manage inherent risks, it is recognized that the organization must develop an integrated risk management strategy. Development of a corporate risk profile is therefore planned for 2008–2009.
In 2007–2008, SWC identified four program and corporate priorities to help achieve the expected results, to facilitate progress toward the strategic outcome, and to enhance organizational performance. To implement these priorities effectively, SWC took various measures, including adapting new approaches, streamlining existing systems, investing strategically, enhancing processes, and building staff capacity.
In implementing its first program priority (strengthening accountability in the federal government for gender-based analysis and for the full participation of women in Canadian society), SWC made strategic interventions by way of capacity building, policy advice, and assistance to federal institutions. As a result, there is an increased response to SWC efforts to strengthen federal accountability for GBA, leading toward the integration of gender considerations in public policies and programs.
The second priority (focus the Women’s Program on funding projects that will advance the full participation of women in Canadian society) was implemented by instituting key changes to the funding program, including the use of calls for proposals, proactive outreach to potential funding recipients, and an enhanced and standard review process. These changes, among others, facilitated a greater focus on projects that demonstrate results that have a direct impact on women so that they are equipped to become full participants in society.
In response to the Management Accountability Framework assessment (2006), SWC also identified two corporate priorities. To implement the first corporate priority, (i.e., development and implementation of Values and Ethics Framework), the SWC Executive Committee endorsed an action plan that involves the development of an organizational code of conduct which is in compliance with the Public Servants Disclosure Protection Act. A corporate-wide process was launched during the reporting year to engage staff in defining departmental values. At the same time, discussions have begun to explore the augmentation of existing support structures and recourse mechanisms available to staff, through a Memorandum of Understanding with Canadian Heritage and other measures, as appropriate.
To implement the second priority (review and improvement of SWC Authorities and enhancing understanding of the Parliamentary supply processes), internal controls in financial systems were implemented to segregate the different departmental authorities, training was offered to management, and key positions were filled with staff that brought the expertise required in this area. As a result, there is increased awareness within the organization of the Parliamentary supply process and the associated requirements, and an improved review process and appropriate use of the legal authorities bestowed on the organization.
SWC’s Program Activity Architecture (PAA) for 2007–2008 identifies, as a strategic outcome, “gender equality and the full participation of women in the economic, social, cultural and political life of Canada.” This outcome is measured by the progress made in advancing the representation of and participation by women in the economic, social, cultural, and political aspects of Canadian life. SWC contributes to this outcome through its two program activities and the associated expected results.
Program Activity 1 is designed to facilitate SWC’s horizontal role across the federal government by providing expert advice, delivering training, and developing tools in order to build capacity for gender-based analysis (GBA) among departments and agencies. GBA is the process by which social and economic differences between the sexes are systematically integrated into policy, planning, and decision- making processes so that intended results are equitable for women and men (http://www.swc-cfc.gc.ca/).
Moreover, SWC assists central agencies in playing an effective role in monitoring the application of GBA and assessing departmental progress with regard to equality for women and men in key areas. By facilitating the central agency monitoring role, SWC ensures stronger accountability for GBA in federal institutions.
In addition to its supporting role, SWC works in collaboration with federal/provincial/territorial partners and international organizations, through different fora, where it facilitates the integration of gender considerations in decision-making processes and outcomes.
By carrying out this program activity, SWC seeks to bring about an “enabling result”—i.e., enhanced policy effectiveness demonstrated by the integration of women’s issues and gender equality in the formulation, analysis, and implementation of policies, programs, and initiatives. It is designed such that, with this result, departments and agencies are equipped to “engage in a cohesive and consistent approach to developing and implementing government policies that advance gender equality.”
Results: Successfully met.
SWC has worked with other federal departments, provinces and territories, and Aboriginal organizations on evidenced-based and culturally-relevant policies and programs to address Aboriginal women’s socio-economic and legal status, such as matrimonial real property rights and human rights protection under the Canadian Human Rights Act.
While many of these groups had various definitions and approaches to such a framework, SWC facilitated agreement on a common set of guiding principles. These principles form the basis of the framework and offer ways for Aboriginal women to re-claim their traditional values and roles within their day-to-day work. The principles include:
Sisters in Spirit (SIS) is a five-year research, education and policy initiative designed to increase public knowledge and understanding about racialized, sexualized violence against Aboriginal women and girls, which often leads to their disappearance or death. Through SIS, SWC plays a funding, monitoring, liaison and advisory role, focusing on commitment to and support for strategic partnerships with federal departments.
In 2007–2008, SWC continued to collaborate with the Native Women’s Association of Canada (NWAC) on the SIS initiative. SWC’s funding has supported NWAC’s work with other Aboriginal organizations and the federal government on activities aimed at quantifying and entering into NWAC’s database the actual number of missing and murdered women. Other activities supported by the SIS initiative include research to assess the extent and root causes of the violence, public education to increase knowledge and understanding of the problem and to inform policy direction and development.
To guide its future policy work, NWAC prepared a document titled Sisters in Spirit initiative: Strategic Policy Priorities Framework. NWAC and SWC have begun plans to hold meetings with key federal departments to develop an accompanying operational strategy that identifies the various objectives and corresponding activities to achieve the desired results.
With regard to awareness-raising, there was an increase in the number of SIS vigils, from 11 in 2006 to 30 in Canada and two international centres in 2007. These events drew public attention to the problem of violence against Aboriginal women, particularly the issue of missing and murdered Aboriginal women. There is also evidence of improved media reporting both in terms of coverage of incidents and portrayal of victims.
In 2007–2008, during the third year of the five-year initiative, NWAC’s independent Management Audit Report was completed. The audit which covered SIS activities carried out between September and December 2006 deemed the initiative to be in compliance with the terms stipulated in the Contribution Agreement. The issue of Official Languages, which the audit identified as an area that required improvement, was addressed during the audit period.
Canada’s Criminal Code includes three human trafficking–related offences: trafficking, receiving material benefit from trafficking and withholding or destroying of identity or immigration documents. In June 2007, Canada also extended the length of Temporary Resident Permits (TRP) available to victims of trafficking to 180 days.
In 2007–2008, several federal partners (Royal Canadian Mounted Police, Justice Canada, SWC, Citizenship and Immigration Canada, Canada Border Services Agency), along with representatives from the Vancouver Police Department, Peel Regional Police, and the United States Immigration and Customs Enforcement Agency, delivered training on the laws and issues surrounding human trafficking. The training, offered to front-line law enforcement officials across Canada, is part of the effort to facilitate the implementation of the Trafficking provisions under the 2005 Criminal Code. This is very timely as the Vancouver 2010 Olympics are approaching with the potential for an increase in the number of incidents of trafficking of young women and girls. The role of SWC in the training was crucial in presenting the vulnerability of Aboriginal women to domestic trafficking, as well as other issues.
Results: Successfully met.
In the context of federal/provincial/territorial efforts, Federal/Provincial/Territorial Ministers (FPT) Responsible for the Status of Women had their 26th Annual Meeting on July 11, 2007, where they agreed to promote women’s economic self-sufficiency, safety, and security, and to work towards improving the situation of Inuit, First Nations, and Métis women in Canada. At this meeting, the FPT Ministers discussed three priorities for action: women’s economic security; supporting Aboriginal women in leadership positions and the treatment of Aboriginal women within the justice system (http://www.swc- cfc.gc.ca/newsroom/news2007/0711_e.html).
The FPT Ministers unanimously confirmed their support for the 2007 Iqaluit Declaration which states, “Recognizing the urgent need to improve the lives of Aboriginal women and girls, the federal, provincial and territorial Ministers Responsible for the Status of Women come together in a declaration of their commitment to improve the social, economic and cultural well-being of Inuit, Métis and First Nations women, both on and off reserve, in Canada.” This commitment is being realized through specific and targeted actions of each government, within their respective jurisdictions.
In 2007–2008, SWC participated in international fora to help further equality for women both internationally and domestically:
The second program activity, build knowledge and organizational capacity on gender equality, is designed to build capacity through information, training, tools, and financial and professional assistance for projects in order to facilitate the role of Canadian organizations in supporting gender equality efforts. Through this program activity, SWC seeks to achieve an “empowering result”—that is, capacity of and engagement by Canadians and their organizations to advance the full participation of women in the economic, social, cultural and political life of Canada.
Results: Successfully met
During the reporting period, SWC provided assistance to different departments and agencies to help build capacity for GBA. It is anticipated that, over time, this assistance will increase the application of GBA within federal institutions, leading to improved policy and program equality outcomes. The following highlights the work of SWC with various federal departments:
In an effort to monitor progress, identify gaps and track the situation of women and men, SWC is working in collaboration with other federal departments on an Equality Indicator Project. In 2007–2008, work started on a framework which is to be finalized in the next fiscal year. The framework focuses primarily on women’s economic security and personal safety, particularly violence.
Results: Successfully met
By streamlining the delivery of the WP, SWC was able to achieve concrete results, including: a broader Program reach, more direct impact on women and an increase in the number and the diversity of partnerships created.
SWC succeeded in broadening the reach of the WP in terms of the number of funding recipients, increasing the diversity of organizations engaged in promoting gender equality and in building strategic partnerships.
Under the previous Terms and Condition, the performance measurement strategy did not allow for the collection and analysis of Program results that demonstrate direct impact on women. With the new approach, the Women’s Program is able to demonstrate how funded projects impact women directly and contribute to their full participation in the economic, social, cultural and political life of Canadian society. As such, a total of 181 new projects were funded during the reporting year, which are expected to reach more than 100,000 women directly and over one million women indirectly.
In 2007–2008, SWC engaged a number of Canadian organizations in the public, private, and voluntary sectors in advancing the full participation of women in the economic, social, cultural, and political life of Canada. Also, the requirement for matching funds, under the WPF, made it possible for SWC to leverage resources from other partners.
In Budget 2007, the Government announced additional funding of $10 million to SWC. Subsequently, the WP Terms and Conditions were modified to introduce two funding components:
In 2007–2008, a total of 292 projects received financial and/or other support from SWC. These projects were at different implementation stages: completed projects (75); ongoing projects (36), and new projects (181). Total funding expended for these projects during the reporting year was $14,249,916. Of the total amount spent, $13,450,000 comes from the WCF and $799,916 from the WPF. Also in 2007–2008, a total of $33,941,688 has been committed over three years to fund 181 new projects. Of the funding committed to new projects, 79 per cent comes from the WCF and 21 per cent from the WPF.
Completed projects (75): Of the 292 projects that received SWC support during the year, 75 were successfully completed in 2007–2008. For this report, completed projects are defined as those projects for which final reports have been submitted by funding recipients and the performance information analyzed to determine the extent to which they succeeded in achieving planned outcomes and to examine their contributions to the SWC expected results. Three projects remained incomplete at the end of the reporting year as final reports were not submitted within the approved timeline. This represents a success rate of 96 per cent in terms of project completion.
Of the 75 project completed, 88 per cent achieved all or exceeded the expected outcomes. The remaining 12 per cent achieved their outcomes partially. The majority of the completed projects (66) were approved under the previous Terms and Conditions; while nine were funded under the new Program funding requirements. It is therefore important to note that the project outcomes for 2007–2008 vary according to the Terms and Conditions under which the initiatives were approved.
Completed projects which were approved under the old Terms and Conditions contributed to knowledge and engagement toward gender equality through different results3 as indicated below:
All projects funded under the new Terms and Conditions were successful in achieving their outcome of increased direct impact on women to improve their economic, social, and cultural situation. This represents a success rate of 100 per cent for projects funded following the renewal of the WP.
3 In most cases, projects achieved more than one result.
Projects completed in 2007–2008 addressed a number of issues: economic status of women (37 per cent), elimination of violence against women (24 per cent), and other issues (40 per cent). Also, they targeted different groups: women generally (57 per cent), immigrant and visible minority women (28 per cent), Aboriginal women (12 per cent), and senior women (19 per cent).
4 Most projects achieved more than one result.
Examples of Completed Projects:
Ongoing Projects (36): In 2007–2008, 36 projects were still in progress, of which 22 were approved under the old Terms and Conditions and 14 under the renewed funding requirements. The projects, all approved in previous fiscal years, were assessed on the progress made toward their completion and to determine the extent to which they will succeed in achieving expected results.
The analysis shows that more than 4,000 women will benefit from the 14 projects funded under the renewed funding requirements. The 22 projects approved under the old Terms and Conditions are expected to contribute to the SWC expected result—that is, knowledge and engagement toward gender equality through an increase in:
New Projects (181): In 2007–2008, a total of 181 new projects were funded under the current WP Terms and Conditions. Of these projects, 167 were supported through the WCF and 14 through the WPF. The extent to which these projects achieved their projected outcomes will be determined only upon their completion and following analysis of performance data.
By funding projects that have a direct impact on women, it is now possible to demonstrate how women benefit from the investments made and the results achieved by SWC, as highlighted below.
New projects targeted different groups6:
New projects addressed different issues7:
5 Many of the projects are expected to achieve more than one result.
6 In many cases, projects address multiple issues and target multiple groups.
7 Some of the projects will address more than one issue.
Examples of New Projects
WP Funding:
Interdepartmental Funding:
The WP receives funding through two inter-departmental funding programs: the Interdepartmental Partnership with the Official Language Communities to support projects that address issues pertaining to official language minority women and the Family Violence Initiative to address issues of violence against women.
In 2007–2008, measures were taken to streamline the WP by introducing a more structured delivery model, a standard application and review process, and strategic investment focusing in key areas. These changes were important in meeting, among others, due diligence and accountability requirements. Moreover, SWC took measures to implement the commitments made in its Management Response to the 2005 summative evaluation of the WP and the 2006 Integrated Results-Based Management and Accountability Framework and Risk-Based Audit Framework (RMAF-RBAF).
The WP, with external expertise, conducted a review of its program delivery tools, such as Funding Guidelines, Call for Proposals documents, Application Guide and form, reporting and other templates. As a result, the WCF tools were streamlined, thus simplifying the application process for organizations. Tools were also improved to facilitate data collection, analysis, and reporting, and to strengthen overall accountability. In doing so, SWC addressed some of the issues identified by the summative evaluation, particularly with regard to the effectiveness of program delivery and performance measurement.
The WP also took steps to build staff capacity by delivering training on various program aspects. Introductory training was provided to officers in preparing “contribution agreements” and in performance measurement. A WP national meeting held in Moncton, New Brunswick, in 2007–2008 provided an opportunity for further training and discussions on issues related to program delivery, performance measurement, and others. A staff training/capacity-building plan will be implemented starting in 2008–2009.
As indicated in the Report on Plans and Priorities for 2007–2008, SWC is committed to developing a database that will be used to collect and analyze data and report on performance. The organization is exploring different options to identify a system that is cost effective and that meets its specific needs.
The following table shows the SWC program activities and their alignment with two of the Government of Canada outcomes:
The following table offers a comparison of SWC’s main estimates, planned spending, total authorities, and actual spending for 2007–2008, as well as historical figures for actual spending for 2005–2006 and 2006–2007, using the PAA. Resources may overlap in more than one program activity.
a In comparison with the planned spending, the total authorities include an increase of $0.6 million related to the 2006–2007 eligible operating budget carry forward, adjustments for collective agreements and pay list requirements of $0.4 million and additional operating and grants and contributions funding for a total net increase of $9.2 million.
b The $1.2 million in services received without charge during 2007–2008 include accommodation provided by PWGSC ($0.7 million), salary and associated expenditures for legal services provided by the Department of Justice ($0.1 million), contributions covering SWC’s share of employee’s insurance premiums and expenditures paid by Treasury Board Secretariat ($0.4 million).
The following table shows the Parliamentary votes that determine the resources allocated to SWC.
For supplementary information on the department’s user fees, please visit http://www.tbs-sct.gc.ca/dpr-rmr/st-ts-eng.asp.
The Policy on Service Standards for External Fees requires departments to report on the establishment of service standards for all external fees charged on a non-contractual basis. This policy covers fees charged for processing requests made under the Access to Information Act.
For supplementary information on the Department’s Service Standards for External Fees, please visit http://www.tbs-sct.gc.ca/dpr-rmr/st-ts-eng.asp.
Further information on these programs can be found at http://www.tbs-sct.gc.ca/dpr-rmr/st-ts-eng.asp.
For supplementary information on the department’s response to Parliamentary Committees and External Audits please visit http://www.tbs-sct.gc.ca/dpr-rmr/st-ts-eng.asp.
For supplementary information on the department’s travel policies, please visit http://www.tbs-sct.gc.ca/dpr-rmr/st-ts-eng.asp.
Responsibility for the integrity and objectivity of the accompanying financial statements for the year ended March 31, 2008 and all information contained in these statements rests with the management of Status of Women Canada. These financial statements have been prepared by management in accordance with Treasury Board accounting policies which are consistent with Canadian generally accepted accounting principles for the public sector.
Management is responsible for the integrity and objectivity of the information in these financial statements. Some of the information in the financial statements is based on management’s best estimates and judgment and gives due consideration to materiality. To fulfil its accounting and reporting responsibilities, management maintains a set of accounts that provides a centralized record of the Status of Women Canada’s financial transactions. Financial information submitted to the Public Accounts of Canada and included in the department’s Departmental Performance Report is consistent with these financial statements.
Management maintains a system of financial management and internal control designed to provide reasonable assurance that financial information is reliable, that assets are safeguarded and that transactions are in accordance with the Financial Administration Act, are executed in accordance with prescribed regulations, within Parliamentary authorities, and are properly recorded to maintain accountability of Government funds. Management also seeks to ensure the objectivity and integrity of data in its financial statements by careful selection, training and development of qualified staff, by organizational arrangements that provide appropriate divisions of responsibility, and by communication programs aimed at ensuring that regulations, policies, standards and managerial authorities are understood throughout the department.
The financial statements of the Status of Women Canada have not been audited.
Clare Beckton
Coordinator, Status of Women Canada
Johanne Tremblay
Senior Financial Officer
Date: July 16, 2008
The accompanying notes form an integral part of these financial statements.
The accompanying notes form an integral part of these financial statements.
The accompanying notes form an integral part of these financial statements.
The accompanying notes form an integral part of these financial statements.
Status of Women Canada (SWC) was established by the Government of Canada in 1976 to “co- ordinate policy with respect to the status of women and administer related program” (Order in Council 1976-779). The mandate of SWC is further guided by the Canadian Charter of Rights and Freedoms, as well as by Canada’s adherence to the Convention on the Elimination of all Forms of Discrimination against Women and its renewed commitment to implement the United Nations’ Beijing Platform for Action (1995 and 2005). SWC plays a key role in fulfilling the Government of Canada’s commitment to building a society that is inclusive and respectful of all Canadians by promoting equitable public policy and building knowledge and organizational capacity on gender equality. We promote equality and the full participation of girls and women in Canada.
Strategic outcome: Gender equality and the full participation of women in the economic, social, cultural and political life of Canada. To achieve real progress on gender equality, SWC is firmly committed to consulting and acting in partnership with non-government organizations, provincial and territorial governments, the private sector, foreign governments and international organizations.
Program activities:
The financial statements have been prepared in accordance with Treasury Board accounting policies which are consistent with Canadian generally accepted accounting principles for the public sector.
Significant accounting policies are as follows:
(a) Parliamentary appropriations
The department is financed by the Government of Canada through Parliamentary appropriations. Appropriations provided to the department do not parallel financial reporting according to generally accepted accounting principles since appropriations are primarily based on cash flow requirements. Consequently, items recognized in the statement of operations and the statement of financial
position are not necessarily the same as those provided through appropriations from Parliament. Note 3 provides a high-level reconciliation between the bases of reporting.
(b) Net Cash Provided by Government
The department operates within the Consolidated Revenue Fund (CRF), which is administered by the Receiver General for Canada. All cash received by the department is deposited to the CRF and all cash disbursements made by the department are paid from the CRF. The net cash provided by Government is the difference between all cash receipts and all cash disbursements including
transactions between departments of the federal government.
(c) Change in net position in the Consolidated Revenue Fund
The change in net position in the Consolidated Revenue Fund is the difference between the net cash provided by Government and appropriations used in a year, excluding the amount of non-respendable revenue recorded by the department. It results from timing differences between when a transaction affects appropriations and when it is processed through the CRF.
(d) Revenues
Revenues are accounted for in the period in which the underlying transaction or event occurred that gave rise to the revenues.
(e) Expenses
Expenses are recorded on the accrual basis:
(f) Employee future benefits
i Pension benefits: Eligible employees participate in the Public Service Pension Plan, a multi-employer plan administered by the Government of Canada. The department’s contributions to the Plan are charged to expenses in the year incurred and represent the total obligation to the Plan. Current legislation does not require the
department to make contributions for any actuarial deficiencies of the Plan.
ii Severance benefits: Employees are entitled to severance benefits under labour contracts or conditions of employment. These benefits are accrued as employees render the services necessary to earn them. The obligation relating to the benefits earned by employees is calculated using information derived from the results of the actuarially determined liability for employee severance benefits for the Government as a whole.
(g) Accounts receivable
Accounts receivable are stated at amounts expected to be ultimately realized; a provision is made for receivables where recovery is considered uncertain.
(h) Tangible capital assets
All tangible capital assets and leasehold improvements having an initial cost of $2,500 or more are recorded at their acquisition cost. The department does not capitalize intangibles, works of art and historical treasures that have cultural, aesthetic or historical value, assets located on Indian Reserves and museum collections.
Amortization of capital assets is done on a straight-line basis over the estimated useful life of the capital asset as follows:
(i) Measurement uncertainty
The preparation of these financial statements in accordance with Treasury Board accounting policies, which are consistent with Canadian generally accepted accounting principles for the public sector, requires management to make estimates and assumptions that affect the reported amounts of assets, liabilities, revenues and expenses reported in the financial statements. At the time of
preparation of these statements, management believes the estimates and assumptions to be reasonable. The most significant items where estimates are used are the liability for employee severance benefits and the useful life of tangible capital assets. Actual results could significantly differ from those estimated. Management’s estimates are reviewed periodically and, as
adjustments become necessary, they are recorded in the financial statements in the year they become known.
The department receives most of its funding through annual Parliamentary appropriations. Items recognized in the statement of operations and the statement of financial position in one year may be funded through Parliamentary appropriations in prior, current or future years. Accordingly, the department has different net results of operations for the year on a government funding basis than on an accrual accounting basis. The differences are reconciled in the following tables:
(a) Reconciliation of net cost of operations to current year appropriations used:
(b) Appropriations provided and used:
(c) Reconciliation of net cash provided by Government to current year appropriations used:
The following table presents details of accounts receivable and advances:
a SWC has the approval and legal authority to make grants and contribution payments. As the spending authority applied to grants at the time the payment of $0.7 million was made, an accounting adjustment is required. Hence, an allowance for doubtful accounts of equivalent value was created.
(a) Pension benefits:
The department’s employees participate in the Public Service Pension Plan, which is sponsored and administered by the Government of Canada. Pension benefits accrue up to a maximum period of 35 years at a rate of 2 per cent per year of pensionable service, times the average of the best five consecutive years of earnings. The benefits are integrated with Canada/Québec Pension
Plans benefits and they are indexed to inflation.
Both the employees and the department contribute to the cost of the Plan. The 2007-08 expense amounts to $689,143 ($971,604 in 2006-07), which represents approximately 2.1 times (2.2 in 2006-07) the contributions by employees.
The department’s responsibility with regard to the Plan is limited to its contributions. Actuarial surpluses or deficiencies are recognized in the financial statements of the Government of Canada, as the Plan’s sponsor.
(b) Severance benefits:
The department provides severance benefits to its employees based on eligibility, years of service and final salary. These severance benefits are not pre-funded. Benefits will be paid from future appropriations. Information about the severance benefits, measured as at March 31, is as follows:
The department is related as a result of common ownership to all Government of Canada departments, agencies, and Crown corporations. The department enters into transactions with these entities in the normal course of business and on normal trade terms. Also, during the year, the department received services which were obtained without charge from other Government departments as presented in part (a).
(a) Services provided without charge by other government departments:
During the year the department received without charge from other departments, accommodation, the employer’s contribution to the health and dental insurance plans, and legal services. These services without charge have been recognized in the department’s Statement of Operations as follows:
The Government has structured some of its administrative activities for efficiency and cost- effectiveness purposes so that one department performs these on behalf of all without charge. The costs of these services, which include payroll and cheque issuance services provided by Public Works and Government Services Canada and audit services provided by the Office of the Auditor General, are not included as an expense in the department’s Statement of Operations.
(b) Payables and receivables outstanding at year-end with related parties:
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:
Cindy Paquette
Corporate Services
Telephone: 613-947-1453
Fax: 613- 947-6113
E-mail: Cindy.Paquette@swc-cfc.gc.ca
For other questions, contact:
Ainalem Tebeje
Communications and Strategic Planning
Telephone: 613- 995-1811
Fax: 613-943-2386
E-mail: Ainalem.Tebeje@swc-cfc.gc.ca
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.