Treasury Board of Canada Secretariat
Symbol of the Government of Canada

ARCHIVED - RPP 2006-2007
Canadian Human Rights Commission


Warning This page has been archived.

Archived Content

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.


SECTION III – SUPPLEMENTARY INFORMATION

Organizational Information


This image represents the organizational makeup of the Canadian Human Rights Commission: The  Chief Commissioner is at the head of the organization, which is made up of six different branches. The Commission members and the Secretary General report directly to the Chief Commissioner. The Secretary General is supported by the  following branches: Strategic Initiatives; Dispute Resolution, Discrimination Prevention, Knowledge Centre, Learning and Development, and Corporate Management and Corporate Secretary. The Dispute Resolution Branch is supported by the following units: Alternative Dispute Resolution Services, Pre-Complaint Services, Litigation Services and Investigations. The Discrimination Prevention Branch includes Regional Offices, the Employment Equity Compliance Division, the Prevention Initiatives and Liaison Division, and the Communications Division. The Knowledge Centre includes the Research and Statistical Analysis Division and the Policy and Regulatory Affairs Division. The Corporate Management Branch and Corporate Secretary is supported by the Secretariat and International Program Division, the Financial and Administrative Services Division, the Human Resources Division, the Information Management and Information Technology Division and the Planning, Audit and Evaluation Division.



Table 1: Commission Planned Spending and Full Time Equivalents


         
($ thousands) Forecast Spending 2005-2006* Planned Spending 2006-2007 Planned Spending 2007-2008 Planned Spending 2008-2009
Foster understanding of and compliance with the Canadian Human Rights Act 19,577 17,945 17,569 17,516
Employment equity audits in federal and federally regulated workplaces 2,803 3,060 3,085 3,076
Total Main Estimates 22,380 21,005 20,654 20,592
Adjustments:
       
ERC exercise ** (20) (40) - -
Governor General's Special Warrants:
       
Funding for salary increases resulting from collective bargaining agreements
242 - - -

Total adjustments

222 (40) - -
Total Planned Spending 22,602 20,965 20,654 20,592

Total Planned Spending

22,602 20,965 20,654 20,592
Plus: Cost of services received without charge

3,405 3,204 3,197 3,247
Net cost of Commission
26,007 24,169 23,851 23,839
         
Full Time Equivalents 192 196 192 192

*
Reflects the best forecast of total net planned spending to the end of the fiscal year.

** Reflects the reductions to the Commission's planned spending as a result of the Expenditure Review Committee (ERC) exercise.
The decrease of $1.6M between the 2005-2006 and the 2006-2007 total planned spending is attributed to:
  • the increase of $0.8M for compensation for collective bargaining agreements signed by July 31, 2005;
  • the decrease of $1.8M for temporary funding received for participation in the hearing of pay equity cases before the Canadian Human Rights Tribunal and the courts (funding sunseted in March 2006); and
  • the decrease of $0.6M for temporary funding received in April 2002 for the reduction of the complaints backlog (funding sunseted in March 2006).

The decrease of $0.3M between the 2006-2007 and the 2007-2008 total planned spending is attributed to the temporary funding received for the development of an electronic infrastructure to sunset in March 2007 (this funding is a reprofiling from 2005-2006 due to an implementation delay).


Table 2: Resources by Program Activities


         

 

2006-2007
($ thousands) Budgetary  
Program Activities Operating Gross Net Total Main Estimates Total Planned Spending
Foster understanding of and compliance with the Canadian Human Rights Act

17,945 17,945 17,945 17,945 17,911
Employment equity audits in federal and federally regulated workplaces

3,060 3,060 3,060 3,060 3,054
Total
21,005 21,005 21,005 21,005 20,965


Table 3: Voted and Statutory Items Listed in Main Estimates


         
($ thousands)  
Vote or Statutory Item Description Current Main Estimates Previous Main Estimates
10

Program expenditures 18,643 20,089
(S)

Contributions to employee benefit plans 2,362 2,291
Total Commission 21,005 22,380

The decrease of $1.4M between the current and the previous Main Estimates is mainly attributed to:
  • the increase of $1.0M for compensation for collective bargaining agreements signed by July 31, 2005;
  • the decrease of $1.8M for temporary funding received for participation of the Commission in the hearing of pay equity cases before the Canadian Human Rights Tribunal and the courts (funding sunseted in March 2006); and
  • the decrease of $0.6M received since April 2002 for the reduction of the complaints backlog (funding sunseted in March 2006).


Table 4: Services Received Without Charge


         
($ thousands) 2006-2007
Accommodation provided by Public Works and Government Services Canada

2,261
Contributions covering employer's share of employees' insurance premiums and expenditures paid by Treasury Board Secretariat (excluding revolving funds)
Employer's contribution to employees' insured benefits plans and expenditures paid by Treasury Board Secretariat

932
Worker's compensation coverage provided by Human Resources and Skills Development Canada

5
Salary and associated expenditures of legal services provided by the Department of Justice Canada

6
2006-2007 Services received without charge 3,204


Table 5: Resource Requirement by Branch or Sector


         
2006-2007
($ thousands) Foster understanding of and compliance with the Canadian Human Rights Act Employment equity audits in federal and federally regulated workplaces Total Planned Spending
Executive Offices

660 223 883
Strategic Initiatives Branch
 
425 - 425
Dispute Resolution Branch

6,812 - 6,812
Discrimination Prevention Branch

3,262 1,875 5,137
Knowledge Centre

3,033 - 3,033
Learning and Development Branch
 
402 71 473
Corporate Management Branch and Corporate Secretary

3,647 555 4,202
Total 18,241* 2,724* 20,965

* These figures reflect adjustments made following the November 2005 restructuring.


Table 6: Details on Project Spending


($ thousands) Current Estimated Total Cost Forecast Spending to March 31, 2006 Planned Spending 2006-2007 Planned Spending 2007-2008 Planned Spending 2008-2009 Future Years' Spending Requirement
Foster understanding of and compliance with the Canadian Human Rights Act

           
Case management technology project

1,400 950 450   - -   -

Project phase:
Implementation
           


Table 7: Internal Audits and Evaluations


Planned Internal Audits and Evaluations
  Estimated Start Estimated
Completion
Employment Equity Audit Program Evaluation Study
 
2006 2008
Management Audit of Corporate Services
 
2006 2007
Security Audit
 
2007 2008
Discrimination Prevention Program Evaluation Study

2007 2009
Human Rights Complaint Process Evaluation Study
 
2007 2009
ADRS Program Evaluation Study
 
2008 2010


SECTION IV – OTHER ITEMS OF INTEREST

Corporate Management

Corporate Management encompasses services provided in all aspects of the Commission's administration. This includes finance and administration, human resources, learning and development, planning, internal audit and evaluation, information management/information technology and communications.

Significant Initiatives relating to the Management Accountability Framework

Governance and Strategic Direction

The leadership of the Commission is committed to a culture of innovation and continuous improvement in a context of good management. In 2005-2006 the Commission completed an organizational re-structuring in order to better reflect its mandate and to better support its business objectives. This re-structuring is the result of a three-year comprehensive change initiative which has transformed the delivery of service in all aspects of the Commission's work.

Overall progress on strategic direction is monitored through monthly reporting to Commissioners on program results, as well as the ongoing control of financial, human and material resources. A number of horizontal oversight committees are in place to advise senior management in areas such as employment equity, health and safety, contracts, human resources and learning. Corrective action is taken promptly when warranted.

Public Service Values

The Commission launched a formal dialogue on public sector values and ethics by providing awareness sessions and workshops to its staff. In 2006-2007, the Commission will operationalize values and ethics by relating them to day-to-day work concerns and issues. To this end, generic action plans will be developed to support management in the development of Branch and Sector plans.

Learning, Innovation and Change Management

The Commission is building the foundation of a learning organization. Practices have been put in place to demonstrate the Commission's continuing commitment to the lifelong learning of its employees. The focus in the next few years will be to have strong links with the modernization of human resources management in the Public Service, and meet the accountability requirements under the People Component of the Management Accountability Framework (PCMAF).

It is expected that extra effort will be required to support the Commission in measuring and reporting on training, development and learning. Evaluating the impact of investments in training, development and learning is a process that needs time to mature. The revised Action Plan has been developed to take into account these changes and to support the Commission in modernizing its learning practices.

Results and Performance

The Commission has developed Results-based Management and Accountability Frameworks (RMAFs) for its two core programs, the Human Rights Complaint Management Program and the Employment Equity Audit Program. The Commission's Performance Management Framework and the RMAF for the entire Commission have recently been completed and will be finalized early in 2006-2007. Extensive operational performance indicators are in place to guide day-to-day decisions. In addition, the first set of performance indicators related to higher level results are drawn from these reports. Additional work will be undertaken during the planning period to refine and expand reporting on results.

Electronic data capture and reporting is critical to making a significant leap forward in performance reporting. This need has been identified in the initiative to modernize the Commission's electronic business applications (see Citizen-Focussed Service below).

People

The Commission has integrated its human resources planning with business planning in order to best attract, retain and develop staff in accordance with its objectives. Through its Learning and Professional Development Branch, the Commission integrated the development of learning plans in its performance appraisal process. The focus throughout the next reporting period will be the implementation of a new human resources management regime in accordance with the various elements of the Public Service Modernization Act, including key initiatives around performance management and succession planning.

Risk Management

The Commission's risk management policy and framework is completed and will be finalized early in 2006-2007. A risk management strategy will be developed for the implementation of the framework and training of management and staff.

Stewardship

The Commission's control regime is well established with oversight committees in place for procurement, human resources management, and financial management. Plans are underway to institute a weekly management board meeting where these issues and other stewardship issues can be efficiently addressed. A recent financial audit of the Commission provided assurance that sound practices are in place. On a regular basis, a financial situation report is prepared and tabled for review at the Executive Committee meeting. Variances are examined, and appropriate actions are taken. To ensure that the control regime principles are clear and understandable, additional financial progress reports will be developed and training sessions and workshops will continue to be provided to the staff.

Accountability

The Commission revised its human resources delegations in December 2005 and will revise its financial delegations in April 2006 to ensure that authorities are clear and appropriate. Executive accountability accords will be modified to ensure that essential obligations are clearly delineated and periodic monitoring through the year is established. Cascading down, performance agreements and appraisals are completed annually for all managers and staff, and individual learning plans will continue to be developed.

Policy and Programs

These items are addressed in detail in the Analysis by Program Activity section.

Citizen-Focussed Service

The Commission will continue to develop and revise its policies, programs and service standards, based on consultations with its internal and external stakeholders and in accordance with provisions of the new Public Service Modernization Act. It is expected that service to Canadians on human rights matters will be enhanced as a result of the synergies inherent in new collaborative approaches at the Commission, and new approaches within the federal system. The Commission commenced a client satisfaction study of its mediation process in 2005-2006. Other types of client satisfaction studies are being considered.

New investment to modernize the Commission's electronic business applications—the Complaint Management System and the Employment Equity Audit Tracking System—will eventually yield benefits in terms of enhanced online service for Canadians. The Commission will be introducing a new document management application in early 2006-2007 which will provide the basis for a new case management system.