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Section III—Supplementary Information

3.1 Financial highlights

List of supplementary information tables

The following tables are located on the TBS website:

  • Details on Transfer Payment Programs
  • Internal Audit
  • Evaluation

3.2 Other items of interest

In 2009–2010, SWC will move beyond the transition period and focus on solidifying gains to advance the participation of women in Canada’s economy, society and in decision-making and leadership roles. Of particular interest for the next fiscal year are a number of initiatives:

Action plan to advance equality for women

Since its creation in 1976, SWC has played an important role in advancing the overall status of women in Canada. The changes introduced in 2006 have further enhanced this role. In support of the Federal Action Plan for Women, SWC will implement a three-pillar strategy through a number of partnerships:

Improving women’s economic security and prosperity:  The focus of this direction is to ensure that women benefit from and contribute to the economic growth and prosperity of Canada. This will require SWC to develop strategies that promote women’s attachment to the labour force, increase their participation in non-traditional occupations, ensure access to government benefits, and empower women to become full and active participants in this sector. SWC will, among others, assist in creating the conditions for success for women to become entrepreneurs, grow their businesses and participate in global trade and commerce, as well as in accessing procurement supply chains, and will encourage women and girls to develop the skills required in this sector. Examples of projects under this category include:

  • Supplier diversity initiative:  in partnership with economic development agencies, associations, the private sector and other departments, SWC will support the creation of WEConnect Canada. This non- profit entity is based on the United States and United Kingdom models that help train, mentor and certify women-owned enterprises to grow their businesses through the supplier diversity programs of large corporations as well as through the government procurement system.
  • Canadian Advanced Technology Alliance – Women in Technology:  a partnership project to increase women’s participation in the advanced technology sectors.

Ending violence against women:  To end violence against women, SWC will continue to work with a wide-range of partners to address social issues that impact women, collaborate with government departments and other stakeholders to develop policies and measures to combat violence against women, and provide financial and professional assistance to organizations for projects that address violence against women and girls. In particular, SWC will continue to address violence against Aboriginal women by continuing the work accomplished in partnership with NWAC through the Sisters in Spirit initiative. Examples of projects under this category include:

  • Practical Frameworks for Change:  a project designed to improve the delivery of services in women’s shelters in Alberta through the development of best practices in women’s safety, health, and culturally sensitive services.

Encouraging women in leadership and decision-making roles:  In 2009–2010, SWC will work with key partners in creating conditions for success that facilitate the integration of women in key positions in Canadian corporate boards, public institutions and the private sector. It will, at the same time, invest in projects that prepare women to assume leadership and decision-making roles. This will include measures to promote awareness of future choices available to young girls to occupy key roles in the decision-making institutions across society.

  • Experiences Program:  a partnership project with Equal Voice and with private sector and civil society partners across Canada to attract girls and young women to the democratic process and to promote their engagement at all levels of government in democratic institutions. This includes a Speakers’ Bureau and a Mentoring Program involving political leaders at the federal, provincial, and territorial levels and young girls and young women who aspire to play a civic leadership role.

Statutory and departmental reports

Status of Women Canada Main Estimates: Report on Plans and Priorities

Status of Women Canada Performance Report

For other publications, please visit the SWC Web site:

Contact information

For questions on financial information, contact:

Cynthia Paquette
Director, Corporate Services
Telephone: 613-947-1453
Fax: 613-947-6113

For other questions, contact:

Ainalem Tebeje
Manager, Planning and Reporting
Telephone: 613-995-1811
Fax: 613-943-2386

Footnotes to the report

1  In 2006, 18% of women aged 15 and over had a university degree, up from 10% in 1991 and just 3% in 1971.

2  The participation rate of women in the labour force reached 62.4% in 2008, representing the highest level to date.

3  The average income of women in 2005 was almost 8% higher than the figure in 2000.

4  Labour Force Survey, 2008

5  Sources: Catalyst (2007). Census of Women Board Directors of the FP 500: Voices from the Boardroom; and Rosenzweig & Company (2008). Report on Women at the Top Levels of Corporate Canada.

6  In 2004, female victims accounted for 86% of sexual assaults, 69% of kidnappings or abductions, and 79% of criminal harassment incidents reported to the police.

7  The Women’s Community Fund provides grants and contributions to projects to address the economic and social situation of women and their participation in democratic life.

8  The objective of the Women’s Partnership Fund is to build partnerships between Status of Women Canada, eligible non-governmental organizations, public institutions and the private sector through collaborative contribution projects that address the economic and social situation of women and their participation in democratic life.

9  SWC is a small agency that functions with centralized services to deliver on all aspects of its corporate, communications and management functions. As such, human resources within these centralized Internal Services groups provide corporate, as well as directorate level services to SWC. It would be fair to say that 20%–25% of these resources provide directorate level services to SWC’s Policy and Program groups.