2024–25 Departmental Plan
Table of Contents
- From the Commissioner
- Plans to deliver on core responsibilities and internal services
- Planned spending and human resources
- Corporate information
- Supplementary information tables
- Federal tax expenditures
- Definitions
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From the Commissioner
I am pleased to share with you the Departmental Plan for the Office of the Public Sector Integrity Commissioner of Canada (the Office) for 2024–25.
This is my first Departmental Plan as Public Sector Integrity Commissioner, following my appointment in September of 2023. I am honoured to be leading an organization that plays a key role in the accountability framework of the federal public sector. In keeping with the value of transparency and accountability, this document provides an opportunity to communicate directly with Canadians about our mandate, priorities, and work.
In the coming year, I anticipate the continuation of unprecedented increases in both the number and the complexity of submissions of disclosures of wrongdoing and reprisal complaints. As of December 2023, the Office had received more than 220 disclosures of wrongdoing, most of which involve multiple allegations. This is a sharp increase over the previous year’s total of 184.
The Office continues to analyze processes and implement efficiencies where opportunities allow. To achieve cost effectiveness and efficiencies, as well as to ensure compliance with Government of Canada requirements regarding information security, the Office has shifted away from external providers to building its internal information technology (IT) capacity. This will include acquiring new IT infrastructure to replace obsolete and tenuous equipment. This initiative will significantly mitigate information security risks.
Among our priorities is to ensure that the full range of disclosure processes are easily identifiable and accessible for those who have knowledge of alleged wrongdoing. To achieve this, we will continue to adapt our outreach and engagement strategy to optimize impact. Also, to improve awareness and facilitate access to the Office’s services, a redesign of our website will be completed in 2024–25, which will result in a more user-centred experience.
The independent, impartial investigation of alleged wrongdoing is the cornerstone of our work. The Office will continue its commitment to due process and the respect of the rights of all parties. In cases of founded wrongdoing, details will be reported to Parliament and recommendations for corrective measures will be provided to chief executives, contributing to a transparent and accountable public service, of which all Canadians can be proud.
I look forward to working with my team to implement the mandate in the service of the people of Canada.
(Original signed by)
Harriet Solloway
Public Sector Integrity Commissioner
Plans to deliver on core responsibilities and internal services
Core responsibilities and internal services
In this section
- Public sector disclosures of wrongdoing and complaints of reprisal
- Internal services
Public sector disclosures of wrongdoing and complaints of reprisal
In this section
- Description
- Quality of life impacts
- Results and targets
- Plans to achieve results
- Key risks
- Snapshot of planned resources in 2024–25
- Related government priorities
- Program inventory
Description
The Office of the Public Sector Integrity Commissioner of Canada (the Office) contributes to strengthening accountability and increases oversight of government operations by:
- providing an independent and confidential process for receiving and investigating disclosures of wrongdoing in, or relating to, the federal public sector from public servants and members of the public;
- reporting founded cases of wrongdoing to Parliament and making recommendations to chief executives on corrective measures; and
- providing a mechanism for handling complaints of reprisal from public servants and former public servants for the purpose of coming to a resolution, including through conciliation and by referring cases to the Public Servants Disclosure Protection Tribunal.
Quality of life impacts
The domains from the Canada’s Quality of Life Hub that relate the most closely to the Office’s core responsibility, Public sector disclosures of wrongdoing and complaints of reprisal, are as follows.
- Good Governance (primary domain): Public servants will have a mechanism to call out wrongdoing. The Office’s core responsibility contributes to this domain more specifically to the subdomain “Democracy and institutions” through all the activities mentioned in the core responsibility description. The indicator of interest for this domain is “Confidence in institutions.
- Prosperity: Canadians will be proud of an ethical public sector that ensures good job quality and job satisfaction. The Office’s core responsibility contributes to the subdomain “Employment and job quality” and the indicator of interest is “Job satisfaction.”
- Society: A robust whistleblowing regime supports social cohesion by ensuring trust in the public sector. The Office’s core responsibility contributes to the subdomain “Social cohesion and connections” and the indicator of interest is “Trust in others.”
Results and targets
The following tables show, for each departmental result related to Public sector disclosures of wrongdoing and complaints of reprisal, the indicators, the results from the three most recently reported fiscal years, the targets and target dates approved in 2024–25.
Table 1: Indicators, results and targets for Public sector disclosures of wrongdoing and complaints of reprisal are dealt with in a timely and effective manner
| Indicator | 2020–21 result | 2021–22 result | 2022–23 result | Target | Date to achieve target |
|---|---|---|---|---|---|
| Percentage of cases addressed within established service standards, which are available on the Office’s website | 75% (see note 1) | 75% (see note 1) | 75% (see note 2) | Service standard targets are met 100% of the time | March 2025 |
| Percentage of applications addressed within established service standard under the Legal Assistance Request Program | 100% | 98% (see note 1) | 100% | The service standard target is met 100% of the time | March 2025 |
Notes:
- Challenges related to the context of conducting investigations during the COVID-19 pandemic affected our capacity to meet all service standards targets as planned in the 2020–21 and 2021–22 Departmental Plans.
- Challenges related to the transition to a hybrid work model, and the still-felt consequences of the COVID-19 pandemic have affected our capacity to meet all service standards targets as planned in the 2022–23 Departmental Plan.
Table 2: Indicators, results and targets for departmental result for Public servants and members of the public are aware of the Office and have access to information to make an informed decision about disclosures of wrongdoing and/or complaints of reprisal
| Indicator | 2020–21 result | 2021–22 result | 2022–23 result | Target | Date to achieve target |
|---|---|---|---|---|---|
| Percentage of new website visitors | 98% | 99% | 96% | 90% of website visitors are new visitors | March 2025 |
| Number of attendees at outreach events | 228 (see note) | 3,875 | 3,264 | Total number of attendees for the combined events, in which the Office participates in a year, is at least 2,500 attendees | March 2025 |
Note: The planned face-to-face outreach events did not take place due to public health restrictions related to the COVID-19 pandemic. The number of attendees at outreach events refers to virtual events participants.
The financial, human resources and performance information for the Office’s program inventory is available on GC InfoBase.
Plans to achieve results
Planned Result 1: Public sector disclosures of wrongdoing and complaints of reprisal are dealt with in a timely and effective manner.
A timely and effective process to deal with disclosures of wrongdoing and complaints of reprisal in the federal public sector is essential to the success of the Office. This contributes to our vision of being a trusted organization and meeting our service standards.
In 2024–25, the Office will continue to implement the recommendations following the Evaluation of the Disclosure and Reprisal Management Program. To deal with an ever-growing influx of new files, the Office will improve its operational capacity and support the retention of staff by ensuring a transparent, collegial, collaborative and supportive work environment with a focus on sharing information, training and education. The operational capacity and efficiency of the Office will also be improved through technological upgrades, such as the launch of a new case management system.
Planned Result 2: Public servants and members of the public are aware of the Office and have access to information to make an informed decision about disclosures of wrongdoing and/or complaints of reprisal.
Public awareness and understanding of the Office’s roles and responsibilities are also key to its success.
To enhance awareness and improve comprehension of the federal whistleblowing regime, in 2024–25, the Office will continue to adapt the outreach and engagement strategy to target public servants, and others who may have witnessed wrongdoing. By offering presentations to public sector organizations on request, including taking part in learning sessions and values and ethics events, the Office can increase face-to-face sessions with stakeholders, contributing to a more accurate understanding of our work, as well as increased trust in the Office. The Office will also take advantage of opportunities for the Commissioner and other Senior Officials to speak at events for public servants, specialists and organizations in the fields of whistleblowing and values and ethics.
In 2022–23, the Office underwent an evaluation of its website, and received recommendations for improvement and redesign. Throughout 2023–24 significant work has been undertaken to prepare for the launch of a completely new website in 2024–25. The new site is being developed with a view to humanizing the image of the Office through increased videos and visual tools. This new content will also support the Office’s social media presence.
The website is an essential tool in communicating the Office’s mandate as well as being the main vehicle through which individuals report wrongdoing and reprisal to the Office. Given that the vast majority of submissions to the Office come in via the online form system, the forms will also be redesigned. Changes to the forms will be focused on improving user understanding of the Office’s jurisdiction and what is meant by wrongdoing and reprisal under the Public Servants Disclosure Protection Act.
Key risks
The Office continues to operate in an environment where there still exists a culture of resistance to whistleblowing within the federal public service driven by various factors, including fear of reprisal. The decision by individuals whether to disclose wrongdoing or to submit a complaint of reprisal, the complexity of cases, the legislative landscape and the Office’s limited resources are contributing factors to the Office’s ability to effectively deliver on its mandate and to meet its service standards. This underscores the need to retain and recruit skilled employees for key positions, such as investigators and case admissibility analysts.
As a micro-organization, the Office faces the risk of not being able to attract, retain and develop the right people with the appropriate mix of skills. This can negatively affect its ability to deliver its mandate and to foster a culture of knowledge sharing and transfer. The Office’s strategy to mitigate this risk includes proactive recruitment, as well as the use of casual employment and contractors when warranted.
The Office relies on external service providers for many of its corporate functions. This dependency subjects the Office to the risk of service providers not having the capacity to meet our operational needs at any given time. To mitigate this risk, the Office ensures that memoranda of understanding are in place with each service provider that detail both the services and levels of service to be provided. Regular monitoring of service delivery and audits of service level agreements are also conducted.
Based on historical statistical data, the number of new disclosures and complaints of reprisal are on the rise. Intake also fluctuates throughout the year and the complexity of each case can vary significantly. The unpredictable nature of file intake and volume means that, in the event of a sudden increase in cases and/or investigations, the Office runs the risk of not being able to process files in a timely manner. The Office’s risk response strategy is to closely monitor caseloads as well as human resource capacity and support ongoing professional development. In addition, the Office is exploring funding options that would enable it to maintain and build on human resource capacity to effectively deliver on its mandate in the context of growing trends and caseloads.
Furthermore, there is a risk that external and internal threats (including malware, hacking, and errors) could compromise the confidentiality, integrity and availability of sensitive information and business systems, disrupting operations and negatively impacting the Office’s ability to deliver on its mandate. To mitigate this risk, the Office is updating its outdated IT infrastructure, acquiring and implementing a new and more reliable Case Management System, and building internal IT capacity.
Snapshot of planned resources in 2024–25
- Planned spending: $3,807,679
- Planned full-time resources: 24.5 full-time equivalents
Related government priorities
United Nations 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals
The Office’s Sustainable Development Strategy and actions support the United Nations’ sustainable development goal of sustainable consumption and production patterns. More specifically and although the impact may be at a small scale, the Office will promote public procurement practices that are sustainable by applying the policy on green procurement of the Government of Canada. This will contribute to achieving the Federal Sustainable Development Strategy target on Greening Government.
More information on the Office’s contributions to Canada’s Federal Implementation Plan on the 2030 Agenda and the Federal Sustainable Development Strategy can be found in our Departmental Sustainable Development Strategy.
Program inventory
The Office’s core responsibility, Public sector disclosures of wrongdoing and complaints of reprisal, is supported by the Disclosure and Reprisal Management Program.
Supporting information on planned expenditures, human resources, and results related to the Office’s program inventory is available on GC Infobase.
Internal services
In this section
- Description
- Plans to achieve results
- Snapshot of planned resources in 2024–25
- Related government priorities
Description
Internal services are the services that are provided within a department so that it can meet its corporate obligations and deliver its programs. There are 10 categories of internal services:
- acquisition management services
- communications services
- financial management services
- human resources management services
- information management services
- information technology services
- legal services
- management and oversight services
- materiel management services
- real property management services
Plans to achieve results
Information management and information technology (IM/IT)
The Office consulted several stakeholders, including Shared Services Canada and comparable organizations, on their current IM/IT staff and infrastructure. The conclusion was that outsourcing would entail too many risks and uncertainties. From April 1, 2024, the Office intends to create its own in-house IT capability to address these risks and uncertainties. It therefore needs increased funding to complete this project. A request for new funds (2024 budget 2024) has been submitted to Treasury Board in this regard.
Approval of the requested funds from 2024–25 onwards will help mitigate the risks associated with IM/IT infrastructure obsolescence, support necessary IM/IT upgrades and projects, and maintain the integrity of our IM/IT systems, as well as provide ongoing IT support to employees.
In real terms, in 2024–25, we plan to:
- deploy ITSM and ITAM solutions to support the new IT Team in their operations;
- migrate the local backup infrastructure to a new host/server;
- harden the Backup strategy by leveraging Cloud services;
- migrate the local email infrastructure to the Cloud; and
- improve the Endpoint Antivirus coverage by leveraging Cloud services.
Team and work environment
In 2024–25, we will foster an exceptional work environment by:
- investing in our workforce, encouraging employee learning and development;
- supporting the well-being of our employees, with particular attention to wellness and mental health initiatives; and
- reducing and preventing barriers to accessibility to our program, services and work environment.
As a micro-organization with limited resources, the Office will also continue to strengthen its existing partnerships and develop new ones for the provision of a number of internal services. The focus will be on strengthening oversight of internal procedures and controls.
Snapshot of planned resources in 2024–25
- Planned spending: $3,807,679
- Planned full-time resources: 24.5 full-time equivalents
Related government priorities
Planning for contracts awarded to Indigenous businesses
As outlined in the new Treasury Board Secretariat Mandatory Procedures for Contracting with Indigenous Businesses, all departments and agencies are required to award a minimum of 5% of the total value of their contracts to Indigenous businesses each year. Like others, the Office (identified as part of Phase 3) has prepared a plan to achieve this goal. Implementation began in 2023–24.
The Office will continue to explore opportunities to increase positive outcomes for procurement related social objectives (i.e. Indigenous, greening government, etc.). For example, this will include changes to our internal Request for Contract form. Additional changes may be made to other procurement tools and processes. For all sole-source contracts, the Office will give priority to qualified Indigenous suppliers.
Table 3: Planning for contracts awarded to Indigenous businesses
| 5% reporting field description | 2022–23 actual result | 2023–24 forecasted result | 2024–25 planned result |
|---|---|---|---|
| Total percentage of contracts with Indigenous businesses | 8% | 5% | 5% |
Planned spending and human resources
This section provides an overview of the Office’s planned spending and human resources for the next three fiscal years and compares planned spending for 2024–25 with actual spending from previous years.
In this section
- Spending
- Funding
- Future-oriented condensed statement of operations
- Human resources
Spending
Table 4: Actual spending summary for core responsibilities and internal services (in dollars)
The following table shows information on spending for each of the Office’s core responsibilities and for its internal services for the previous three fiscal years. Amounts for the current fiscal year are forecasted based on spending to date.
| Core responsibilities and internal services | 2021–22 actual expenditures | 2022–23 actual spending | 2023–24 forecast spending |
|---|---|---|---|
| Public sector disclosure of wrongdoing and complaints of reprisal | 3,347,227 | 3,753,393 | 4,235,511 |
| Internal services | 2,099,301 | 2,040,806 | 2,280,660 |
| Total | 5,446,528 | 5,794,199 | 6,516,171 |
Explanation of table 4
Analysis of the data presented in this table shows that, on average, 63% of the Office's expenditure is program-related and 37% for internal services.
Compared with 2021–22, overall spending in 2022–23 has increased by $347,671 (or 6%). This increase is related to spending on Public sector disclosure of wrongdoing and complaints of reprisal.
Expenditures in 2023–24 are also projected to increase by $721,972 (or 12%) over 2022–23. The majority (67%) of this increase is program-related due to retroactive payments in 2023–24, while 33% is related to planned spending on internal services.
Table 5: Budgetary planning summary for core responsibilities and internal services (in dollars)
The following table shows information on spending for each of the Office’s core responsibilities and for its internal services for the upcoming three fiscal years.
| Core responsibilities and internal services | 2024–25 budgetary spending (as indicated in Main Estimates) | 2024–25 planned spending | 2025–26 planned spending | 2026–27 planned spending |
|---|---|---|---|---|
| Public sector disclosure of wrongdoing and complaints of reprisal | 3,807,679 | 3,807,679 | 3,835,461 | 3,840,938 |
| Internal services | 2,258,674 | 2,258,674 | 2,267,936 | 2,269,761 |
| Total | 6,066,353 | 6,066,353 | 6,103,397 | 6,110,699 |
Explanation of table 5
From 2024–25 onwards, planned spending by core responsibility is like the approved budget, and should remain at the same level until 2026–27.
Funding
Figure 1: Departmental spending 2021–22 to 2026–27
The following graphic presents planned spending (statutory and voted expenditures) over time.
text version
| Expenditures (in dollars) | 2021–22 | 2022–23 | 2023–24 | 2024–25 | 2025–26 | 2026–27 |
|---|---|---|---|---|---|---|
| Statutory | 519,125 | 545,029 | 582,371 | 563,202 | 567,694 | 568,580 |
| Voted | 4,927,403 | 5,249,170 | 5,933,801 | 5,503,151 | 5,535,703 | 5,542,119 |
| Total | 5,446,528 | 5,794,199 | 6,516,171 | 6,066,353 | 6,103,397 | 6,110,699 |
In recent years, our spending levels have varied due to:
- increased spending in 2022–23 in Operating and Maintenance, particularly in IT equipment and professional services; and
- retroactive payments in 2023–24 under newly signed collective agreements, and anticipated increases in spending in 2023–24 for professional services, relocations and miscellaneous equipment purchases.
The plan is to spend our entire budget authorization in the future (from 2024–25 to 2026–27), in line with the Main Estimates.
Estimates by vote
Information on the Office’s organizational appropriations is available in the 2024–25 Main Estimates.
Future-oriented condensed statement of operations
The future-oriented condensed statement of operations provides an overview of the Office’s operations for 2023–24 to 2024–25.
The forecast and planned amounts in this statement of operations were prepared on an accrual basis. The forecast and planned amounts presented in other sections of the Departmental Plan were prepared on an expenditure basis. Amounts may therefore differ.
A more detailed future-oriented statement of operations and associated notes, including a reconciliation of the net cost of operations with the requested authorities, are available at the Office’s website.
Table 6: Future-oriented condensed statement of operations for the year ending March 31, 2025 (in dollars)
| Financial information | 2023–24 forecast results | 2024–25 planned results | Difference (2024–25 planned results minus 2023–24 forecast results) |
|---|---|---|---|
| Total expenses | 7,398,416 | 7,187,722 | (210,694) |
| Total revenues | 0 | 0 | 0 |
| Net cost of operations before government funding and transfers | 7,398,416 | 7,187,722 | (210,694) |
Explanation of table 6
A slight decrease of $210,694 (or 3%) is projected in 2024–25 over the 2023–24 forecast. The difference between the two years is primarily due to the cash out of severance benefits for some employees who have left the Public Service in 2023–24.
Human resources
Table 7: Actual human resources for core responsibilities and internal services
The following table shows a summary of human resources, in full-time equivalents (FTEs), for the Office’s core responsibility and for its internal services for the previous three fiscal years. Human resources for the current fiscal year are forecasted based on year to date.
| Core responsibilities and internal services | 2021–22 actual FTEs | 2022–23 actual FTEs | 2023–24 forecasted FTEs |
|---|---|---|---|
| Public sector disclosure of wrongdoing and complaints of reprisal | 26.2 | 24.9 | 26.2 |
| Internal services | 7.6 | 7.2 | 8.5 |
| Total | 33.8 | 32.1 | 34.7 |
Explanation of table 7
The Office’s staffing level has remained stable with an average of 33.5 FTEs from 2021–22 to 2023–24. For the time being, we expect this trend to continue beyond 2023–24. Minor fluctuations in FTE levels may occur, reflecting normal staff turnover.
Over the years, we have also observed that the largest average proportion (75%) of the office workforce is in the program.
Table 8: Human resources planning summary for core responsibilities and internal services
The following table shows information on human resources, in FTEs, for the Office’s core responsibility and for its internal services planned for 2024–25 and future years.
| Core responsibilities and internal services | 2024–25 planned FTEs | 2025–26 planned FTEs | 2026–27 planned FTEs |
|---|---|---|---|
| Public sector disclosure of wrongdoing and complaints of reprisal | 24.5 | 24.5 | 24.5 |
| Internal services | 8.7 | 8.7 | 8.7 |
| Total | 33.2 | 33.2 | 33.2 |
Explanation of table 8
As a micro-organization with minimal resources and ongoing capacity challenges, every departure and unfilled position has a real impact on our ability to deliver on our core responsibility and the wide range of organizational responsibilities that apply to all departments, regardless of size or resources.
Over the years, the number of disclosures, complaints and investigations has been trending upwards, and has reached the point that all available resources are being used, and there is no capacity to support the continuing increase of cases. It is anticipated that this trend will continue, putting the Office in a position where it will not be able to meet service standards, delaying results and undermining confidence in the Office. In addition to human resources needs, the Office does not have internal capacity to carry out a number of essential corporate services, such as HR, compensation, security, and IM/IT support going forward.
For this reason, the Commissioner has submitted a budget proposal asking the government to allocate $700,000 in 2024–25 and approximately $1.56 million permanently to meet the demands in the implementation of the mandate.
Corporate information
Organizational profile
Appropriate minister: The Honourable Anita Anand, President of the Treasury Board
Institutional head: Harriet Solloway, Public Sector Integrity Commissioner
Ministerial portfolio: Treasury Board
Enabling instrument: Public Servants Disclosure Protection Act
Year of incorporation/commencement: 2007
Other: The Office supports the Commissioner, who is an independent Agent of Parliament
Organizational contact information
Mailing address:
60 Queen Street, 4th floor
Ottawa, Ontario K1P 5Y7
Telephone: 613-941-6400 or 1-866-941-6400 (toll-free)
Email: info@psic-ispc.gc.ca
Website: https://www.psic-ispc.gc.ca/en
Supplementary information tables
The Details on Transfer Payment Programs supplementary information table is available on the Office’s website.
Information on the Office’s departmental sustainable development strategy can be found on the Office’s website.
Federal tax expenditures
The Office’s Departmental Plan does not include information on tax expenditures.
Tax expenditures are the responsibility of the Minister of Finance. The Department of Finance Canada publishes cost estimates and projections for government-wide tax expenditures each year in the Report on Federal Tax Expenditures.
This report provides detailed information on tax expenditures, including objectives, historical background and references to related federal spending programs, as well as evaluations, research papers and gender-based analysis plus.
Definitions
Expand/collapse the section
appropriation (crédit)
Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
budgetary expenditures (dépenses budgétaires)
Operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.
core responsibility (responsabilité essentielle)
An enduring function or role performed by a department. The intentions of the department with respect to a core responsibility are reflected in one or more related departmental results that the department seeks to contribute to or influence.
Departmental Plan (plan ministériel)
A document that sets out a department’s priorities, programs, expected results and associated resource requirements, covering a three-year period beginning with the year indicated in the title of the report. Departmental Plans are tabled in Parliament each spring.
departmental result (résultat ministériel)
A change that a department seeks to influence. A departmental result is often outside departments’ immediate control, but it should be influenced by program-level outcomes.
departmental result indicator (indicateur de résultat ministériel)
A factor or variable that provides a valid and reliable means to measure or describe progress on a departmental result.
departmental results framework (cadre ministériel des résultats)
A framework that consists of the department’s core responsibilities, departmental results and departmental result indicators.
Departmental Results Report (rapport sur les résultats ministériels)
A report on a department’s actual performance in a fiscal year against its plans, priorities and expected results set out in its Departmental Plan for that year. Departmental Results Reports are usually tabled in Parliament each fall.
full-time equivalent (équivalent temps plein)
A measure of the extent to which an employee represents a full person-year charge against a departmental budget. Full-time equivalents are calculated as a ratio of assigned hours of work to scheduled hours of work. Scheduled hours of work are set out in collective agreements.
gender-based analysis plus (GBA Plus) (analyse comparative entre les sexes plus [ACS Plus])
An analytical tool used to support the development of responsive and inclusive policies, programs and other initiatives. GBA Plus is a process for understanding who is impacted by the issue or opportunity being addressed by the initiative; identifying how the initiative could be tailored to meet diverse needs of the people most impacted; and anticipating and mitigating any barriers to accessing or benefitting from the initiative. GBA Plus is an intersectional analysis that goes beyond biological (sex) and socio-cultural (gender) differences to consider other factors, such as age, disability, education, ethnicity, economic status, geography, language, race, religion, and sexual orientation.
government-wide priorities (priorités pangouvernementales)
For the purpose of the 2024–25 Departmental Plan, government-wide priorities are the high-level themes outlining the government’s agenda in the 2021 Speech from the Throne: building a healthier today and tomorrow; growing a more resilient economy; bolder climate action; fighter harder for safer communities; standing up for diversity and inclusion; moving faster on the path to reconciliation and fighting for a secure, just, and equitable world.
horizontal initiative (initiative horizontale)
An initiative in which two or more federal organizations are given funding to pursue a shared outcome, often linked to a government priority.
Indigenous business (entreprise autochtone)
As defined on the Indigenous Services Canada website in accordance with the Government of Canada’s commitment that a mandatory minimum target of 5% of the total value of contracts is awarded to Indigenous businesses annually.
non-budgetary expenditures (dépenses non budgétaires)
Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.
performance (rendement)
What an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve, and how well lessons learned have been identified.
plan (plan)
The articulation of strategic choices, which provides information on how an organization intends to achieve its priorities and associated results. Generally, a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead up to the expected result.
planned spending (dépenses prévues)
For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts presented in the Main Estimates.
A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their Departmental Plans and Departmental Results Reports.
program (programme)
Individual or groups of services, activities or combinations thereof that are managed together within a department and that focus on a specific set of outputs, outcomes or service levels.
program inventory (répertoire des programmes)
An inventory of a department’s programs that describes how resources are organized to carry out the department’s core responsibilities and achieve its planned results.
result (résultat)
An external consequence attributed, in part, to an organization, policy, program or initiative. Results are not within the control of a single organization, policy, program or initiative; instead, they are within the area of the organization’s influence.
statutory expenditures (dépenses législatives)
Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.
target (cible)
A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.
voted expenditures (dépenses votées)
Expenditures that Parliament approves annually through an Appropriation Act. The vote wording becomes the governing conditions under which these expenditures may be made.