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Section I: Organizational Expenditure Overview
Organizational Profile
- Appropriate Minister:
- The Honourable Patty Hajdu
- Institutional Head:
- Meena Ballantyne
- Ministerial Portfolio:
- Canadian Heritage
- Enabling Instrument:
- Order in Council (1976-779)
- Year of Incorporation / Commencement:
- 1976
Organizational Context
Raison d’être
The Office of the Co-ordinator, Status of Women, known as Status of Women Canada (SWC), is a federal government agency that promotes equality between women and men in all aspects of Canadian life. The mandate of SWC is “to coordinate policy with respect to the status of women and administer related programs”
(1976).
SWC is responsible for exercising leadership and working in partnership to promote and advance equality by: supporting community-based action and innovation that will lead to equality by helping to create conditions for success for women and girls in Canada; providing expert advice on gender equality and Gender-based Analysis in the development of effective programs, policies and legislation for all Canadians; promoting commemorative dates relating to women and girls in Canada; and supporting Canada’s efforts to meet international obligations.
SWC works to promote and advance equality for women and girls, focusing its efforts in three areas: improving women’s and girls’ economic security and prosperity; ending violence against women and girls; and supporting the advancement and increased representation of women and girls in leadership and decision-making roles. While SWC focuses on these three areas, the agency is able to address specific issues, such as engaging men and boys in ending violence, increasing women’s participation in skilled trades and technical professions or assisting women in rural and remote communities.
Responsibilities
SWC is the primary federal agency responsible for supporting the government’s agenda to achieve equality for women and girls. As issues affecting women and girls permeate every aspect of society, the agency works with a wide range of organizations, builds synergies with key stakeholders, collaborates with different levels of government and engages the private and voluntary sectors.
To bring about concrete results and enduring benefits for Canadians, the agency carries out its mandate strategically and, ensures that its policy interventions and program investments are aligned with Government of Canada priorities.
In its policy function, SWC plays the role of a knowledge broker and facilitator, offering input, advice and strategic support to other government departments and agencies, conducting policy analysis, and making strategic interventions at both the domestic and international levels.
SWC also leads in building capacity across government for the integration of Gender-Based Analysis Plus (GBA+). GBA+ is an analytical tool to systematically integrate gender and other identity factors throughout the decision-making process and to assess the potential impacts of policies, programs or legislation on diverse groups of women and men in order to inform the development and delivery of more responsive initiatives.
Through the Women’s Program, SWC supports community-based action and innovation by providing financial and professional assistance to organizations to carry out projects that work to bring about equality between women and men and have a clear potential for making a difference in the lives of women and girls in Canada.
To raise awareness of the key milestones in the history of women, SWC promotes commemorative dates such as: International Women’s Day (March 8), Women’s History Month (October), the International Day of the Girl (October 11), Persons Day (October 18) and the National Day of Remembrance and Action on Violence Against Women (December 6).
SWC’s regional offices are located in Montréal (serving Quebec), Moncton (serving New Brunswick, Prince Edward Island, Nova Scotia and Newfoundland and Labrador), and Edmonton (serving Alberta, Manitoba, Saskatchewan, British Columbia, Northwest Territories and Yukon). The National office, also serving Nunavut, and the Ontario regional office are located at SWC headquarters in the National Capital Region.
Strategic Outcome and Program Alignment Architecture
1. Strategic Outcome: Equality between women and men is promoted and advanced in Canada
1.1 Program: Leadership, Expertise and Advice
1.2 Program: Advancing Equality for Women
Internal Services
Organizational Priorities
Priority | Type | Programs |
---|---|---|
Addressing violence against women and girls | Ongoing |
|
Summary of Progress | ||
What progress has been made toward this priority?
|
||
Priority | Type | Programs |
Increasing representation of women in leadership and decision-making roles | Ongoing |
|
Summary of Progress | ||
What progress has been made toward this priority?
|
||
Priority | Type | Programs |
Strengthening implementation of Gender-based Analysis Plus (GBA+) | Ongoing |
|
Summary of Progress | ||
What progress has been made toward this priority?
|
||
Priority | Type | Programs |
Promoting economic opportunities for women | Ongoing |
|
Summary of Progress | ||
What progress has been made toward this priority?
|
||
Priority | Type | Programs |
Modernizing programs and services for Canadians | Ongoing |
|
Summary of Progress | ||
What progress has been made toward this priority?
|
Risk Analysis
SWC’s outcomes are interdependent on the actions of other stakeholders. Such interdependence represents a risk to the achievement of expected results and progress toward the agency’s strategic outcome. To mitigate this potential risk, SWC has established response strategies that engage citizens, build synergies, support networks and promote partnerships and collaboration among different players. Given the diverse and growing demand for its services, SWC also faces a potential risk to its image as a relevant and responsive organization. As such, SWC has put in place processes, mechanisms and tools to ensure that its programming, policy function and communication activities remain relevant and responsive.
Key Risks
Risk | Risk Response Strategy | Link to Program Alignment Architecture |
---|---|---|
SWC’s outcomes are interdependent on the actions of other stakeholders. |
|
|
Risk | Risk Response Strategy | Link to Program Alignment Architecture |
Given its broad mandate and the range of demands for its program and policy interventions, SWC may be perceived as not meeting/responding to stakeholder expectations. |
|
|
Actual Expenditures
Budgetary Financial Resources (dollars)
2014–15
Main Estimates |
2014–15
Planned Spending |
2014–15
Total Authorities Available for Use |
2014–15
Actual Spending (authorities used) |
Difference
(actual minus planned) |
---|---|---|---|---|
29,607,730 | 29,607,730 | 30,327,567 | 30,125,744 | 518,014 |
Human Resources (Full-Time Equivalents [FTEs])
2014–15
Planned |
2014–15
Actual |
2014–15
Difference (actual minus planned) |
---|---|---|
96 | 98 | 2 |
Strategic Outcome, Programs and Internal Services | 2014–15
Main Estimates |
2014–15
Planned Spending |
2015–16
Planned Spending |
2016–17
Planned Spending |
2014–15
Total Authorities Available for Use |
2014–15
Actual Spending (authorities used) |
2013–14
Actual Spending (authorities used) |
2012–13
Actual Spending (authorities used) |
---|---|---|---|---|---|---|---|---|
Strategic Outcome: 1. Equality between women and men is promoted and advanced in Canada | ||||||||
Program 1.1:
Leadership, Expertise and Advice |
2,136,900 | 2,136,900 | 2,142,013 | 2,142,013 | 2,286,900 | 2,004,692 | 2,189,159 | |
Program 1.2:
Advancing Equality for Women |
24,267,723 | 24,267,723 | 23,155,089 | 23,155,089 | 24,267,723 | 22,783,283 | 22,750,591 | |
Subtotal | 26,404,623 | 26,404,623 | 25,297,102 | 25,297,102 | 26,554,623 | 24,523,698 | 24,939,750 | 24,607,197 |
Internal Services Subtotal | 3,203,107 | 3,203,107 | 4,245,975 | 4,245,975 | 3,772,944 | 5,337,769 | 6,482,533 | 5,120,989 |
Total | 29,607,730 | 29,607,730 | 29,543,077 | 29,543,077 | 30,327,567 | 30,125,744 | 31,422,283 | 29,728,186 |
Alignment of Spending With the Whole-of-Government Framework
Alignment of 2014-15 Actual Spending With the Whole-of-Government FrameworkEndnote i (dollars)
Strategic Outcome | Program | Spending Area | Government of Canada Outcome | 2014-15
Actual Spending |
---|---|---|---|---|
Equality between women and men is promoted and advanced in Canada | 1.1: Leadership, Expertise and Advice | Government Affairs | A transparent, accountable and responsive federal government | 2,004,692 |
1.2: Advancing Equality for Women | Economic Affairs | Income security and employment for Canadians | 22,783,283 |
Total Spending by Spending Area (dollars)
Spending Area | Total Planned Spending | Total Actual Spending |
---|---|---|
Economic affairs | 24,267,723 | 22,783,283 |
Government affairs | 2,136,900 | 2,004,692 |
Departmental Spending Trend
2012-2013 | 2013-2014 | 2014-2015 | 2015-2016 | 2016-2017 | 2017-2018 | |
---|---|---|---|---|---|---|
Total Spending | 29728187 | 31422283 | 30125743 | 29510040 | 29510040 | 29510040 |
2012-13 | 2013-14 | 2014-15 | 2015-16 | 2016-17 | 2017-18 | |
---|---|---|---|---|---|---|
Sunset Programs - Anticipated | 0 | 0 | 0 | 0 | 0 | 0 |
Statutory | 1,262,449 | 1,327,619 | 1,275,340 | 1,203,901 | 1,203,901 | 1,203,901 |
Voted | 28,465,738 | 30,094,664 | 28,850,404 | 28,306,139 | 28,306,139 | 28,306,139 |
Total Spending | 29,728,187 | 31,422,283 | 30,125,744 | 29,510,040 | 29,510,040 | 29,510,040 |
In 2014-15, SWC spent a total of $30,125,744 ($19,033,332 in grants and contributions) to carry out its programs, achieve expected results and advance its strategic outcome. The decrease in spending is mainly due to the relocation of SWC headquarters in 2013.
The amount shown for the period 2012-13 to 2014-15 represents SWC’s actual spending; the amount shown for 2015-16 to 2017-18 is SWC’s planned spending.
Expenditures by Vote
For information on SWC’s organizational voted and statutory expenditures, consult the Public Accounts of Canada 2015,Endnote ii which is available on the Public Works and Government Services Canada website.Endnote iii
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