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Section II – Analysis of Program Activities by Strategic Outcome

Strategic Outcome: Equality for women and their full participation in the economic, social and democratic life of Canada

SWC’s strategic outcome – a long-term, enduring benefit for Canadians – is achieved through the collective efforts of diverse players in the public, private and voluntary sectors. Given its mandate, SWC has a key role in the realization of this outcome which is supported by the agency’s two program activities.

To assess progress toward this outcome, SWC uses performance indicators and targets that demonstrate increased representation of women in key areas, including the labour market and workforce, entrepreneurship and in leadership and in decision-making roles. The agency is currently examining ways to improve performance reporting and will update its performance measurement framework accordingly, building, in part, on the findings of the Women’s Program evaluation.

 
2.1 Program Activity:
Strategic policy analysis, planning and development

Program Activity Description

This program activity develops strategic policy analysis, advice, and tools to support federal departments and central agencies in identifying policy priorities and integrating gender-based analysis in existing and proposed policies, programs and initiatives. This is done through collaboration with other federal departments, provincial-territorial governments, academic institutions, civil society, and key international partners. The program activity’s contribution to the strategic outcome is by way of enabling and supporting federal organizations to develop policies, programs and initiatives that integrate gender considerations, thereby supporting equality for women and their full participation in the economic, social and democratic life of Canada.

2010–11 Financial resources ($ millions)						2010–11 Human resources (FTEs)
Planned spending		Total authorities		Actual spending		Planned	Actual	Difference
1.8		2.1		2.0		15	17	(2)
Expected results			Performance indicators			Targets		Performance status
Increased policy effectiveness in addressing women’s issues and gender equality			Number of departments that respond to women’s issues effectively through policy/program formulation and implementation			3–5 departments per year		Met All
Sustainable capacity of federal government departments to apply GBA			Percentage of other government departments with increased capacity to incorporate GBA into their policy and program activities			3–5 departments per year		Met All
Increased integration of women’s issues in the formulation of policies and programs			Number of new and improved policies and programs that respond to women’s issues			3–5 policies per year		Met All

 

 
Performance Summary and Analysis of Program Activity

Sustainable Capacity of Federal Government Departments to Apply GBA: In spring 2009, the Office of the Auditor General reported on its review of the practice of GBA within six departments and the three central agencies, Treasury Board Secretariat (TBS), Privy Council Office (PCO) and Finance (the latter as a department and central agency). Following the Audit, SWC, TBS and PCO tabled the Departmental Action Plan on Gender-Based Analysis (GBA) with the Standing Committee on Public Accounts.

The year 2010–2011 was critical to SWC’s role in enlisting leadership and support for the practice of GBA in federal organizations. Priority was given to the multi-phased implementation of the Departmental Action Plan on GBA. While the focus was on the six departments and three central agencies audited, outreach was broadened to allow more federal organizations⁷ to fulfil the expectations of the Action Plan. The Action Plan provides accountability measures for GBA implementation and establishes a standard that requires federal organizations to make GBA a sustainable practice; to pilot GBA on a project to be showcased internally and to report on their overall efforts to strengthen the practice of GBA. SWC plays a lead role in guiding and facilitating GBA implementation processes within federal departments and agencies while the PCO and TBS perform challenge roles regarding evidence of GBA in Cabinet document, such as memoranda to Cabinet and Treasury Board submissions.

Throughout the reporting period, targeted efforts were made to improve communications, clarify expectations and increase accountability for GBA across the federal family. Panel presentations were organized in collaboration with PCO and TBS. In addition, face-to-face meetings, workshops, presentations, and interdepartmental meetings, involving working level and senior management, helped to guide and inform organizations’ GBA implementation processes.

In summer/fall 2010, the departments that participated in the first phase of the Action Plan submitted to SWC a detailed self-assessment on the various stages of development of their GBA institutional capacity. Findings from these self-assessments were reflected in the Interim Status Report on the Implementation of the Departmental Action Plan (http://www.parl.gc.ca/Content/HOC/Committee/403/PACP/WebDoc/WD4595936/Action_Plans/43-Status of Women Canada-e.htm), tabled by SWC in December 2010 at the request of the Standing Committee on Public Accounts.

At the end of the first phase of the GBA Action Plan, SWC, in collaboration with PCO and TBS, determined that four of the six audited departments had successfully completed their implementation process and achieved greater capacity to conduct and document GBA. The remaining two departments succeeded in partially completing their implementation processes and have joined the second phase of implementation (2011) to complete their GBA ‘pilot’ initiative and self-assessment.

SWC also provided GBA advice, tools and support services to approximately 20 other departments and agencies seeking guidance on integrating GBA. This support was both at the institutional level and in specific strategic documents such as memoranda to Cabinet. SWC also extended its outreach to specific professional communities within the federal government. Given their critical role in the policy and program development process, priority was given to the research and evaluation communities. For example, SWC co-sponsored with TBS a GBA presentation to Heads of Evaluation (January 2011).

SWC continued to chair meetings of the Interdepartmental Committee on GBA to improve communications and keep federal organizations updated on the GBA implementation progress. The committee also served to clarify expectations, provide a forum for exchanging information on respective departmental activities/issues related to GBA, respond to challenges and questions, and receive feedback on GBA products in development.

In 2010–2011, SWC undertook a review of its tools and training, building on a commitment to integrate better elements of intersectionality ⁸ in the GBA process. SWC established an interdepartmental working group on GBA tools – which reviewed and critiqued the new tools in various stages of development.

Major work was undertaken with key federal partners during 2010–2011 to develop a new online GBA training course. SWC is examining options for the possible delivery of this training through an online platform. SWC also continued to support departments with a pool of qualified GBA trainers, free training materials and assistance in developing case studies for use in their GBA courses. In addition, SWC revised its training materials to provide a one-day “Introduction to GBA” workshop. The first workshop, delivered in March 2011, received positive feedback from participants and will continue into the next reporting period.
 

Increased Integration of Women’s Issues in the Formulation of Policies and Programs: In its policy role, SWC continued to act as a knowledge broker, providing information, advice and support to departments and facilitating partnerships, particularly in areas of importance to women and gender equality:

• In 2010–2011, SWC spearheaded the collaborative efforts of 18 other federal organizations to leverage financial support for Statistics Canada’s sixth edition of Women in Canada, a Gender-based Statistical report.
   
• The agency saw an increased level of interest among and engagement by departments with an economic mandate, including: Public Works and Government Services Canada, Human Resources and Skills Development Canada, Indian and Northern Affairs Canada and Natural Resources Canada, to name a few.
   
• SWC continued to work with key stakeholders, raising awareness on the gendered dimensions of entrepreneurship to help facilitate women’s access to procurement opportunities and non-traditional occupations. For example, SWC collaborated with INAC to co-host a national Roundtable on Gender and Economic Development, a key activity for implementing the Federal Framework for Aboriginal Economic Development.
   
• SWC continued to play a key role in addressing various forms of violence against women and girls. In 2010–2011, in partnership with the Public Health Agency of Canada, SWC developed information and resources to respond to priority areas identified by the interdepartmental Family Violence Initiative. These priorities included the need to better understand: the nature, extent and particular context of violence against Aboriginal women in the three territories; how men and boys can be engaged in preventing violence against women and girls; and the focus of current federal efforts to address family violence.
   
• As co-chair of the forum of Federal–Provincial–Territorial (F/P/T) Ministers Responsible for the Status of Women, SWC continued to collaborate with provincial and territorial counterparts to address violence against women and girls at local, regional and national levels and to enhance available data on the issue. This included work in the area of trafficking in persons to identify opportunities for prevention and awareness activities at various levels, to support and influence other departments’ efforts to address this issue, and to share best practices. To support Government of Canada efforts to address trafficking in persons, SWC provided a specific training session on Aboriginal women as part of the RCMP-led training for a range of criminal justice personnel.
   
• SWC also provided strategic advice, expertise and information to support both the work being led by Justice Canada to address the high number of missing and murdered Aboriginal women, and that of Justice Canada and Citizenship and Immigration Canada to address the emerging issue of honour-based violence. In June 2010, SWC also facilitated a discussion on the findings of the Sisters in Spirit initiative with F/P/T Ministers Responsible for the Status of Women.
   
• Internationally, SWC provided expertise relevant to its mandate to support the Department of Foreign Affairs and International Trade and the Canadian International Development Agency in advancing Canada’s foreign policy, meeting the country’s international obligations related to gender equality and continuing to support gender equality in international documents and fora. The agency continued to co-lead with Foreign Affairs and International Trade Canada preparations for the 55th annual session of the United Nations Commission on the Status of Women, the principal global policy-making forum for gender equality.
   

As SWC continues its support and monitoring activities, early evidence demonstrates a growing interest in GBA among departments and agencies. This interest is further complemented by recognition within the federal administration that GBA is a shared responsibility in which SWC, central agencies and federal departments have distinct roles, responsibilities and accountability.
 

 
2.2 Program Activity: Women’s participation in Canadian society

Program Activity Description

This program activity supports women’s full participation by addressing their economic and social situations and their participation in democratic life through financial and other support for projects. It also uses strategic partnerships that leverage resources, involving public institutions and non-governmental and other organizations.

2010–11 Financial resources ($ millions)						2010–11 Human resources (FTEs)
Planned spending		Total authorities		Actual spending		Planned	Actual	Difference
25.1		25.4		22.7		32	33	(1)
Expected results			Performance indicators			Targets		Performance status
Increased participation of women in their communities			Proportion of funded projects that demonstrate level of women’s participation in their communities			10% of projects		Met All
Increased awareness among women in identifying and/or remobving barriers to their participation in their communities			Proportion of funded projects that demonstrate raised awareness or knowledge acquisition among women in identifying and/or removing barriers to their participation in their communities			10% of projects		Met All
Increased partnerships with other federal departments, levels of government, non-governmental organizations and the private sector			Proportion of funded projects involving partners addressing women’s issues through joint projects			10% of projects		Met All

 
Performance Summary and Analysis of Program Activity

Increased Partnerships with Other Federal Departments, Levels of Government, Non-governmental Organizations and Increased Awareness Among Women in Identifying and/or Removing Barriers to Their Participation in Their Communities: In 2010–2011, SWC provided funding and other supports for projects designed to address barriers to women’s participation in Canadian society. Of the 315 projects funded during the reporting year, 70 were completed, 161 were ongoing and 84 were new projects. Total funding expended for these projects during the reporting year was $19,545,446.

The projects were diverse in nature and scope, targeted different population groups, addressed a variety of issues and applied varied strategies. SWC continued to support projects that promote the use of gender-based analysis and apply strategies that acknowledge the intersectionality of issues affecting women. All projects contributed to one or more of the SWC priority areas: improving women’s economic security and prosperity; ending violence against women and girls; and encouraging women and girls in leadership and decision-making roles.

SWC supports projects that work to increase and strengthen access to a range of opportunities, information, services, tools, etc. that can and do facilitate women’s participation in Canadian society. The performance analysis for this program activity shows that these strategies and supports are yielding concrete results in leveraging partnerships and raising awareness, thereby increasing women’s participation in their communities.

SWC continued to work on streamlining practices and providing greater program flexibility. The innovative Blueprint Projects were introduced during the reporting year. Through this initiative, SWC determined more specific funding priorities and invested strategically in areas where the need and the potential to achieve concrete and direct results were greatest. This approach is allowing SWC to test promising and innovative models, including demonstrating how they can be optimized with various population groups or in various settings. It also supports projects on new or emerging issues.

SWC also implemented a new continuous intake mechanism that allows organizations to submit proposals for funding throughout the year. The new mechanism allows for greater flexibility in responding to emerging issues, provides increased opportunities for funding partnerships, supports coherence of government action in addressing women’s issues and increases the potential for sustainability of project outcomes.
 

 
2.3 Program Activity: Internal services

Program Activity Description

Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Strategic Planning and Reporting Services; Audit and Evaluation Services; Cabinet/Parliamentary Affairs Services; Real Property Services; Materiel Services; Acquisition Services; Services to the Minister for Status of Women; Travel and Other Administrative Services.

2010–11 Financial resources ($ millions)						2010–11 Human resources (FTEs)
Planned spending		Total authorities		Actual spending		Planned	Actual	Difference
3.9		4.2		5.5		47	42	5

Performance Summary and Analysis of Program Activity

In 2010–2011, SWC completed work on its corporate risk profile. The agency continued its efforts to put in place a robust integrated risk management framework to ensure that risk is taken into consideration in decision-making processes, annual planning and operational activities.

The agency has also finalized its Values and Ethics Code, which will be launched in 2011–2012.

The Summative Evaluation of the Women’s Program, launched last fiscal year, will be completed in 2011–2012.
 

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