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SECTION I – OVERVIEW

The Chief Commissioner’s Message

Last year marked a turning point for the Commission as we successfully completed the restructuring of our organization. We are now ready to reach further—to be an even more proactive and influential catalyst for moving forward on human rights issues, both nationally and internationally.

To achieve this vision, outreach will be integrated into all aspects of our work. We will strengthen current relationships and forge new partnerships.

Influencing a positive shift in the culture of human rights in Canadian society is dependent upon the cooperation of a large network of organizations and people. Open dialogue, collaboration and shared responsibility among the Commission and our stakeholders are the foundation for sustained progress toward integrating human rights into daily practice. This increased cooperation will serve to further strengthen the interdependence that exists among our partner organizations throughout Canada and around the world.

In turn, our evolving relationships and the resulting increase in public awareness will contribute to the Commission's ability to inform and influence public debate on key human rights issues of the day. Topical research and policies developed by the Commission will be shared with stakeholders and the public through a variety of communications media. Outreach efforts will also be targeted to support awareness and understanding of specific issues, such as human rights principles in a First Nations context—a timely subject as we anticipate the repeal of section 67 of the Canadian Human Rights Act by Parliament.

As Chair of the International Coordinating Committee (ICC) of National Institutions for the Promotion and Protection of Human Rights, the Commission will continue to provide strong leadership by fulfilling its unprecedented role as a key actor at the Human Rights Council; supporting the creation and strengthening of national institutions worldwide; and leading a review of ICC functions, structure, procedures and governance.

We are a values-based organization. We value our people, whose dedication and leadership are paramount for our success. We value all those to whom we provide services. We set the highest standards of performance and accountability and strive daily to model them.

Thus we will continue to look inward, leading by example, and sustaining our organizational culture of respect, integrity, dignity and understanding that supports our role as a dynamic and progressive leader in human rights promotion and practice.

New indicators specified in the Commission's performance measurement framework will be implemented and our Management Accountability Framework enhanced. Our citizen-focused services will be measured. Ongoing feedback mechanisms will be established. These inputs will be integrated into our continuous improvement planning for all of our business lines: discrimination prevention, knowledge development, dispute resolution; they will also inform our management practices.

I am proud to lead such a committed, high-performing organization as it reaches a new level of maturity. The Commission's staff and Commissioners embody our values—and their professionalism, expertise and unwavering commitment are the essential qualities that will sustain our new momentum as an innovative leader in promoting the human rights agenda.

 

 

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Jennifer Lynch, Q.C.
Chief Commissioner

Management Representation Statement

I submit for tabling in Parliament the 2008–09 Report on Plans and Priorities (RPP) for the Canadian Human Rights Commission.

This document has been prepared based on the reporting principles contained in the Guide to the Preparation of Part III of the 2008–09 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:

• it adheres to the specific reporting requirements outlined in the Treasury Board of Canada Secretariat guidance;
• it is based on the Commission’s strategic outcome and program activities that were approved by the Treasury Board;
• it presents consistent, comprehensive, balanced and reliable information;
• it provides a basis of accountability for the results achieved with the resources and authorities entrusted to it; and
• it reports finances based on approved planned spending numbers from the Treasury Board of Canada Secretariat.

 

 

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Hélène Goulet
Secretary General

 

Raison d’être

The Commission’s founding legislation inspires a vision for Canada in which “all individuals should have an opportunity equal with other individuals to make for themselves the lives that they are able and wish to have” free from discrimination.

The Commission provides leadership in human rights to an ever growing number of organizations. It focuses on preventing discrimination by working with federally regulated employers, unions and service providers to develop practices that prevent discrimination. When allegations of discrimination do occur, modern dispute resolution support services (e.g., mediation) are offered to the parties for matters within the Commission’s jurisdiction. When a formal complaint is filed, it is processed through stages that include mediation, investigation, and finally, a Commission decision (i.e., directing conciliation, a Canadian Human Rights Tribunal hearing, or dismissal).

All Canadians benefit when organizations become more sensitive to human rights, consider differing needs, and respond to misunderstandings before they develop into discrimination complaints.

 

Organizational Information

Mandate

The Commission has a mandate under the Canadian Human Rights Act (CHRA) to promote equality of opportunity and to protect individuals from discrimination in employment and in the provision of services customarily available to the public based on race, national or ethnic origin, colour, religion, age, sex, sexual orientation, marital status, family status, disability or conviction for an offence for which a pardon has been granted.

The Commission also has a mandate under the Employment Equity Act (EEA) that seeks to achieve equality in the workplace and to correct the conditions of disadvantage in employment experienced by women, Aboriginal people, persons with disabilities and members of visible minorities. Both the CHRA and the EEA apply to federal departments and agencies, Crown corporations and federally regulated private-sector organizations.

 

Organizational Structure

 

 

Table 1: Voted and Statutory Items displayed in Main Estimates

 

($ thousands)   Vote or Statutory Item Truncated Vote or Statutory Wording Main Estimates 2008-09 Main Estimates 2007-08         10 Program expenditures 18,387 18,785 (S) Contributions to employee benefit plans   2,221   2,327   Total Commission 20,608 21,112

The decrease of $504,000 between the 2008-09 and the 2007-08 Main Estimates is mainly attributed to the funding for the development of a new Complaints Management System and Employment Equity Audit Tracking System sunseted in March 2008.

 

Table 2: Commission Planned Spending and Full-Time Equivalents

($ thousands) Forecast Spending 2007-08 Planned Spending 2008-09 Planned Spending 2009-10 Planned Spending 2010-11 Human Rights Dispute Resolution Program 8,693 10,743 10,743 10,743  Discrimination Prevention Program 6,548 6,234 6,234 6,234 Human Rights Knowledge Development and Dissemination Program 5,871 3,631 3,631 3,631 Total Main Estimates 21,112 20,608 20,608 20,608           Adjustments: Supplementary Estimates         Operating budget carry forward 932 - - - Repeal of section 67 of the Canadian Human Rights Act - 585 1,725 1,700 Treasury Board Vote 15         Salary inceases resulting from collective bargaining agreements 118 - - - Treasury Board Vote 23         Funding eligible paylist expenditures 289 - - - Total adjustments 1,339 585 1,725 1,700 Total Planned Spending 22,451 21,193 22,333 22,308 Plus: Cost of services received without charge 3,223 3,874 3,897 3,900 Total Commission Spending 25,674 25,067 26,230 26,208 Full-Time Equivalents 180 190 198 202

 

The decrease of $1.3M between the 2008-09 and the 2007-08 total planned spending is mainly attributed to: the decrease of $0.9M due to the carry forward received through the 2007-2008 Supplementary Estimates A; and the decrease of $0.4M related to the development of a new Complaints Management System and Employment Equity Audit Tracking System.

 

Summary Information

Four components comprise this section: Financial Resources, Human Resources, Commission’s Priorities and Program Activities by Strategic Outcome.

Financial Resources ($ thousands)

2008-09	2009-10	2010-11
$21,193	$22,333	$22,308

Human Resources (FTE)

2008-09	2009-10	2010-11
190	198	202

Commission's Priorities

Priority	Type
1. Enhancing the Commission’s impact on human rights issues domestically and internationally through strengthened outreach activities.	Ongoing
2. Enhancing the CHRC’s Management Accountability Framework to sustain management excellence.	Ongoing

Program Activities by Strategic Outcome

Program Activity	Expected Results	Planned Spending ($ thousands)			Contributes to the following priority
		2008-09	2009-10	2010-11
Strategic Outcome: Equality, respect for human rights and protection from discrimination by fostering understanding of, and compliance with, the Canadian Human Rights Act (CHRA) and the Employment Equity Act (EEA) by federally regulated employers and service providers, as well as the public whom they serve.
Human Rights Knowledge Development and Dissemination Program	Awareness and understanding of the Acts are increased among federally regulated employers and service providers, as well as the public whom they serve.	$4,026	$4,500	$4,246	Enhancing the Commission’s impact on human rights issues domestically and internationally through strengthened outreach activities. Enhancing the CHRC’s Management Accountability Framework to sustain management excellence.
Discrimination Prevention Program	(1) Federally regulated employers and service providers are committed to preventing discrimination and to resolving disputes internally. (2) The employment equity audit model is contributing to audited organizations meeting their employment equity plan goals.	$6,424	$6,629	$6,608	Enhancing the Commission’s impact on human rights issues domestically and internationally through strengthened outreach activities. Enhancing the CHRC’s Management Accountability Framework to sustain management excellence.
Human Rights Dispute Resolution Program	(1) Commission involvement in human rights disputes facilitates the resolution of disputes in a non-adversarial manner at the earliest stage possible; ensures that the public interest is addressed; and increases understanding of the CHRA. (2) Parties to disputes are satisfied with the dispute resolution process.	$10,743	$11,204	$11,454	Enhancing the Commission’s impact on human rights issues domestically and internationally through strengthened outreach activities. Enhancing the CHRC’s Management Accountability Framework to sustain management excellence.

Plans and Priorities

PRIORITY

Enhancing the Commission’s impact on human rights issues domestically and internationally through strengthened outreach activities.

During the planning period the Commission will focus on developing relationships in order to impact human rights practices at home and abroad. During 2008–09, the Commission will undertake the following:

Plans

• Develop research and policies to be posted on the Commission’s website, sent to stakeholders and presented at meetings and conferences.
• Target outreach to support awareness and understand human rights principles in a First Nations context, in light of Parliament’s expected repeal of section 67 of the CHRA.
• Develop stronger relations with human rights institutions nationally and in other countries to nurture relationships and to collaborate on discrimination prevention initiatives of mutual benefit.
• Participate at the Canadian Human Rights Tribunal, courts and other administrative tribunals in precedent-setting cases that will advance human rights law.

 

PRIORITY

Enhancing the CHRC’s Management Accountability Framework to sustain management excellence.

In 2007, the Commission’s Management Accountability Framework (MAF) was assessed by the Treasury Board Secretariat. The CHRC was commended for the quality of its management, particularly with regard to its value-based leadership and organization culture; as well as to the extent to which its workplace is fair, enabling, healthy and safe; and the extent to which its workforce is productive, principled, sustainable and adaptable.

During 2008–09, the Commission will continue to enhance and improve its management practices in order to meet the highest standards of performance and accountability. It will develop and implement an action plan that will address the following elements of the MAF:

Plans
Policy and Programs; Public Service Values:

• Demonstrate CHRC’s commitment to, and leadership in, achieving the highest standards of human rights practice in its own programs and procedures.
• Implement the action plan for the Commission’s Values and Ethics Program.

Results and Performance:

• Implement the new indicators specified in the CHRC’s performance measurement framework.

Citizen-focused Service:

• Complete an evaluation of client satisfaction with CHRC’s mediation services.
• Establish ongoing client feedback mechanisms.

Risk-Management

• Complete the update of the CHRC’s Corporate Risk Profile in order to identify risks to the Commission’s business environment, and take the necessary steps to mitigate them.

Risks and Challenges of these Priorities

The Commission recognizes some risks and challenges associated with moving forward on these priorities:

• insufficient resources to adequately prepare for the expected repeal of section 67 of the Canadian Human Rights Act; and
• inadequate capacity to meet stakeholder expectations.

At the government-wide level, the Commission's main challenges and risks include:

• changes in government priorities affecting the level of resources allocated to the Commission; and
• recruitment and retention of skilled and specialized staff in a competitive environment.

The mitigation strategies for these risks are addressed in Section II of this report.

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