This page has been archived.
Information identified as archived on the Web is for reference, research or recordkeeping purposes. It has not been altered or updated after the date of archiving. Web pages that are archived on the Web are not subject to the Government of Canada Web Standards. As per the Communications Policy of the Government of Canada, you can request alternate formats on the "Contact Us" page.
The Honourable Rob Nicholson, P.C., Q.C., M.P.
Minister of Justice and Attorney General of Canada
Table of Contents |
|
SECTION I | Overview |
|
|
SECTION II | Analysis of Program Activities by Strategic Outcome |
|
|
SECTION III | Supplementary Information |
|
|
SECTION IV | Other Items of Interest |
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.
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:
Hélène Goulet
Secretary General
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.
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.
|
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.
|
The decrease of $1.3M between the 2008-09 and the 2007-08 total planned spending is mainly attributed to:
|
Four components comprise this section: Financial Resources, Human Resources, Commission’s Priorities and Program Activities by Strategic Outcome.
2008-09
|
2009-10
|
2010-11
|
$21,193
|
$22,333
|
$22,308
|
2008-09
|
2009-10
|
2010-11
|
190
|
198
|
202
|
Priority |
Type
|
1. Enhancing the Commission’s impact on human rights issues domestically and internationally through strengthened outreach activities. | Ongoing |
2. Enhancing the CHRC’s Management Accountability Framework to sustain management excellence. | Ongoing |
Program Activities by Strategic Outcome
Program Activity | Expected Results | Planned Spending ($ 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. |
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
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:
Results and Performance:
Citizen-focused Service:
Risk-Management
Risks and Challenges of these Priorities
The Commission recognizes some risks and challenges associated with moving forward on these priorities:
At the government-wide level, the Commission's main challenges and risks include:
The mitigation strategies for these risks are addressed in Section II of this report.
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.
Program Activity
A. Human Rights Knowledge Development and Dissemination Program
Financial Resources ($ thousands)
2008-09
|
2009-10
|
2010-11
|
$4,026
|
$4,500
|
$4,246
|
Human Resources (FTE)
2008-09
|
2009-10
|
2010-11
|
29
|
33
|
34
|
Description
The Knowledge Centre contributes to increasing awareness and understanding of the CHRA and the EEA through the following activities:
Plans for 2008–09
Disability is the most frequently cited ground of discrimination in complaints accepted by the Commission. During 2008–09, the CHRC will work to increase knowledge and awareness of how to include people with disabilities into Canadian society by undertaking the following activities:
Canada is proud of being a diverse, multicultural society. During 2008–09, the CHRC will expand knowledge and awareness of how human rights can be reflected in various cultural contexts, both domestically and internationally, by undertaking a variety of activities:
The CHRC will also increase knowledge and awareness of human rights in 2008–09 through the following activities:
Risks, Challenges and Mitigation Strategies
It is possible to identify a number of factors that may impede the Commission’s ability to increase awareness and understanding of human rights through the activities listed above. The primary risks, and our efforts to mitigate them, include the following:
Expected Results | Performance Indicators |
Awareness and understanding of the Acts are increased among federally regulated employers and service providers, as well as the public whom they serve. |
|
B. Discrimination Prevention Program
2008-09
|
2009-10
|
2010-11
|
$6,424
|
$6,629
|
$6,608
|
2008-09
|
2009-10
|
2010-11
|
72
|
74
|
75
|
Description
The Discrimination Prevention Program engages key stakeholders with the goal of preventing discrimination in federally regulated workplaces and service centres, and in raising awareness, understanding and acceptance of human rights.
The Commission works with federally regulated organizations to identify areas where improvements are required to create workplaces and service delivery centres that embrace a human rights culture. The Commission works closely and collaboratively with employers and service providers so they can better understand their obligations under the Canadian Human Rights Act and Employment Equity Act and their responsibilities for the application of human rights principles. The Commission also works collaboratively with central agencies in furthering human rights across the federal system.
Plans for 2008–09
During 2008–09, the Commission will focus on developing partnerships as follows:
The Commission is also mandated to conduct audits of workplaces to ensure compliance with employment equity obligations under the EEA. These audits afford an opportunity for the Commission to share knowledge with employers regarding hiring and promotion practices that best help to ensure equality in the workplace for designated groups. During 2008–09, the Commission will focus on an employment equity model to ensure that it becomes fully operational and contributes to increased representation of the four targeted groups and assists audited organizations in meeting their employment equity plan goals. During 2008–09, the Commission will continue to enforce the EEA as follows:
Risks, Challenges and Mitigation Strategies
The Commission has identified factors that may impede its ability to complete its planned activities related to preventing discrimination. The primary risks and efforts to mitigate them include the following:
Expected Results | Performance Indicators |
Federally regulated employers and service providers are committed to preventing discrimination and to resolving disputes internally. The employment equity audit model has contributed to audited organizations having met their employment equity plan goals.
|
|
Program Activity
C. Human Rights Dispute Resolution Program
2008-09
|
2009-10
|
2010-11
|
$10,743
|
$11,204
|
$11,454
|
2008-09
|
2009-10
|
2010-11
|
89
|
91
|
93
|
Description
The Canadian Human Rights Commission provides dispute resolution services in cases of alleged discrimination by federally regulated organizations, including employers, unions and service providers. Allegations of discrimination are screened to ensure they fall within the Commission’s jurisdiction, and inquirers may be referred to other redress mechanisms, such as a grievance process. If the dispute falls within the Commission’s jurisdiction, the parties are offered services to assist them in resolving the matter without filing a complaint. If the matter cannot be resolved and the inquirer wishes to file a complaint, the case may be assigned to a mediator or an investigator. Ultimately, the Commission may ask that the Canadian Human Rights Tribunal hear the case. Throughout the process, the parties are encouraged to look for solutions by participating in dialogue and dispute resolution activities.
The Commission’s dispute resolution process is designed to provide timely remedies to the victims of discrimination, advance human rights law and make the most efficient use of resources. Cases are screened to determine which strategy is most appropriate: referral to another redress mechanism, alternative dispute resolution (ADR), investigation or litigation. ADR is the preferred approach in most cases, particularly in those that do not raise allegations of systemic discrimination. Litigation focuses on cases that are precedent-setting. Investigation supports both ADR and litigation by clarifying issues and facts. The Commission offers the following four ADR services:
Plans for 2008–09
Risks, Challenges and Mitigation Strategies
Expected Results | Performance Indicators |
Commission involvement in human rights disputes has facilitated the resolution of disputes in a non-adversarial manner at the earliest stage possible, ensured that public interest is addressed, and increased understanding of the CHRA.
Parties to disputes are satisfied with the dispute resolution process. |
|
Program Activity | Planned Spending ($ thousands) |
Alignment to Government of Canada Outcome Area | ||
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 | $4,026 | $4,500 | $4,246 | a diverse society that promotes linguistic duality and social inclusion |
Discrimination Prevention Program | $6,424 | $6,629 | $6,608 | a diverse society that promotes linguistic duality and social inclusion |
Human Rights Dispute Resolution Program | $10,743 | $11,204 | $11,454 | a diverse society that promotes linguistic duality and social inclusion |
The Human Rights Knowledge Development and Dissemination Program contributes to a diverse society that promotes linguistic duality and social inclusion by creating and disseminating knowledge regarding human rights through knowledge products and activities such as research studies, policies, guidelines, regulations, information tools, published opinions and/or involvement in ground breaking human rights cases.
The Discrimination Prevention Program contributes to a diverse society that promotes linguistic duality and social inclusion by engaging federally regulated organizations in discrimination prevention initiatives related to human rights and employment equity such as actions plans, policies, consultations and training.
The Human Rights Dispute Resolution Program contributes to a diverse society that promotes linguistic duality and social inclusion by providing dispute resolution options to parties who are unable to resolve their disputes using other recourse mechanisms.
|
|
The Corporate Management Branch, headed by the Senior Financial Officer, provides advice and integrated administrative services that enable the Commission to deliver its human rights business. These services encompass the following areas: human resources, finance and administration, strategic and business planning, audit and evaluation, information management/information technology, access to information and privacy, and executive secretariat services. The resources associated with internal services have been apportioned to the Commission’s three program activities.
In 2007, the Commission’s Management Accountability Framework (MAF) was assessed by the Treasury Board Secretariat. The Commission was commended for the quality of its management, particularly with regard to its value-based leadership and organization culture; 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.
A key priority for the Corporate Management Branch in 2008–09 is leading the Commission’s enhancement of its MAF to achieve a common standard of organizational excellence whereby managers and staff apply exemplary business management practices.
In 2008–09, the Branch will continue to focus on its people; the integration of service functions; and sound stewardship, governance and risk management practices by undertaking the following initiatives:
Risks, Challenges and Mitigation Strategies
The challenges of recruiting and retaining the expertise needed, due to a competitive external environment, could result in an insufficient capacity to complete these activities as planned.
|
|