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Section II—Analysis of Program Activities by Strategic Outcome

The following analysis outlines how SWC allocates and manages resources to achieve the expected results identified under its two Program Activities and to contribute to its strategic outcome. The analysis also contains a discussion of plans and priorities surrounding the two Program Activities.

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

 

2.1 Program activity summary and planning highlights

Program activity 1.1: Strategic policy analysis, planning and development
 

Human resources (FTEs) and planned spending ($ millions)
2009–2010		2010–2011		2011–2012
FTEs	Planned spending	FTEs	Planned spending	FTEs	Planned spending
15	1.7	15	1.7	15	1.7
Expected results		Performance indicators			Targets
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
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
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

 

The first Program Activity—Strategic policy analysis, planning and development—allows SWC to play a horizontal role across the federal government, to work in partnership with provincial-territorial counterparts and to engage in international activities to advance equality for women. The Program Activity is designed to achieve three distinct but complementary expected results. The cumulative result expected from this Program Activity is the integration of women’s issues and gender equality in decision-making processes, in policy formulation and analysis, in program initiatives, in outputs and results, and in international instruments.

Under this Program Activity, SWC delivers training, develops tools and offers advice and other assistance to departments and agencies in order to promote knowledge, enhance skills and equip personnel with the tools required for gender-based analysis. In playing this role, SWC seeks to build a sustained organizational capacity among federal departments and agencies so that they can carry out gender-based analysis in their policy and program initiatives. To monitor its progress in achieving this result, SWC uses indicators, such as the percentage of other government departments and agencies that have increased GBA capacity.

In its partnership role, SWC works in collaboration with federal, provincial-territorial and international partners and stakeholders in an effort to facilitate the integration of women’s needs and the application of a gender lens in decision-making processes.
 

PLANNING HIGHLIGHTS

In 2009–2010, SWC will implement the following operational priorities under Program Activity: Strategic policy analysis, planning and development:

• Develop an Action Plan to Advance Equality for Women:  In support of the Federal Action Plan for Women, SWC will continue to implement its Action Plan through strategic partnerships to advance women’s economic security and prosperity, to address violence against women, and to increase the participation of women and girls in leadership roles across society. One of the key initiatives identified in this Plan includes strengthening existing collaboration and building new partnerships with SWC’s federal, provincial and territorial counterparts.
   
• SWC Representing Canada Internationally:  SWC has a long and proud tradition of representing Canada at the UN and other international fora. There is growing interest in SWC success in building broad-based and strategic partnerships. As such, in 2009–2010, SWC will share its best practise and actively seek out other countries’ best practices and continue its efforts to ensure that gender-sensitive language acceptable to Canada is embedded in various international documents which Canada signs.
   

Program activity 1.2: Women’s participation in Canadian society

Human resources (FTEs) and planned spending ($ millions)
2009–2010		2010–2011		2011–2012
FTEs	Planned spending	FTEs	Planned spending	FTEs	Planned spending
32	25.9	32	24.9	32	23.9
Expected results		Performance indicators			Targets
Increased participation of women in their communities		Proportion of funded projects that demonstrate level of women’s participation in their communities			10% of projects
Increased awareness among women in identifying and/or removing barriers to their participation in their communities		Proportion of funded projects that demonstrate raised awareness or knowledge acquisition among women for identifying and/or removing barriers to their participation in their communities			10% of projects
Increased partnerships with other federal departments, levels of government, NGOs and the private sector		Proportion of funded projects involving partners addressing women’s issues through joint projects			Approximately 10% of projects

 

The second Program Activity—Women’s participation in Canadian society—facilitates the engagement of Canadian organizations in the ongoing efforts to advance equality for women and their full participation in the economic, social and democratic life of Canada. This engagement is made possible through financial and professional assistance to eligible organizations to carry out projects at local, regional and national levels in key areas such as women’s economic security and prosperity, addressing violence against women, and women in leadership and decision-making roles.

This Program Activity is delivered through two components: the Women’s Community Fund⁷ and the Women’s Partnership Fund⁸. Both components contribute toward an intermediate result: increased participation of women in their communities.

Also under this Program Activity, SWC, in collaboration with the Native Women’s Association of Canada (NWAC), undertakes the Sisters in Spirit Initiative. Through this initiative, NWAC is working in collaboration with other Aboriginal women’s organizations, human rights associations and the federal government to carry out specific activities aiming at: a) quantifying the actual number of missing and murdered women; b) understanding the root causes of racialized and sexualized violence; c) implementing a public awareness strategy; and d) influencing policy change and supporting policy development.
 

PLANNING HIGHLIGHTS

In 2009–2010, SWC will implement the following operational priorities under the Program Activity: Women’s participation in Canadian society:

Continue to invest in projects that address SWC strategic objectives:  in 2009–2010, SWC will continue to provide financial and professional assistance to a wide-range of organizations to invest in projects that address: women’s economic security and prosperity, violence against women, and women in leadership and decision-making roles. This priority enables SWC to build on gains made in previous years and to address identified gaps. To achieve this result, SWC will employ a three-pronged approach:

• Strategic Investment:  SWC will carry out a review of funded projects in order to determine progress toward planned results and to identify priorities. By identifying funding priorities, SWC will ensure that it continues to invest where the need is the greatest and the potential to achieve results is the strongest. In 2009–2010, a call for proposals will be launched under the Women’s Community Fund. In managing its resources, SWC will continue to develop new partnerships and to strengthen existing partnerships with organizations in the public, private and non-profit sectors that may play a role in facilitating the full participation of women in Canadian society and to align its objectives with those of the Government of Canada overall.
   
• Professional Assistance:  SWC will continue to provide professional assistance to potential applicants through information/training sessions. In the past, these sessions have proven effective in assisting organizations to develop funding requests that meet SWC requirements and are in line with its funding priorities. SWC will build on those practices in order to enhance the capacity of applicants so that they can develop projects that achieve results and contribute to the long-term outcome of SWC. To supplement the professional assistance provided through information/training sessions, SWC will also facilitate networks among funded and other groups that share a common goal. It will also help organizations to access resources, tools and materials that help them work more effectively.
   
• Enhanced Program Management and Accountability:  SWC will continue to streamline the management of the Women’s Program and to carry out active monitoring of projects. To strengthen its capacity in program administration, SWC has joined the TBS-led initiative on Grants and Contributions Reform and will contribute to the three-year Action Plan in the small departments and agencies category. This leadership forum will involve the Coordinator in the Deputy Ministers’ Committee, the Deputy Coordinator in the Assistant Deputy Ministers’ Committee and the Director General of the Women’s Program in key committees.
   

In 2009–2010, the final year of the five-year undertaking, the Sisters in Spirit initiative remains a key priority for SWC. SWC will continue to build on the results achieved through the Sisters in Spirit initiative in order to address the underlying factors contributing to racialized, sexualized violence against Aboriginal women (i.e., violence perpetrated against Aboriginal women because of their gender and Aboriginal identity) and their socio-economic, political and legal status. Under this initiative, SWC will work in collaboration with key government departments and NWAC, using the information/knowledge acquired through the initiative to lay the foundation for future action on emerging policy directions with respect to the four policy priorities of the initiative: reducing violence; improving education and employment outcomes/reducing poverty; providing safe housing/reducing homelessness; and improving access to justice.
 

Program activity 1.3: Internal services

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; Real Property Services; Materiel Services; Acquisition Services; and Travel and Other Administrative Services. It also includes the budget for the Office of the Minister of State (Status of Women).
 

Financial Resources ($ millions)

2009–2010	2010–2011	2011–2012
3.8	3.8	3.8

 

Human resources (FTEs)

2009–2010	2010–2011	2011–2012
47	47	479

 

PLANNING HIGHLIGHTS

In 2009–2010, SWC will implement the following priorities under its Internal Services Program Activity:

• Implement the SWC Corporate Risk Profile:  SWC is in the process of finalizing its Corporate Risk Profile which will be operational in 2009–2010. The implementation will involve capacity building through training and tool development, accountability and an integrated approach to risk management within the organization.
   
• Address areas of management identified through the MAF assessment of 2008–2009:  in an effort to enhance management excellence, SWC will take measures to enhance areas for improvement identified through the MAF assessment. For example:
   
  • In 2009–2010, SWC will carry out a validation exercise on its organizational values and this process will inform the development of a Code of Conduct as required by the Public Servants Disclosure Protection Act. Also, results from the 2008 PS employee survey will be used as a baseline for future data collection and benchmarking of organizational values and ethics practices as highlighted in the action plan. It is to be recalled that in 2006–2007, SWC introduced a three-year Plan of Action on values and ethics, which included a values exercise, development of tools, case studies, expanding the role of the Disclosure Advisory Committee, communication and evaluation.
     

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