2018–19 Supplementary Tables

List of supplementary information tables for the 2018–19 Departmental Plan

Status of Women Canada

2018–19 Departmental Sustainable Development Strategy

April 2018

1. Context for the Departmental Sustainable Development Strategy

Although Status of Women Canada is not bound by the Federal Sustainable Development Act and is not required to develop a full departmental sustainable development strategy, Status of Women Canada adheres to the principles of the Federal Sustainable Development Strategy (FSDS) by implementing the Policy on Green Procurement.

The Policy on Green Procurement supports the Government of Canada’s effort to promote environmental stewardship. In keeping with the objectives of the policy, Status of Women Canada supports sustainable development by integrating environmental performance considerations into the procurement decision-making process through the actions described in the FSDS goal: low-carbon government” table in section 2, below.

2. Commitments for Status of Women Canada

FSDS goal: low-carbon government

FSDS target FSDS contributing action Corresponding departmental action(s) Starting points where available and performance indicators for departmental actions Programs where the departmental actions will occur
Reduce Greenhouse Gas (GHG) emissions from federal government buildings and fleets by 40% below 2005 levels by 2030, with an aspiration to achieve it by 2025. Improve the energy efficiency of our buildings/operations

Work with Public Services and Procurement Canada, the building owner and co-tenant, to promote and support ongoing greening of building operations leading to a reduction in GHG emissions.

Status of Women Canada (SWC) is a tenant in a LEED Gold certified building that was built to the latest design approaches and building technologies for sustainable development.

GHG emissions are reported by Public Services and Procurement Canada. Internal Services
Support the transition to a low-carbon economy through green procurement.

Integrate environmental considerations into procurement management purchasing decisions, processes and controls.

Ensure decisions-makers have the necessary training and awareness to support green procurement.

Ensure key officials contribute to, and support the Government of Canada Policy on Green Procurement objectives.

GHG emissions are reported by Public Services and Procurement Canada. Internal Services
Modernize our fleet

Reduce carbon intensity by using executive vehicles that are electric, hybrid, or more fuel efficient and replacing them at the end of their life-cycle.

Promote behavior change – e.g. anti-idling campaigns, driver training.

The Agency has two executive vehicles that are hybrid and they will be replaced when they reach the end of their life-cycle. Internal Services
Promote sustainable travel practices Promoting the use of the Agency’s video conferencing, teleconference and telepresence facilities. Actions taken to reduce travel or switch to less GHG intensive modes of transportation will reduce GHG emissions. Internal Services
Promote sustainable workplace operation

Increase the waste diverted from landfill through the promotion and use of recycling centres and composting programs.

Engage employees in greening government operations practices.

Maintain or improve existing approaches to sustainable workplace practices (printer ratios, paper usage, and green meetings).

Actions taken to promote sustainable workplace operations. Internal Services

3. Integrating sustainable development

Status of Women Canada will continue to ensure that its decision-making process includes consideration of FSDS goals and targets through its Strategic Environmental Assessment (SEA) process. SWC ensures that Cabinet proposals it leads or contributes to comply with the Cabinet Directive on Environmental Assessment of Policy, Plan and Program Proposals. A SEA for policy, plan or program proposals includes an analysis of the impacts of the given proposal on the environment, including on FSDS goals and targets.

Public statements on the results of Status of Women Canada’s assessments are made public when an initiative that has undergone a detailed SEA is announced on the department’s public statements web page. The purpose of the public statement is to demonstrate that the environmental effects, including the impacts on achieving the FSDS goals and targets, of the approved policy, plan or program have been considered during proposal development and decision-making.

Details on transfer payment programs of $5 million or more

General information
Name of transfer payment program Women’s Program (Voted)
Start date 1973
End date Ongoing
Type of transfer payment Grants and Contributions
Type of appropriation Appropriation annually through Estimates
Fiscal year for terms and conditions 2017–18
Link to department’s Program Inventory Community Action and Innovation
Description

The Women’s Program supports action and innovation by investing in initiatives that work to bring about equality between women and men. The Program provides grant and contribution funding to Canadian organizations to support action that will lead to equality across Canada. Funded projects occur at the national, regional, and local levels and work to help create conditions for success for women in Canada.

The Program facilitates collaboration and networking, develops partnerships to address horizontal issues impacting women and girls, shares knowledge and assists organizations working to advance women’s equality to gain access to expertise, resources and tools. The Program does not have repayable contributions.

Expected results

Expected Result:

  • Women and stakeholders have access to supports to address issues relating to equality between women and men

Performance Indicator:

  • Percentage of projects that generate supports (e.g. resources, tools)

Expected Result:

  • Stakeholders have access to opportunities to advance equality between women and men

Performance Indicator:

  • Percentage of projects that facilitate opportunities (e.g. partnerships, networks, strategies)
Fiscal year of last completed evaluation 2017–18
Decision following the results of last evaluation Continuation
Fiscal year of planned completion of next evaluation 2021–22
General targeted recipient groups Non-profit organizations
Initiatives to engage applicants and recipients SWC continues to develop tools and supports to better connect recipients to facilitate partnerships and knowledge sharing. For example, promoting networking among different organizations that share a common goal by creating communities of practice to help ensure the success of their projects.
Planning information (dollars)
Type of transfer payment 2017–18
Forecast spending
2018–19
Planned spending
2019–20
Planned spending
2020–21
Planned spending
Total grants 12,510,000 15,510,000 15,280,000 14,750,000
Total contributions 8,320,000 4,670,000 4,350,000 4,200,000
Total other types of transfer payments 0 0 0 0
Total program 20,830,000 20,180,000 19,630,000 18,950,000

Disclosure of transfer payment programs under $5 million

General information
Name of transfer payment program Gender-Based Violence Program (Voted)
End date Ongoing
Type of transfer payment Grants and Contributions
Type of appropriation Appropriation annually through Estimates
Link to department’s Program Inventory Community Action and Innovation
Main objective

The Gender-Based Violence (GBV) Program takes action under the second pillar of “It's Time: Canada's Strategy to Prevent and Address Gender-Based Violence” which is "support for survivors and their families". The GBV Program is population-specific, and its objective is to support organizations working in the GBV sector in developing and implementing promising practices to address gaps in supports for Indigenous and underserved groups of survivors in Canada.

Funding is provided to eligible organizations in support of projects at the local, regional and national levels, and is available for time-specific projects that address gaps in supports for specific groups of survivors, including Indigenous women and their communities, and other underserved populations, such as: children and youth; ethno-cultural women; LGBTQ2 persons; non-status/refugee/immigrant women; seniors; women living in an official language minority community; women living in northern, rural and remote communities; and women living with a disability.

Planned spending in 2018–19 $2,500,000
Fiscal year of last completed evaluation Not applicable, new program
Fiscal year of planned completion of next evaluation 2020–21Table note *
General targeted recipient groups
  • Non-profit organizations
  • Indigenous governments
  • Municipalities and local organizations
  • Provinces and territories

Gender-based analysis plus

General information
Governance structures

As the primary federal agency responsible for advancing gender equality, gender is a fundamental consideration in all programs and initiatives undertaken by Status of Women Canada (SWC). As a result, gender-based analysis plus (GBA++) is embedded in SWC’s core activities and decision-making. This applies to the Expertise and Outreach program, which captures SWC’s policy, research, external relations and promotion/commemoration functions, as well as the Community Action and Innovation program, through which SWC provides grants and contributions (Gs&Cs) to organizations to implement projects designed to address systemic barriers to gender equality. SWC ensures that GBA+ is integrated into departmental decision-making processes through the following governance bodies and accountability mechanisms:

Status of Women Canada’s Departmental Results Framework:

Starting in 2018–19, SWC’s Departmental Results Framework (DRF) becomes the Agency’s performance measurement framework of record. It presents SWC’s Core Responsibility, the results SWC is seeking to achieve, and the indicators to measure the realization of these results. Gender considerations and GBA+ are included throughout the DRF, which will form the basis of annual plans and performance reports such as the Departmental Plan and the Departmental Results Report. As a result, SWC’s DRF acts as an accountability mechanism to ensure that GBA+ is integrated into departmental decision-making processes.

Gender-Based Violence Program’s External Review Committee (ERC):

The Gender-Based Violence (GBV) Program is a new Gs&Cs program that is part of Canada's Strategy to Prevent and Address Gender-Based Violence. The GBV Program is population-specific, and its objective is to support organizations working in the GBV sector in developing and implementing promising practices to address gaps in supports for Indigenous and underserved groups of survivors in Canada. The GBV Program will target funding specifically on issues pertaining to “the plus” in GBA+, focusing on supports for specific groups of underserved and disadvantaged populations, identified as being at an increased risk of GBV and/or who are facing barriers to accessing services.

The first GBV Program Call for Concepts was launched in January 2018. An External Review Committee (ERC) made of stakeholders from other federal departments and from diverse backgrounds (i.e., Indigenous people, people with disability, racialized women) will be established to support SWC in the assessment of concepts. The ERC will ensure that diverse perspectives are applied when reviewing concepts submitted to the GBV Program.

Minister’s Advisory Council on the Strategy to Prevent and Address Gender-Based Violence (Advisory Council):

The Advisory Council serves as a forum to exchange views, promising practices and research on issues related to GBV. Its members offer guidance and insights related to the development and implementation of the Strategy. The members of the Advisory Council come from a broad range of sectors and areas of expertise. They have been selected to reflect expertise in prevention, supporting survivors and justice and other system responses. They speak to the particular barriers facing diverse groups such as Indigenous women and girls, young women and girls, LGBTQ2 and non-binary persons, newcomer and migrant women and girls, and women and girls with disabilities.

GBA+ Centre of Excellence (CoE):

In addition to implementing GBA+ in its own programming areas, SWC supports the implementation of GBA+ across the federal government. SWC’s GBA+ CoE is responsible for mainstreaming GBA+ across federal institutions in line with the Action Plan on Gender-based Analysis (2016-2020), resulting from the 2015 Auditor General report on GBA+. The GBA+ CoE provides gender-intersectional policy guidance and advice to federal departments and agencies to support the implementation of GBA+ across the federal government. SWC also develops and disseminates learning materials and training tools as well as organizes events to support GBA+ integration across the federal system. SWC co-ordinates quarterly interdepartmental meetings, manages knowledge sharing and collaborating platforms for a wide range of stakeholders, including the federal-provincial/territorial networks, and coordinates monitoring and evaluation activities to advance the whole-of-government GBA+ implementation framework.

The GBA+ CoE works closely with Treasury Board of Canada Secretariat (TBS) and the Privy Council Office (PCO) to integrate mandatory GBA+ considerations in decision-making related to policy, program, service delivery, planning and performance management mechanisms across government. As per the Action Plan 2016–2020, accountability is ensured through Public Service Management Advisory Committee (PSMAC), the membership of which includes deputy ministers (DM) from 45 departments. Monitoring mechanisms include the annual GBA+ implementation survey and SWC’s Departmental Results Framework.

The GBA+ CoE reports directly to SWC's DG-level GBA+ champion, who reports to the SWC DM and ensures that GBA+ is implemented in all SWC's policy activities by:

  • Providing oversight and accountability for how GBA+ is integrated throughout SWC’s Treasury Board Submissions and Memoranda to Cabinet; and
  • Overseeing SWC’s policy tracking system, which records SWC resources directed towards advancing its GBA+ implementation mandate.
Human resources GBA+ is embedded in all of SWC’s activities and is therefore an important component for the Agency’s entire workforce. However, SWC’s GBA+ Centre of Excellence (CoE) has 10 FTEs that will be specifically dedicated to GBA+ implementation in 2018–19, including SWC’s GBA+ Champion.
Planned activities

GBA+ is a fundamental consideration in all initiatives undertaken by SWC and is embedded in all program areas: Policy and External Relations; Communications; Women’s Program; and Internal Services. In 2018–19, major initiatives where GBA+ will be explicitly monitored include:

Gender mainstreaming of Canada’s 2018 G7 Presidency:

With Canada hosting the G7 in 2018, SWC will work with other departments and their G7 partners to ensure gender equality is front and centre. Advancing gender equality and women’s empowerment is one of five key themes of Canada’s 2018 G7 presidency. In collaboration with Global Affairs Canada, SWC will support the Gender Equality Advisory Council and the integration of GBA+ throughout all ministerial meetings and the 2018 G7 Leaders’ Summit.

National Gender-Based Analysis Roundtable:

In 2018, SWC will host a national roundtable on gender-based analysis, which will include participants from multiple government jurisdictions and civil society, to share best practices and results on both GBA+ implementation and involving men in gender equality. This initiative will be used to advance gender mainstreaming in government so initiatives are relevant to all Canadians. SWC will ensure integration of GBA+ throughout the event. Performance objectives and monitoring will be implemented, including gender- and intersectionality-based indicators to ensure gender equality in all activities (e.g., procurement, speakers, and participants).

Gender Results Framework and GBA+:

The Minister of Status of Women has been mandated to collaborate with central agencies to ensure that GBA+ is effectively integrated into policy-making across government. Over the reporting period, SWC will continue to collaborate with central agencies to support the comprehensive incorporation of GBA+ considerations in Cabinet documents and Treasury Board submissions, as well as in government consultations, budgeting, reporting and evaluation. Over the past year, SWC collaborated with the Department of Finance Canada, Global Affairs Canada and Statistics Canada to develop a whole-of-government framework for measuring and monitoring gender equality in Canada, which was used to frame the narrative for Budget 2018’s gender statement. In 2018–19, SWC will support the incorporation of the Gender Results Framework into departmental planning and reporting documents. SWC will also use this framework as a basis for reviewing and improving the availability and visibility of national gender statistics. Building on Budgets 2017 and 2018, SWC will work closely with the Department of Finance Canada to further develop and enhance the Government’s gender budgeting practices. 

Horizontal initiatives

General information
Name of horizontal initiative Funding to implement the Strategy to Prevent and Address Gender-Based Violence
Lead department Status of Women Canada
Federal partner organizations Department of National Defence; Immigration, Refugees and Citizenship Canada; Public Health Agency of Canada; Public Safety Canada; Royal Canadian Mounted Police
Non-federal and non-governmental partners Not applicable
Start date of the horizontal initiative November 23, 2017
End date of the horizontal initiative Ongoing
Description of the horizontal initiative

It’s Time: Canada’s Strategy to Prevent and Address Gender-Based Violence (GBV) is the Government of Canada’s response to GBV. It is based on three pillars: prevention; support for survivors and their families; and promotion of responsive legal and justice systems. The Strategy builds on existing federal initiatives and aligns with provincial and territorial efforts, enabling enhanced collaboration. Status of Women Canada ensures the overall coordination of the Strategy.

The Strategy includes the following actions, which will be undertaken by partner departments to advance shared outcomes:

  • Status of Women Canada will establish a GBV Knowledge Centre, enhance data collection and research on GBV, launch an awareness initiative to engage youth in a national dialogue on GBV, and fund, through the GBV Program, the development and implementation of promising practices that strengthen the GBV sector;
  • Public Health Agency of Canada will support the implementation and testing of ways to prevent GBV, including child maltreatment and teen dating violence;
  • Public Safety Canada will enhance efforts to address online child exploitation;
  • Department of National Defence will increase funding for Family Crisis Teams, to support members of the Canadian Armed Forces and their families affected by violence;
  • Royal Canadian Mounted Police (RCMP) will develop and offer cultural competency training for RCMP officers; and
  • Immigration, Refugees and Citizenship Canada will enhance the Settlement Program.

http://www.swc-cfc.gc.ca/violence/strategy-strategie/index-en.html

Governance structures A Deputy Heads Governance Committee composed of all signatory departments and federal entities, will meet twice a year, or more frequently as needed, and will be chaired by the Deputy Minister (DM) of Status of Women. To support the work of the Deputy Heads, a Director General (DG) steering committee and a working-level working group will also be established. They will provide additional support and timely engagement on key issues related to the Strategy implementation and monitoring. The committee of Directors General from the six departments and agencies funded through this initiative will meet quarterly to review progress on the initiative, including against objectives and performance indicators. The Working Level Coordinating Committee will be responsible for supporting and facilitating the implementation of the Strategy, preparing Strategy documents and reports, and supporting the work of the DG and DM committees. In addition, the Minister of Status of Women formed the Advisory Council on the Strategy to Prevent and Address Gender-Based Violence (Advisory Council) in June 2016. The Advisory Council serves as a forum to exchange views, promising practices and research on issues related to GBV. The members of the Advisory Council come from a broad range of sectors and areas of expertise to offer guidance and insights related to the development and implementation of the Strategy.
Total federal funding allocated (from start to end date) (dollars) $100,900,000 over five years (2017–18 to 2021–22) and $20,700,000 per year ongoing.
Total federal planned spending to date (dollars) Not applicable as of March 31, 2017; the start date of this initiative is November 23, 2017. 
Total federal actual spending to date (dollars) Not applicable as of March 31, 2017; the start date of this initiative is November 23, 2017. 
Date of last renewal of the horizontal initiative  Not applicable
Total federal funding allocated at the last renewal and source of funding
(dollars)
Not applicable
Additional federal funding received after the last renewal (dollars) Not applicable
Funding contributed by non-federal and non-governmental partners (dollars) Not applicable
Fiscal year of planned completion of next evaluation  Status of Women Canada will lead a mid-term horizontal evaluation in year four of the Strategy (2020–21)
Shared outcome of federal partners SO1. Gender-based violence is reduced
Performance indicators 1.1. Percentage of population that self-report sexual assault (in the past 12 months)
1.2. Percentage of population that self-report any form of GBV (in their lifetime)
1.3. Number of women victims of homicide in an intimate relationship context in Canada
Targets 1.1.1. A target has not yet been set for this indicator.
1.2.1 The baseline for this indicator will be established in 2019–20 using results from Survey on Safety in Public and Private Spaces, expected in fall 2019. The target for this indicator will be set once the baseline has been established. 
1.3.1. A target has not yet been set for this indicator.
Shared outcome of federal partners SO2. Those impacted by gender-based violence have improved health and social outcomes.
Performance indicators 2.1. Percentage of intimate partner violence (IPV) survivors who report good, very good, or excellent health
2.2. Percentage of sexual assault survivors reporting social isolation (stay home at night, avoid people and places) as a result of victimization
Targets 2.1.1. The baseline for this indicator will be established in 2019–20 using results from Survey on Safety in Public and Private Spaces, expected in fall 2019. The target for this indicator will be set once the baseline has been established. 
2.2.1. A target has not yet been set for this indicator.
Expected outcome of non-federal and non-governmental partners Not applicable
Name of theme Not applicable
Planning highlights

In 2018–19, Status of Women Canada (SWC) will create the Knowledge Centre (KC), the focal point and foundation of the GBV Strategy. The KC will coordinate new and existing federal actions, and report to Canadians annually on the Strategy’s results. It will create opportunities for engagement across sectors and jurisdictions to enhance alignment and collaboration, and will be a source of practical information, resources, and evidence related to GBV. SWC will fund and share research to address knowledge gaps related to GBV in Canada. In particular, SWC will continue to work with Statistics Canada to implement the Survey of Safety in Public and Private Spaces – focusing on the incidence and consequences of GBV – as well as a survey on sexual victimization and harassment among post-secondary students. Over the reporting period, SWC will launch an awareness initiative to engage youth (including men and boys) in a national dialogue on GBV, and will fund, through the GBV Program, the development and implementation of promising practices that strengthen the GBV sector. 

Additional activities and programming will be undertaken in 2018–19 to advance the shared outcomes of the Strategy, including:

  • The Department of National Defence (DND) will augment and deliver a modernized range of programs and services in the areas of support, prevention and education, and awareness tools.
  • The Public Health Agency of Canada (PHAC) will support three to five projects that will deliver and test approaches to prevent teen/youth dating violence and child maltreatment.
  • Public Safety Canada (PS) will advance efforts to combat online sexual exploitation of children through support to the Canadian Centre for Child Protection to continue to develop and maintain Arachnid, support survivors, continue operating Cybertip.ca, and improve youth awareness on the issue.
  • The Royal Canadian Mounted Police (RCMP) will be designing and developing cultural competency and trauma-informed GBV training that will be offered to RCMP employees starting in 2019–20. This training will improve capacity across the RCMP to effectively respond to GBV in a gender and culturally sensitive manner, including response to GBV and to violence against Indigenous women and girls. All training material will be examined using the GBA+ tool.
Contact information Questions related to the GBV Strategy can be sent to: cfc.finalaviolence-endviolence.swc@cfc-swc.gc.ca
Planning summary
Federal organizations Link to the department’s Program Inventory Horizontal initiative activities Total federal allocation (from start to end date) (dollars) 2018–19  Planned spending (dollars) 2018–19  Expected results 2018–19 Performance indicators 2018–19  Targets Date to achieve target
Status of Women Canada (SWC) Expertise and Outreach

Create and share knowledge:

  • Knowledge Centre (KC)
  • Research and data collection
41,403,693Footnote 1 13,575,151 ER1 PI1.1 T1.1 March 2020
PI1.2 T1.2 The date to achieve the target has not yet been determined.
PI1.3 T1.3 The date to achieve the target has not yet been determined.
PI1.4 T1.4 The date to achieve the target has not yet been determined.
ER3 PI3.1 T3.1 The date to achieve the target has not yet been determined.
PI3.2 T3.2 Not applicable
ER5 PI5.1 T5.1 The date to achieve the target has not yet been determined.
Awareness Activities 5,543,251 1,219,361 ER2 PI2.1 T2.1 The date to achieve the target has not yet been determined.
ER4 PI4.1 T4.1 March 2021
ER6 PI6.1 T6.1 The date to achieve the target has not yet been determined.
PI6.2 T6.2 The date to achieve the target has not yet been determined.
Community Action and Innovation Gender-Based Violence Program 28,561,204 3,901,603 ER4 PI4.1 T4.1 March 2021
Internal Services Internal services 1,991,852 431,130 Not applicable Not applicable Not applicable Not applicable
Department of National Defence
(DND)
Military Member and Family Support Enhanced Family Crisis Teams 4,000,000 800,000 ER2 PI2.1 T2.1 March 2021
ER4 PI4.1 T4.1 March 2021
ER5 PI5.3 T5.3 March 2024
Immigration, Refugees and Citizenship Canada (IRCC) Settlement Program Enhanced place-based services and capacity building for front line settlement workers 1,500,000 300,000 ER2 PI2.3 T2.3 The date to achieve the target has not yet been determined. (within the first year of training).
ER4 PI4.1 T4.1 The date to achieve the target has not yet been determined.
PI4.2 T4.2 The date to achieve the target has not yet been determined.
Public Health Agency of Canada (PHAC) Health Promotion Delivery and testing of approaches to prevent teen/youth dating violence (TDV) and child maltreatment (CM), with intervention research (IR) 9,500,000 1,329,533 ER3 PI3.3 T3.3 The date to achieve the target has not yet been determined.
ER4 PI4.2 T4.2 The date to achieve the target has not yet been determined.
Public Safety Canada (PS) Serious and Organized Crime Awareness Campaign Against Child Sexual Exploitation 1,000,000 100,000 ER2 PI2.1 T2.4 The date to achieve the target has not yet been determined.
Enhanced Support of the Canadian Centre for Child Protection (C3P) to Respond to Child Sexual Exploitation 5,000,000 1,000,000 ER5 PI5.4 T5.4 The date to achieve the target has not yet been determined.
Royal Canadian Mounted Police (RCMP) PAA 1.1.1 Contract PolicingFootnote 2 National and Divisional Culturally Competent Training 2,400,000 580,386 ER2 PI2.2 T2.2 March 2020
ER4 PI4.1 T4.1 March 2021
ER5 PI5.2 T5.2 March 2022
Total for all federal organizations Not applicable Not applicable 100,900,000 23,237,164 Not applicable Not applicable Not applicable Not applicable

Expected Results:

The following short term results are expected to be demonstrated during years 1 through 3 of the Strategy:

ER1: Intended audiences access evidence

ER2: Intervention, programming and training participants (service providers, survivors and those at risk of GBV, etc.) access GBV-related information, training and support

The following medium term results are expected to be demonstrated during years 3 through 7 of the Strategy:

ER3: Intended audiences use/apply GBV-related evidence in their policy and programming work

ER4: Intervention, programming and training participants (service providers, survivors and those at risk of GBV, etc.) use/apply knowledge or support to adapt their attitudes and behaviours related to GBV

The following long term results are expected to be demonstrated during years 7 through 10 of the Strategy:

ER5: Those impacted by or at risk of GBV, including survivors, are better supported across the justice and social sectors

ER6: Social norms, attitudes and behaviours that contribute to GBV are changed

Performance Indicators and Targets:

PI1.1: Percentage of survey respondents reporting that they are satisfied with the relevance/usefulness of evidence products

T1.1: 75%

PI1.2: Number of distinct Knowledge Centre (KC) website sessions

T1.2: The baseline will be set in 2019–20 once the KC is operational. A target will be set for subsequent years.

PI1.3: Number of product downloads

T1.3: The baseline will be set in 2019–20 once the KC is operational. A target will be set for subsequent years.

PI1.4: Number of social media shares/retweets of evidence products

T1.4: The baseline will be set in 2019–20 once the KC is operational. A target will be set for subsequent years.

PI2.1: Percentage of awareness activity participants who report improved awareness of key messages

T2.1: The baseline for this indicator has not yet been established. As a result, no target has been set.

T2.4: Increase of 10% annually from current baseline (as they are reported to PS in the first year of the agreement amendment)

PI2.2: Percentage of RCMP employees who complete training and report having enhanced knowledge and skills related to GBV

T2.2: 80%

PI2.3: Percentage of settlement workers who receive interventions that report increased knowledge of GBV and awareness of available services

T2.3: 70% of settlement workers who receive the interventions

PI3.1: Percentage of respondents reporting that they use the evidence products in their work

T3.1: The baseline will be set in 2019–20 once the KC is operational. A target will be set for subsequent years.

PI3.2: Nature of policy and/or program change

T3.2: This indicator is qualitative in nature. As a result, targets are not applicable.

PI3.3: Percentage of effective interventions that continue to be delivered after the initial funding period

T3.3: 50%

PI4.1: Percentage of intervention/training participants who report using/applying knowledge in their work or lives

T4.1: 70%

PI4.2: Percentage of intervention participants who report using/applying knowledge or support to adapt their attitudes and/or behaviours related to GBV

T4.2: 70%

PI5.1: Percentage of survivors of GBV that meets the Criminal Code threshold who reported incident to police.

T5.1: The baseline for this indicator has not yet been established. As a result, no target has been set.

PI5.2: Percentage of Indigenous stakeholders who agree that cultural competency and trauma-informed GBV training has improved the service provided by the RCMP

T5.2: 80%

PI5.3: Percentage of CAF members and families who report satisfaction with Family Crisis Team programs and services

T5.3: 70%. Data collected in 2019–20 will be used to establish the baseline.

PI5.4: Percentage of compliance of hosting providers to take down notices 

T5.4: The baseline for this indicator has not yet been established. As a result, no target has been set.

PI6.1: Percentage of respondents who report agreement with attitude and behaviour statements that contribute to GBV

T6.1: Baseline to be established in 2019–20 using results from Survey on Safety in Public and Private Spaces, expected in fall 2019. The target will represent a decrease.

PI6.2: Percentage of population who report non-physical inappropriate sexual behaviour in public spaces.

T6.2: Baseline to be established in 2019–20 using results from Survey on Safety in Public and Private Spaces, expected in fall 2019. As a result, the target has not yet been set.

Planned evaluation coverage over the next five fiscal years

Planned evaluation coverage, 2018–19 to 2022–23

Program Last evaluation Evaluations planned in the next 5 years Fiscal year of approval 2018–19
Program spending covered by the planned evaluation
(dollars)
2018–19
Program spending covered by all planned evaluations
(dollars)
2018–19
Total program spending
(dollars)
Expertise and Outreach Not applicable Mid-term Horizontal Evaluation of the Strategy to Prevent and Address Gender-Based ViolenceTable note *Table note 2020–21 14,794,512 14,794,512 20,720,236
Community Action and Innovation Evaluation of the Women’s Program, 2017–18 Evaluation of the Women’s Program 2021–22 28,247,547 32,149,150 32,149,150
Not applicable Mid-term Horizontal Evaluation of the Strategy to Prevent and Address Gender-Based ViolenceTable note *Table note 2020–21 3,901,603
Total Not applicable Not applicable Not applicable Not applicable 46,943,662 52,869,386

Upcoming internal audits for the coming fiscal year

Internal audits
Title of internal audit Area being audited Status Expected completion date
Horizontal Internal Audit of Physical Security in Large and Small Departments
  • Security Management
In Progress 2018–19 (Q1)
Horizontal Internal Audit of Information Technology Security in Large and Small Departments – Phase II
  • Security Management
  • Information Technology
Planning Phase 2019–20 (Q3)
Horizontal Internal Audit of Project Management in Large and Small Departments
  • Project Management
  • Management of Shared and Common Services
  • Investment Planning
Planning Phase 2019–20 (Q4)
Horizontal Internal Audit of Regulatory Compliance and Enforcement Frameworks in Large and Small Departments
  • Regulatory Management
Planning Phase 2020–21 (Q1)
Horizontal Internal Audit of Information for Decision Making in Large and Small Departments
  • Financial Management and Control
  • Investment Planning
Planning Phase 2020–21 (Q3)
Horizontal Internal Audit of Departmental Performance Measurement in Large and Small Departments
  • Management and oversight
Planning Phase 2020–21 (Q4)
Horizontal Internal Audit of Human Resource Planning in Large and Small Departments
  • Workforce / Workplace Management
  • Project Management
Planning Phase 2021–22 (Q3)
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