Social Sciences and Humanities Research Council 2020-21 Departmental Plan

The Honourable Navdeep Bains, P.C., M.P.
Minister of Innovation, Science and Industry

© Her Majesty the Queen in Right of Canada,
represented by the Minister of Industry, 2020

Cat. No. CR1-13E-PDF
ISSN 2371-8080

Departmental Plan 2020-21

(PDF, 328 KB)

From the Minister

It is my pleasure to present the 2020–21 Departmental Plan for the Social Sciences and Humanities Research Council. We are working across the Innovation, Science and Economic Development Portfolio to enhance Canada’s innovation performance, improve conditions for business investments, increase Canada’s share of global trade and build a fair and efficient marketplace that promotes consumer choice and competition.

We will continue to work with provinces, territories, municipalities, Indigenous groups, industry, stakeholders and all Canadians to deliver an economic agenda that is growing an internationally competitive, knowledge-based economy while achieving our environmental goals.

SSHRC is making tremendous progress in implementing Budget 2018 and Budget 2019 measures. The priorities of the Canada Research Coordinating Committee (CRCC), currently chaired by Ted Hewitt, SSHRC President, are also being fulfilled. SSHRC is positioning Canada as a world leader by supporting fast-breaking, high-risk, interdisciplinary, international research through the tri-agency New Frontiers in Research Fund. Strengthening Indigenous research to improve research outcomes for the benefit of First Nations, Inuit and Métis peoples is advancing reconciliation. I am excited to see this work continue to advance through enhanced coordination among the funding agencies.

Through all these initiatives and more, we are continuing to deliver our commitment to fostering a dynamic and growing economy that creates jobs, opportunities and a better quality of life for all Canadians.

The Honourable Navdeep Bains
Minister of Innovation, Science and Industry

From the President

SSHRC consistently strives to advance the contributions of the social sciences and humanities to meet Canada’s long-term challenges and promote new opportunities for growth. A strong research ecosystem—in the social sciences and humanities as much as in other fields—is vital to improve our communities, our economy, and the overall quality of life in this country.  Both disciplinary and interdisciplinary research is essential to achieving this goal, in areas ranging from climate change to migration, inequality and the wise use of emerging technologies.

Our task for the coming year is to build on this solid foundation to generate even greater benefits for Canada.

Our corporate priorities will see us further enhance collaboration across the research enterprise. Working closely with the other two federal research funding agencies—the Canadian Institutes of Health Research and the Natural Sciences and Engineering Research Council—as well as with federal departments and stakeholders, SSHRC will support collaborative initiatives that benefit the research enterprise as a whole and contribute to the vitality of social sciences and humanities research. For example, the results for the first competition of the Transformation stream of the tri-agency program, the New Frontiers in Research Fund, will be announced in 2020–21 to support large-scale, Canadian-led, world-leading interdisciplinary research projects.

SSHRC will continue to implement the Tri-agency Equity, Diversity and Inclusion Action Plan, as well as the gender-based analysis plus requirements to assess how diverse groups of people may experience policies, programs and initiatives, and to facilitate equitable access to funding and a more inclusive research community.

Activities to augment Indigenous research capacity will be at the top of our agenda as well. In collaboration with the other granting agencies, SSHRC will support new models for Indigenous research and research training by implementing the actions identified in the Strengthening Indigenous Research Capacity 2019–22 strategic plan.

Modernizing the agency’s operations will be key to achieving these goals. SSHRC will complete the discovery phase for a new tri-agency grants management solution, will plan workplace renewal, and will implement new and renewed policies and strategies in the area of human resources.

These actions will fast-track our effort to better understand and help mitigate domestic and global challenges in this era of rapid change. The dedicated people of SSHRC will continue to foster the talent Canada needs to excel in complex times.

Ted Hewitt, PhD

Plans at a glance

Funding Social Sciences and Humanities Research and Training

The Social Sciences and Humanities Research Council (SSHRC) achieves its departmental results through support for training, investigator-led research, research partnerships and knowledge mobilization delivered through SSHRC-specific programs and through tri-agency programs, that is, programs that SSHRC delivers on behalf of the three federal research granting agencies—the Canadian Institutes of Health Research (CIHR), the Natural Sciences and Engineering Research Council (NSERC), and SSHRC itself. Through grants, fellowships and scholarships, SSHRC helps to make Canada’s social sciences and humanities research internationally competitive, to provide the country with a pool of highly skilled people in these fields, and to ensure that social sciences and humanities research knowledge is used. SSHRC has identified the following priorities for 2020–21.

SSHRC will continue to work with the other federal granting agencies to advance excellence by promoting equity and diversity in research and to improve support for the next generation of scientists and scholars. In addition to maintaining and improving the effectiveness of programs, SSHRC will work with CIHR and NSERC on the implementation of both the Tri-agency Equity, Diversity and Inclusion Action Plan and the Tri-agency Early Career Researcher Action Plan. Work will also continue via several streams of the tri-agency New Frontiers in Research Fund to build strength and leadership in interdisciplinary and transformative research, as well as to enhance opportunities for Canadian researchers to participate in research with international partners.

Collaboration will also continue with CIHR, NSERC and Indigenous partners across Canada to implement a strategic plan for strengthening Indigenous research capacity. A series of mechanisms will be introduced to continue to build, with First Nations, Métis and Inuit peoples, on existing and new initiatives aimed at further supporting Indigenous research and research training.

As part of its Imagining Canada’s Future initiative, SSHRC will continue to work on identifying the next generation of future challenges to which social sciences and humanities research and researchers can contribute and be mobilized to inform decision-making and policy-making on key issues.

Institutional Support for the Indirect Costs of Research

By reimbursing a portion of the indirect costs incurred by recipients of federally funded research grants, the Research Support Fund helps postsecondary institutions offer their researchers world-class facilities with the best equipment and administrative support.

Budget 2018 included additional funding for the Research Support Fund. This incremental funding is being delivered through a different framework, and in 2020–21, SSHRC will deliver the third year of these incremental project grants.

Internal Services

Internal Services refers to the activities and resources that support program delivery in the organization. In 2020–21, SSHRC will continue to advance corporate initiatives, including preparing to move to a new location and renewing its workplace in alignment with Government of Canada workplace standards; enabling SSHRC’s workforce with integrated and updated people management strategies and action plans; and the tri-agency grants management solution, which will be a single platform for applying to the three federal research funding agencies.

For more information on SSHRC’s plans, priorities and planned results, see the “Core responsibilities: planned results and resources” section of this report.

Core responsibilities: planned results and resources

This section contains detailed information on the department’s planned results and resources for each of its core responsibilities.

Funding Social Sciences and Humanities Research and Training

Description

SSHRC, through grants, fellowships and scholarships, promotes and supports research and research training in the social sciences and humanities to develop talent, generate insights and build connections in pursuit of social, cultural and economic outcomes for Canadians.

Planning highlights

To achieve its departmental results under this core responsibility, SSHRC supports research excellence and innovative ideas emanating from a research community of 25,000 full-time university professors and over 65,000 graduate students and postdoctoral researchers—representing roughly 45% of Canada’s university researchers.

As part of its mandate, SSHRC awards more than 2,500 new research grants, and 2,500 scholarships and fellowships each year. These are awarded through an independent merit review process designed to ensure the highest standards of excellence and impartiality. The resulting research aims to address complex societal and scientific questions that contribute to resolving national and international challenges.

In 2020–21, SSHRC will continue to support investigator-led research and to collaborate across the research enterprise—that is, the overall research ecosystem including postsecondary institutions, the research community and funding organizations—to support initiatives that benefit and contribute to the vitality of social sciences and humanities research. This will ensure that SSHRC continues to deliver on the three departmental results under this core responsibility: Canada’s social sciences and humanities research is internationally competitive; Canada has a pool of highly skilled people in the social sciences and humanities; and, Canada’s social sciences and humanities research knowledge is used. Key initiatives intended to yield these results fall within SSHRC’s four corporate priorities for 2020–21.

SSHRC’s Corporate Priority 1: Enhancing collaboration across the research enterprise

A tri-agency program launched in December 2018, the New Frontiers in Research Fund (NFRF), supports research that is international, interdisciplinary, fast-breaking and high-risk / high-reward. In 2020–21, SSHRC will continue to advance NFRF funding opportunities to support achievement of the first departmental result, that Canada’s research is internationally competitive for the social sciences and humanities and beyond. The results from the first competition of the Transformation stream under NFRF will be announced in late 2020–21, with a minimum of six grants awarded to support large-scale, Canadian-led, world-leading interdisciplinary research projects with the potential for significant change. The International stream, aimed at supporting international collaborations and positioning Canada and Canadian researchers as strategic partners at the international level, will deliver the first round of a new funding opportunity, as well as leverage joint initiatives to promote collaboration with international research funders.

In 2020–21, SSHRC will continue to work with the other granting agencies on the implementation of the Early Career Researcher (ECR) Action Plan. This will include providing access to research funding opportunities designed to support the establishment of ECRs’ academic research careers; supporting ECRs in developing the required skills, experience and opportunities to establish their research careers; and establishing reporting standards to accurately track, monitor and inform decisions regarding the success of ECRs in academia.

SSHRC aims to accelerate the use of research results to strengthen cultural, economic, social and technological development and the well-being of Canadians as part of its Imagining Canada’s Future initiative. Work will build on 2018–19 efforts to identify and validate the next generation of future challenges that can benefit from the knowledge and talent contributed by social sciences and humanities research. Through new collaborations with external organizations—across government, academic and/or not-for-profit organizations—SSHRC will also facilitate the mobilization of social sciences and humanities research and talent to inform decision-making and policy-making on key issues. Planned initiatives for 2020–21 include a dedicated national forum convening interdisciplinary Knowledge Synthesis Grant holders and key stakeholders on the topic of Living Within Earth’s Carrying Capacity; and a new Knowledge Synthesis Grants competition on the topic of Working in the Digital Economy and further development of funding partnerships.

SSHRC’s Corporate Priority 2: Advancing equity, diversity and inclusion

In 2020–21, work will continue on facilitating equitable access to funding and promoting a more inclusive research community. The Canada Research Chairs Program (CRCP) strengthens Canada’s international competitiveness in research and development and helps train the next generation of highly skilled people. As the administering agency for the program, SSHRC will explore improvements to the CRCP to better support a diverse community of excellent researchers across all career stages by launching and implementing initiatives from the CRCP Equity, Diversity and Inclusion (EDI) Action Plan 2.0. In support of the mandate of the Minister of Innovation, Science and Industry to continue to promote gender equity, diversity and inclusion in the sciences, SSHRC will strengthen support for research on race, diversity and gender in Canada.

In 2020–21, SSHRC will continue to work with CIHR and NSERC on the implementation of the Tri-agency EDI Action Plan. The plan focuses on three key objectives:

• equitable access to funding opportunities;
• equitable and inclusive participation in the research system; and
• data and analysis for decision-making informed by equity, diversity and inclusion.

Implementation measures in 2020–21 will focus on advancing the inclusion of EDI considerations into research design, and moving toward a more comprehensive understanding of research excellence. Training for review committee members and staff alike will continue in order to establish the agencies as leaders in integrating EDI considerations into merit-based funding for research and research training.

SSHRC’s Corporate Priority 3: Strengthening Indigenous research capacity

SSHRC, in collaboration with the other federal granting agencies and the Canada Foundation for Innovation, led a national dialogue with Indigenous communities, collectives and organizations to co-develop a strategic plan for strengthening Indigenous research capacity that contributes to reconciliation. The plan was approved by the Canada Research Coordinating Committee in October 2019. The implementation of this plan will start in 2020–21 with the introduction of a series of mechanisms that will seek to further build and strengthen relationships with First Nations, Inuit and Métis peoples; support the research priorities of Indigenous peoples; create greater accessibility for Indigenous peoples to agencies’ program funding; and champion Indigenous leadership, self-determination and capacity-building in research. These mechanisms will build on a series of initiatives that have been and continue to be developed in collaboration with Indigenous collectives, communities and organizations—including the creation of new Indigenous research programs; the introduction of guidelines for the merit review of Indigenous research; and the extension of funding eligibility to Indigenous organizations.

Gender-based analysis plus

As part of SSHRC’s commitment to advancing EDI, several initiatives are continuing and planned for 2020–21 that integrate gender-based analysis plus (GBA+) to ensure inclusive outcomes for Canadians.

SSHRC will continue to conduct GBA+ when developing or modifying policies and programs. Specifically, in 2020–21 SSHRC will launch an external analysis of equity issues in the CRCP, including a review of broader systemic issues within the research enterprise.

Further, SSHRC’s Evaluation Division will continue to conduct program evaluations using a GBA+ protocol that includes standardized evaluation subquestions and data collection tools to identify any potential differential impacts of SSHRC’s programs with respect to research, research training and research careers. Evaluations of the CRCP and the Canada First Research Excellence Fund will be conducted in 2020–21. In addition, SSHRC will explore ways to extend the practice of asking applicants to describe how sex, gender and/or other diversity considerations will be considered in their proposed program of research. These considerations in research design improve the quality and impact of research. Finally, SSHRC, working collaboratively with the other federal research funding agencies and the Canada Foundation for Innovation, will revise the self-identification questionnaire for applicants and merit review committee members. The changes will strengthen alignment with best practices and respond to feedback from the research community on the first year of EDI data collection. These changes will improve SSHRC’s ability to monitor the equity performance of its funding programs.

United Nations’ 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals (SDGs)

In 2020–21, and on an ongoing basis, SSHRC will continue to fund social sciences and humanities research and training that contribute to addressing the United Nations 2030 Sustainable Development Agenda and Sustainable Development Goals (SDGs). SSHRC’s support for research around education, including inequities in access and the elimination of gender disparities, promote SDG 4—quality education—by helping to ensure inclusive and equitable quality education and promote lifelong learning opportunities for all. As well, through its funding, SSHRC aims to mobilize social sciences and humanities research to address emerging economic, societal and knowledge needs for Canada in support of SDG 9—industry, innovation and infrastructure—to build resilient infrastructure, promote inclusive and sustainable industrialization, and foster innovation. SSHRC will also publish a series of evidence briefs on the topic of Living Within Earth’s Carrying Capacity to help inform effective decision-making in support of the SDGs.

Experimentation

In 2020-21, SSHRC will launch the Imagining Canada’s Future Ideas Lab. This two-year pilot project is designed to stimulate and fund innovative interdisciplinary research collaborations on the topic of the Circular Economy, using an experimentation opportunity to assess a more iterative and collaborative approach to proposal development and adjudication than seen in traditional merit review processes. At the end of the pilot, participating teams will have a fully developed project proposal and be ideally positioned to seek additional funding from established competitions, while the agency will have gained experience with new research design and merit review processes. The project also intends to foster collaboration with other national and international research funding agencies.

Financial, human resources and performance information for SSHRC’s Program Inventory is available in the GC InfoBase.

Financial, human resources and performance information for SSHRC’s Program Inventory is available in the GC InfoBase.

Financial, human resources and performance information for SSHRC’s Program Inventory is available in the GC InfoBase.

Institutional Support for the Indirect Costs of Research

Description

SSHRC, on behalf of CIHR, NSERC and SSHRC, provides financial support to universities, colleges and their affiliated research hospitals and institutes to reimburse a portion of indirect costs associated with the funded research.

Planning highlights

Through this core responsibility, SSHRC continues to deliver on its departmental result: Canada’s university and college research environments are strong. Every year, the federal government supports research in engineering and the natural sciences, health sciences, social sciences and humanities through its three research funding agencies. The Research Support Fund reinforces this investment by helping postsecondary institutions maintain the equipment, facilities and administrative support needed to foster a strong, world-class research environment, which in turn ensures that researchers are provided with the necessary space and support at institutions to undertake high-quality multidisciplinary research.

Budget 2018 included additional funding for the Research Support Fund to support the indirect costs of research to eligible institutions. A new funding stream is now delivered through the Incremental Project Grants funding opportunity. In 2020–21, SSHRC will deliver the third year of these incremental project grants.

SSHRC will also implement the management response to the 15th-year evaluation of the Research Support Fund. The evaluation included consultations with institutions on how to balance the need to collect institutional and system-wide performance data with the desire to reduce the administrative reporting burden. Results from this consultation will be used to develop a new reporting tool for the collection of performance information.

Financial, human resources and performance information for SSHRC’s Program Inventory is available in the GC InfoBase.

Financial, human resources and performance information for SSHRC’s Program Inventory is available in the GC InfoBase.

Financial, human resources and performance information for SSHRC’s Program Inventory is available in the GC InfoBase.

Internal Services: planned results

Description

Internal Services are those groups of related activities and resources that the federal government considers to be services in support of Programs and/or required to meet corporate obligations of an organization. Internal Services refers to the activities and resources of the 10 distinct services that support Program delivery in the organization, regardless of the Internal Services delivery model in a department. These services are:

• Management and Oversight Services
• Communications Services
• Legal Services
• Human Resources Management Services
• Financial Management Services
• Information Management Services
• Information Technology Services
• Real Property Management Services
• Materiel Management Services
• Acquisition Management Services

Planning highlights

SSHRC Corporate Priority 4: Modernizing SSHRC’s operations

To effectively and efficiently achieve its mandate, SSHRC must remain a nimble, responsive and adaptive organization. Focus for 2020–21 will be on the following activities:

• Compliance and alignment—SSHRC will continue to ensure compliance and alignment with Government of Canada priorities, policy requirements and transformation initiatives. This includes updating its internal policies and practices to reflect changes to the Treasury Board Policy Suite, as well as preparing for the agency’s upcoming transition to new Government of Canada human resources and financial management systems.
• Workplace renewal—GCworkplace is a Government of Canada workplace transformation initiative and workplace standard that retools work environments to encourage collaboration by using technology in smarter ways and fostering a culture of health and well-being. In 2020–21, SSHRC will begin to prepare to move to a new location and align with this standard. SSHRC will use this transition as an opportunity to strengthen its operations by modernizing work tools and information management practices, as well as maximizing the effectiveness and efficiency of business processes.
• Enabling SSHRC’s workforce—Because achieving results depends on skilled and dedicated staff, SSHRC will integrate and update its existing suite of people management strategies and action plans. The focus will be on developing a safe and equitable workplace in which employees are supported to reach their full potential.
• Tri-agency grants management solution—The existing electronic grants management systems used by the three federal research granting agencies have limited ability to adapt to the changing needs of both the research community and the agencies. Developing one user-centric grants management platform creates an opportunity to modernize grants management and meet the standards of excellence that the Canadian research community and agencies’ staff members expect in terms of efficiency, interoperability, accessibility and usability. In 2020–21, the tri-agency grants management solution will complete its discovery phase, which is expected to culminate in the selection of an industry partner, and the necessary project, expenditure and contract authorities from Treasury Board to proceed to the implementation phase.

Key risks

In developing its priorities for 2020–21, SSHRC identified a small number of key risks that could affect the achievement of its planned results for all core responsibilities. A few examples of mitigation strategies are provided below for each risk:

• SSHRC’s ability to effectively allocate its limited resources to respond to internal and external pressures, and align its resources to support priority areas or emerging government priorities and policies.
  • To mitigate this risk, SSHRC will develop a multiyear resource management plan to improve overall organizational effectiveness; continue to strengthen systems, processes and the fundamental tools of governance, including the link between resource management and corporate planning; and, integrate strategic planning, the results framework and the multiyear resource management plan.
• SSHRC’s ability to effectively manage change and to effectively adapt and implement the changes needed to address new technologies, organizational growth, new collaborations and partnerships and new program directions.
  • To mitigate this risk, SSHRC will develop an overview of key change management pressures facing the organization (a “change inventory”) to better anticipate and track impacts across the agency and provide a basis for horizontal planning, and to ensure that dedicated change management strategies and resources are included in all major projects.
• SSHRC’s ability to manage challenges to its reputation stemming from increased engagement with various stakeholders and from progress on transformative files that have the potential for negative publicity or opposition from some groups.
  • To mitigate this risk, SSHRC will ensure that consultation and engagement plans are implemented for key initiatives, and will improve its administrative data and outreach material to facilitate clear and consistent communication with external stakeholders.
• SSHRC’s suite of legacy information management and information technology has limited capacity to support new programs and changes to existing programs due to aging software, hardware and database systems.
  • To mitigate this risk, SSHRC will stabilize the aging systems and platforms to ensure business continuity and resiliency while new solutions are developed and implemented.

Spending and human resources

This section provides an overview of the department’s planned spending and human resources for the next three consecutive fiscal years, and compares planned spending for the upcoming year with the current and previous years’ actual spending.

Planned spending

Departmental spending 2017–18 to 2022–23

The following graph presents planned (voted and statutory) spending over time.

Budgetary planning summary for core responsibilities and Internal Services (dollars)

The following table shows actual, forecast and planned spending for each of SSHRC’s core responsibilities and to Internal Services for the years relevant to the current planning year.

Budget 2018 announced $215.5 million over five years for SSHRC to invest in fundamental research in the social sciences and humanities. Budget 2018 also proposed the creation of the tri-agency New Frontiers in Research Fund, an investment of $275 million over five years to support research that is international, interdisciplinary, fast-breaking and high-risk / high-reward, to be administered by SSHRC on behalf of the granting agencies. Additional support over five years of $231.3 million for the Research Support Fund and $210 million for the Canada Research Chairs Program was also announced. SSHRC administers both programs on behalf of the granting agencies. Budget 2019 announced $114 million to the federal research granting agencies to create 500 more master’s-level scholarship awards annually and 167 more three-year doctoral scholarship awards annually through the Canada Graduate Scholarships program. Budget 2019 also announced $37.4 million over five years to expand parental leave coverage from 6 months to 12 months for students and postdoctoral fellows who receive granting agency funding.

Planned human resources

The following table shows actual, forecast and planned full-time equivalents for each core responsibility in SSHRC’s departmental results framework and to Internal Services for the years relevant to the current planning year.

Planned human resources are increasing because of new measures announced in Budget 2018. These include the launch of the New Frontiers in Research Fund, which is a new tri-agency program administered by SSHRC on behalf of the granting agencies, and additional funding received for the Research Support Fund.

Estimates by vote

Information on SSHRC’s organizational appropriations is available in the 2020–21 Main Estimates.

Condensed future-oriented statement of operations

The condensed future‑oriented statement of operations provides an overview of SSHRC’s operations for 2019–20 to 2020–21.

The amounts for forecast and planned results in this statement of operations were prepared on an accrual basis. The amounts for forecast and planned spending presented in other sections of the Departmental Plan were prepared on an expenditure basis. Amounts may therefore differ.

A more detailed future‑oriented statement of operations and associated notes, including a reconciliation of the net cost of operations to the requested authorities, are available on SSHRC’s website.

Total expenses are expected to increase by 3.7% ($34.6 million). This increase is primarily attributable to the implementation of Budget 2018 announcements to support the New Frontiers in Research Fund ($12.9 million), the Research Support Fund ($12.2 million) and the Canada Research Chairs Program ($5.9 million).

Corporate information

Organizational profile

Appropriate minister(s):

The Honourable Navdeep Bains, P.C., M.P.
Minister of Innovation, Science and Industry

Institutional head:

Ted Hewitt, President

Ministerial portfolio:

Innovation, Science and Industry

Enabling instrument(s):

Social Sciences and Humanities Research Council Act, R.S.C. 1985, c. S-12

Year of incorporation / commencement:

1977

Raison d’être, mandate and role: who we are and what we do

“Raison d’être, mandate and role: who we are and what we do” is available on SSHRC’s website.

For more information on the agency’s organizational mandate letter commitments, see the Minister’s mandate letter.

Operating context

Information on the operating context is available on SSHRC’s website.

Reporting framework

SSHRC’s approved Departmental Results Framework and Program Inventory for 2020–21 are as follows.

Supporting information on the program inventory

Supporting information on planned expenditures, human resources and results related to SSHRC’s Program Inventory is available in the GC InfoBase.

Supplementary information tables

The following supplementary information tables are available on SSHRC’s website:

• Departmental Sustainable Development Strategy
• Details on transfer payment programs
• Gender-based analysis plus

Federal tax expenditures

SSHRC’s Departmental Plan does not include information on tax expenditures that relate to its planned results for 2020–21.

Tax expenditures are the responsibility of the Minister of Finance, and the Department of Finance Canada publishes cost estimates and projections for government­‑wide tax expenditures each year in the Report on Federal Tax Expenditures. This report provides detailed information on tax expenditures, including objectives, historical background and references to related federal spending programs, as well as evaluations, research papers and gender-based analysis. The tax measures presented in this report are solely the responsibility of the Minister of Finance.

Organizational contact information

Mailing address
350 Albert Street
Ottawa, ON K1P 6G4
Canada
Telephone: 613-992-0691
Email: corporate-performance@sshrc-crsh.gc.ca

Appendix: definitions

appropriation (crédit)

Any authority of Parliament to pay money out of the Consolidated Revenue Fund.

budgetary expenditures (dépenses budgétaires)

Operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.

core responsibility (responsabilité essentielle)

An enduring function or role performed by a department. The intentions of the department with respect to a core responsibility are reflected in one or more related departmental results that the department seeks to contribute to or influence.

Departmental Plan (plan ministériel)

A report on the plans and expected performance of a department over a 3‑year period. Departmental Plans are tabled in Parliament each spring.

departmental priority (priorité ministérielle)

A plan or project that a department has chosen to focus and report on during the planning period. Departmental priorities represent the things that are most important or what must be done first to support the achievement of the desired departmental results.

departmental result (résultat ministériel)

A consequence or outcome that a department seeks to achieve. A departmental result is often outside departments’ immediate control, but it should be influenced by program-level outcomes.

departmental result indicator (indicateur de résultat ministériel)

A factor or variable that provides a valid and reliable means to measure or describe progress on a departmental result.

departmental results framework (cadre ministériel des résultats)

A framework that consists of the department’s core responsibilities, departmental results and departmental result indicators.

Departmental Results Report (rapport sur les résultats ministériels)

A report on a department’s actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.

experimentation (expérimentation)

The conduct of activities that seek to first explore, then test and compare, the effects and impacts of policies and interventions in order to inform evidence-based decision-making, and improve outcomes for Canadians, by learning what works and what doesn’t. Experimentation is related to, but distinct from innovation (the trying of new things), because it involves a rigorous comparison of results. For example, using a new website to communicate with Canadians can be an innovation; systematically testing the new website against existing outreach tools or an old website to see which one leads to more engagement, is experimentation.

full‑time equivalent (équivalent temps plein)

A measure of the extent to which an employee represents a full person‑year charge against a departmental budget. Full‑time equivalents are calculated as a ratio of assigned hours of work to scheduled hours of work. Scheduled hours of work are set out in collective agreements.

gender-based analysis plus (GBA+) (analyse comparative entre les sexes plus [ACS+])

An analytical process used to assess how diverse groups of women, men and gender-diverse people experience policies, programs and services based on multiple factors including race, ethnicity, religion, age, and mental or physical disability.

government-wide priorities (priorités pangouvernementales)

For the purpose of the 2020–21 Departmental Plan, government-wide priorities refer to those high-level themes outlining the government’s agenda in the 2015 Speech from the Throne, namely: Growth for the Middle Class; Open and Transparent Government; A Clean Environment and a Strong Economy; Diversity is Canada’s Strength; and Security and Opportunity.

horizontal initiative (initiative horizontale)

An initiative in which two or more federal organizations are given funding to pursue a shared outcome, often linked to a government priority.

non‑budgetary expenditures (dépenses non budgétaires)

Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.

performance (rendement)

What an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve, and how well lessons learned have been identified.

performance indicator (indicateur de rendement)

A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an organization, program, policy or initiative respecting expected results.

performance reporting (production de rapports sur le rendement)

The process of communicating evidence‑based performance information. Performance reporting supports decision-making, accountability and transparency.

plan (plan)

The articulation of strategic choices, which provides information on how an organization intends to achieve its priorities and associated results. Generally a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead up to the expected result.

planned spending (dépenses prévues)

For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts presented in the Main Estimates.

A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their Departmental Plans and Departmental Results Reports.

program (programme)

Individual or groups of services, activities or combinations thereof that are managed together within the department and focus on a specific set of outputs, outcomes or service levels.

program inventory (répertoire des programmes)

Identifies all of the department’s programs and describes how resources are organized to contribute to the department’s core responsibilities and results.

result (résultat)

An external consequence attributed, in part, to an organization, policy, program or initiative. Results are not within the control of a single organization, policy, program or initiative; instead they are within the area of the organization’s influence.

statutory expenditures (dépenses législatives)

Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.

strategic outcome (résultat stratégique)

A long-term and enduring benefit to Canadians that is linked to the organization’s mandate, vision and core functions.

target (cible)

A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.

voted expenditures (dépenses votées)

Expenditures that Parliament approves annually through an Appropriation Act. The vote wording becomes the governing conditions under which these expenditures may be made.

Date modified:

2020-03-10