2025–26 Departmental Plan
On this page
Copyright information
© His Majesty the King in Right of Canada, as represented by the Office of the Public Sector Integrity Commissioner of Canada, 2025, ISSN 2561-6641
From the Commissioner
I am pleased to present the 2025–26 Departmental Plan for the Office of the Public Sector Integrity Commissioner of Canada (the Office).
Over the past year, the Office has experienced an unexpected and sustained surge in the number of disclosures of wrongdoing, reprisal complaints and general inquiries. This highlights the growing awareness of, and confidence in, the Office, as well as the commitment of public servants to contribute to a professional public service grounded in accountability and transparency.
This surge is projected to grow even further in 2025–26. I am grateful to all those who come forward and to those who participate in investigations. At the same time, due to resource limitations, the surge will continue to impact the Office’s ability to provide the level of responsiveness that disclosers and complainants have a right to expect, and that we strive to achieve. Considerable efforts will continue to be made to achieve service standards, including reviewing operational practices, seeking opportunities to leverage technology, and streamlining processes whenever possible.
In addition, the Office requested modest but critical resources through the submission of an off-cycle budget proposal in August 2024. A small portion of the funds requested was approved in early 2025. Regrettably, both the minimal sum approved and the delay in accessing funds had significant repercussions as the backlog of cases continued to mount, jeopardizing the Office’s ability to meet all the requirements of its legislated mandate.
This situation should sound alarm bells regarding the Office, as well as other agents of Parliament. It exposes the impediment to independence that resides in the current funding process that forces budgets to be submitted through ministers, opening the door to harmful delays to Parliament’s consideration of budget requests and creating further risk by providing the very departments that we are mandated to investigate with a measure of control that can effectively restrict the Office’s operating budget.
In 2025–26, the unprecedented increase in both the number and the complexity of submissions is projected to continue, without a plateau in sight. Despite the challenges, the Office will continue to work diligently to ensure the respect for due process and the protection of the rights of all parties. We remain optimistic that required funding will be forthcoming.
I am deeply honoured to be part of a team that consistently demonstrates exceptional professionalism and dedication to serving the people of Canada.
Harriet Solloway
Commissioner
Plans to deliver on core responsibilities and internal services
Core responsibilities and internal services
Core responsibility: Public sector disclosures of wrongdoing and complaints of reprisal
In this section
Description
The Office of the Public Sector Integrity Commissioner of Canada (the Office) contributes to strengthening accountability and increases oversight of government operations by:
- providing an independent and confidential process for receiving and investigating disclosures of wrongdoing in, or relating to, the federal public sector from public servants and members of the public;
- reporting founded cases of wrongdoing to Parliament and making recommendations to chief executives on corrective measures;
- providing a mechanism for handling complaints of reprisal from public servants and former public servants for the purpose of coming to a resolution, including through conciliation and by referring cases to the Public Servants Disclosure Protection Tribunal.
Quality of life impacts
The domains from the Quality of Life Framework for Canada that relate the most closely to the Office’s core responsibility, Public sector disclosures of wrongdoing and complaints of reprisal, are:
- Good Governance (primary domain): Public servants will have a mechanism to call out wrongdoing. The Office’s core responsibility contributes to this domain more specifically to the subdomain “Democracy and institutions” through all the activities mentioned in the core responsibility description. The indicator of interest for this domain is “Confidence in institutions”.
- Prosperity: Canadians will be proud of an ethical public sector that ensures good job quality and job satisfaction. The Office’s core responsibility contributes to the subdomain “Employment and job quality” and the indicator of interest is “Job satisfaction”.
- Society: A robust whistleblowing regime supports social cohesion by ensuring trust in the public sector. The Office’s core responsibility contributes to the subdomain “Social cohesion and connections” and the indicator of interest is “Trust in others”.
Indicators, results and targets
This section presents details on the department’s indicators, the actual results from the three most recently reported fiscal years, the targets and target dates approved in 2025–26 for the Office’s core responsibility, Public sector disclosures of wrongdoing and complaints of reprisal. Details are presented by departmental result.
Table 1: Departmental result 1 - Public sector disclosures of wrongdoing and complaints of reprisal are dealt with in a timely and effective manner
Table 1 provides a summary of the target and actual results for each indicator associated with the departmental result 1, under the Office’s core responsibility, Public sector disclosures of wrongdoing and complaints of reprisal.
| Departmental result indicators | Actual results | Target | Date to achieve target |
|---|---|---|---|
| Percentage of cases addressed within established service standards, which are available on the Office’s website |
(notes 1–3) | The service standard target is met 100% of the time. | March 2026 |
| Percentage of applications addressed within established service standard under the Legal Access Request Program |
(note 4) | The service standard target is met 100% of the time. | March 2026 |
Notes:
- In 2021–22, challenges related to the context of conducting investigations during the COVID-19 pandemic affected our capacity to meet all service standards targets as planned in the 2021–22 Departmental Plan.
- In 2022–23, challenges related to the transition to a hybrid work model, and the still-felt consequences of the COVID-19 pandemic have affected our capacity to meet all service standards targets as planned in the 2022–23 Departmental Plan.
- In 2023–24, a surge in the number of new disclosures and reprisal complaints submitted to the Office has affected its capacity to meet all service standards targets as planned in the 2023–24 Departmental Plan.
- In 2021–22 and 2023–24, an intake checklist was not completed in the required five days in one instance.
Table 2: Departmental result 2 - Public servants and members of the public are aware of the Office and have access to information to make an informed decision about disclosures of wrongdoing and/or complaints of reprisal
Table 2 provides a summary of the target and actual results for each indicator associated with departmental result 2, under the Office’s core responsibility, Public sector disclosures of wrongdoing and complaints of reprisal.
| Departmental result indicators | Actual results | Target | Date to achieve target |
|---|---|---|---|
| Percentage of new website visitors |
| 90% of website visitors are new visitors. | March 2026 |
| Number of attendees at outreach events |
| The total number of attendees for the combined events, in which the Office participates in a year, is at least 2,500 attendees. | March 2026 |
Additional information on the detailed results and performance information for the Office’s program inventory is available on GC InfoBase.
Plans to achieve results
The following section describes the planned results for the Office’s core responsibility, Public sector disclosures of wrongdoing and complaints of reprisal, in 2025–26.
Departmental result 1: Public sector disclosures of wrongdoing and complaints of reprisal are dealt with in a timely and effective manner.
A timely and effective process to deal with disclosures of wrongdoing and complaints of reprisal in the federal public sector is essential to the success of the Office. This contributes to our vision of being a trusted organization and meeting our service standards.
In 2025–26, the Office will continue to optimize its internal procedures and resources, as well as promote new operational strategies to better manage the ever-growing influx of new submissions and backlog.
The Office will also benefit from an improvement to its operational capacity by continuing to improve the new case management system and adjusting it to its needs, and by automating several tasks and reports. The Office is also considering a change in its operational structure to realign resources and augment efficiency to address the ongoing increase in submissions and investigations.
The Office will continue to seek additional required resources.
Departmental result 2: Public servants and members of the public are aware of the Office and have access to information to make an informed decision about disclosures of wrongdoing and/or complaints of reprisal.
Efforts in enhancing public awareness and understanding of the Office’s role and how it delivers on its mandate are crucial to its outreach strategy. In 2025–26, the Office will continue to take part in activities aimed at better informing public servants and others who might have seen wrongdoing in the federal public sector. Members of the Office will offer presentations and information sessions to federal organizations, and attend pertinent conferences and learning events.
A redesigned website will be completed and launched in 2025–26. It is a key tool with which disclosures of wrongdoing and reprisal complaints are reported to the Office. Since most submissions are made through the online forms, these forms will also be improved to help users better understand what the Office can investigate and what counts as wrongdoing and reprisal under the Public Servants Disclosure Protection Act. The redesign will also include more videos and visual tools to help individuals make informed decisions.
Key risks
The Office continues to operate in an environment where there still exists a culture of resistance to whistleblowing within the federal public service driven by various factors, including fear of reprisal. The decision by individuals whether to disclose wrongdoing or to submit a complaint of reprisal, the complexity of cases, the legislative landscape and the Office’s limited resources are contributing factors to the Office’s ability to effectively deliver on its mandate and to meet its service standards. This underscores the need to retain and recruit skilled employees for key positions, such as investigators and case admissibility analysts.
As a micro-organization, the Office faces the risk of not being able to attract, retain and develop the right people with the appropriate mix of skills. This can negatively affect its ability to deliver its mandate and to foster a culture of knowledge sharing and transfer. The Office’s strategy to mitigate this risk includes proactive recruitment, as well as the use of casual employment and contractors when warranted.
The Office relies on external service providers for many of its corporate functions. This dependency subjects the Office to the risk of service providers not having the capacity to meet its operational needs at any given time. To date, to mitigate this risk, the Office has ensured that memoranda of understanding are in place with each service provider that detail both the services and levels of service to be provided. Regular monitoring of service delivery and audits of service level agreements have also been conducted. To address the residual risks, the Office has begun to augment its internal capability.
There is a sharp and sustained increase in the number of new disclosures, reprisal complaints and general inquiries. Consequently, the Office is confronted with the inability to process submissions in a timely manner. The Office’s risk response strategy has been to closely monitor caseloads and human resource capacity, as well as support ongoing professional development. In addition, the Office has been and continues to seek funding that would enable to meet its objectives.
Furthermore, there is a risk that external and internal threats (including malware, hacking, and errors) could compromise the confidentiality, integrity and availability of sensitive information and business systems, disrupting operations and negatively impacting the Office’s ability to deliver on its mandate. To mitigate this risk, the Office will continue to improve the new case management system and build its internal information technology capacity. The Office will also continue to improve its cyber security, processes and systems to meet its business continuity plan.
Planned resources to achieve results
Table 3: Planned resources to achieve results for the Office’s core responsibility, Public sector disclosures of wrongdoing and complaints of reprisal
Table 3 provides a summary of the planned spending and full-time equivalents required to achieve results.
| Resource | Planned |
|---|---|
| Spending | $5,464,249 |
| Full-time equivalents | 34 |
Complete financial and human resources information for the Office’s program inventory is available on GC InfoBase.
Related government priorities
United Nations 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals
The Office’s Sustainable Development Strategy and actions support the United Nations’ sustainable development goal of sustainable consumption and production patterns. More specifically and although the impact may be at a small scale, the Office will promote public procurement practices that are sustainable by applying the policy on green procurement of the Government of Canada. This will contribute to achieving the Federal Sustainable Development Strategy target on Greening Government.
More information on the Office’s contributions to Canada’s Federal Implementation Plan on the 2030 Agenda and the Federal Sustainable Development Strategy can be found in our Departmental Sustainable Development Strategy.
Program inventory
The Office’s core responsibility, Public sector disclosures of wrongdoing and complaints of reprisal, is supported by the following programs:
- Disclosure and Reprisal Management
Additional information related to the program inventory for the Office’s core responsibility, Public sector disclosures of wrongdoing and complaints of reprisal, is available on the Results page on GC InfoBase.
Internal services
In this section
Description
Internal services are the services that are provided within a department so that it can meet its corporate obligations and deliver its programs. There are 10 categories of internal services:
- 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
Plans to achieve results
This section presents details on how the department plans to achieve results and meet targets for internal services.
Information technology services
In addition to maintaining current information management services, in 2025–26, the Office plans to:
- harden the backup strategy and meeting the business continuity objectives by leveraging cloud services;
- harden the Office’s cyber security by leveraging cloud services as well as leveraging services offered by the Canadian Centre for Cyber Security;
- improve some of the Office’s processes by leveraging automatization; and
- improve the Endpoint Antivirus coverage by leveraging cloud services.
None of these required actions may not be possible without the approval of requested funds.
Other internal services
In 2025–26, the Office will strengthen its internal capacity in Human Resources and Finance.
Planned resources to achieve results
Table 4: Planned resources to achieve results for internal services this year
Table 4 provides a summary of the planned spending and full-time equivalents required to achieve results.
| Resource | Planned |
|---|---|
| Spending | $2,463,975 |
| Full-time equivalents | 9 |
Complete financial and human resources information for the Office’s program inventory is available on GC InfoBase.
Planning for contracts awarded to Indigenous businesses
Government of Canada departments are to meet a target of awarding at least 5% of the total value of contracts to Indigenous businesses each year. This commitment is to be fully implemented by the end of 2024–25.
The Office plans to implement updated procurement protocols to ensure that new contracting procedures, instruments, and resources give preference to Indigenous companies, with an emphasis on awarding sole-source contracts to eligible Indigenous vendors. This will build on the Office’s achievement in 2023–24, when it achieved a 5.3% allocation, slightly above its target. The Office is still dedicated to looking for more ways to achieve procurement-related social goals for 2025–26, such as supporting greening government efforts.
Table 5: Percentage of contracts planned and awarded to Indigenous businesses
Table 5 presents the current, actual results with forecasted and planned results for the total percentage of contracts the department awarded to Indigenous businesses.
| 5% reporting field | 2023–24 actual result | 2024–25 forecasted result | 2025–26 planned result |
|---|---|---|---|
| Total percentage of contracts with Indigenous businesses | 5.3% | 5.0% | 5.0% |
Planned spending and human resources
This section provides an overview of the Office’s planned spending and human resources for the next three fiscal years and compares planned spending for 2025–26 with actual spending from previous years.
Spending
This section presents an overview of the department’s planned expenditures from 2022–23 to 2027–28.
Budgetary performance summary
Table 6: Three-year spending summary for core responsibilities and internal services (dollars)
Table 6 presents how much money the Office spent over the past three years to carry out its core responsibilities and for internal services. Amounts for the current fiscal year are forecasted based on spending to date.
| Core responsibilities and internal services | 2022–23 actual expenditures | 2023–24 actual expenditures | 2024–25 rorecast spending |
|---|---|---|---|
| Public sector disclosure of wrongdoing and complaints of reprisal | 3,745,643 | 4,199,622 | 4,677,236 |
| Internal services | 2,039,056 | 2,577,345 | 2,087,265 |
| Total | 5,784,699 | 6,776,967 | 6,764,501 |
Analysis of past three years of spending
Consistent growth in total expenditures: Total expenditure rose from $5,784,699 in 2022–23 to $6,776,967 in 2023–24, with a forecast of $6,764,501 in 2024–25. This represents an overall growth of 17% over the three-year period. The increase is primarily driven by salary adjustments and severance pay, with core responsibilities contributing more significantly due to their 69% share of total expenditure (2024-25), compared with 31% for internal services. *Forecast of 2024–25 is based on an analysis conducted on December 10, 2024.
More financial information from previous years is available on the Finances section of GC InfoBase.
Table 7: Planned three-year spending on core responsibilities and internal services (dollars)
Table 7 presents how much money the Office’s plans to spend over the next three years to carry out its core responsibilities and for internal services.
| Core responsibilities and internal services | 2025–26 planned spending | 2026–27 planned spending | 2027–28 planned spending |
|---|---|---|---|
| Public sector disclosure of wrongdoing and complaints of reprisal | 5,464,249 | 5,510,844 | 5,463,207 |
| Internal services | 2,463,975 | 2,489,451 | 2,468,924 |
| Total | 7,928,224* | 8,000,295* | 7,932,131* |
Analysis of the next three years of spending
*Increased spending in all areas will be required: Over the next three fiscal years, allocated funds will be insufficient. The current allocation will be used to the maximum of about $7,953,550 yearly. Additional funds will be requested. Trend analyses demonstrate that the allocated funds will be insufficient to enable the full implementation of the Office’s statutory mandate.
More detailed financial information on planned spending is available on the Finances section of GC InfoBase.
Funding
This section provides an overview of the department’s voted and statutory funding for its core responsibilities and for internal services. For further information on funding authorities, consult the Government of Canada budgets and expenditures.
Graph 1 summarizes the department’s approved voted and statutory funding from 2022–23 to 2027–28.
Text description of graph 1
This bar graph illustrates the Office’s approved funding for managing Public sector disclosures of wrongdoing and complaints of reprisal, including voted appropriations and statutory employee benefit plans from 2022–23 to 2027–28. Financial figures are expressed in dollars on the y-axis, increasing by $1,000,000 and ending at $8 million. They are plotted against 2022–23 to 2027–28 on the x-axis.
In 2022–23, approved funding was $545,029 for statutory items and $5,239,670 for the management of Public sector disclosures of wrongdoing and complaints of reprisal, for a total of $5,784,699.
In 2023–24, approved funding was $680,779 for statutory items and $6,096,188 for the management of Public sector disclosures of wrongdoing and complaints of reprisal, for a total of $6,776,967.
In 2024–25, approved funding was $624,341 for statutory items and $6,260,484 for the management of Public sector disclosures of wrongdoing and complaints of reprisal, for a total of $6,884,825.
As the Office expects to spend its entire budgetary authority in the future, planned spending (based on the Main Estimates) is set at $7,928,224 in 2025–26, $8,000,295 in 2026–27, and $7,932,131 in 2027–28. These amounts include both statutory items and voted appropriations for the management of public sector disclosures of wrongdoing and complaints of reprisal.
Analysis of statutory and voted funding over a six-year period
Funding trend analysis: Over the past three fiscal years, total funding increased from $5,788,699 in 2022–23 to $6,884,825 in 2024–25, driven by salary increases resulting from collective agreements and additional full-time equivalents.
Future projections: Over the next three years, total allocated funding remains stagnant at around $7,045,257; and, between 2024–25 and 2025–26, there is a slight increase, primarily due to new funding received for the External Whistleblowing Regime. As approved funds are projected to be manifestly insufficient to enable the Office to meet its mandate.
For further information on the Office’s departmental appropriations, consult the 2025–26 Main Estimates.
Future-oriented condensed statement of operations
The future-oriented condensed statement of operations provides an overview of the Office’s operations for 2024–25 to 2025–26.
Table 8: Future-oriented condensed statement of operations for the year ending March 31, 2026 (dollars)
Table 8 summarizes the expenses and revenues which net to the cost of operations before government funding and transfers for 2024–25 to 2025–26. The forecast and planned amounts in this statement of operations were prepared on an accrual basis. The forecast and planned amounts presented in other sections of the Departmental Plan were prepared on an expenditure basis. Amounts may therefore differ.
| Financial information | 2024–25 forecast results | 2025–26 planned results | Difference (forecasted results minus planned) |
|---|---|---|---|
| Total expenses | 7,949,708* | 9,240,677* | 1,290,969* |
| Total revenues | 0 | 0 | 0 |
| Net cost of operations before government funding and transfers | 7,949,708* | 9,240,677* | 1,290,969* |
Analysis of forecasted and planned results
The primary driver of the $1,290,969 increase in net cost of operations and planned expenses from 2024–25 to 2025–26 is the projected growth in full-time equivalents, required to address the sustained upward trend in disclosures of wrongdoing and reprisal complaints.
*Allocated funds will be insufficient. The current allocation will be used to the maximum. Additional funds will be requested. Trend analyses demonstrate that the allocated funds will be insufficient to enable the full implementation of the Office’s statutory mandate.
A more detailed Future-Oriented Statement of Operations and associated notes for 2025–26, including a reconciliation of the net cost of operations with the requested authorities, is available on the Office’s website.
Human resources
This section presents an overview of the department’s actual and planned human resources from 2022–23 to 2027–28.
Table 9: Actual human resources for core responsibilities and internal services
Table 9 shows a summary of human resources, in full-time equivalents, for the Office’s core responsibilities and for its internal services for the previous three fiscal years. Human resources for the current fiscal year are forecasted based on year-to-date.
| Core responsibilities and internal services | 2022–23 actual full-time equivalents | 2023–24 actual full-time equivalents | 2024–25 forecasted full-time equivalents |
|---|---|---|---|
| Public sector disclosure of wrongdoing and complaints of reprisal | 25 | 25 | 30 |
| Internal services | 7 | 8 | 7 |
| Total | 32 | 33 | 37 |
Analysis of human resources over the last three years
From 2022–23 to 2024–25, total full-time equivalents (FTEs) increased from 32 to 37, reflecting the Office’s expanding operational demands. While FTEs for internal services remained stable overall—dropping slightly from 8 in 2023–24 to 7 in 2024–25—the number of FTEs for Public sector disclosure of wrongdoing and complaints of reprisal rose from 25 to 30. This increase is driven by the need for additional staff to manage the growing volume and complexity of disclosure and reprisal cases.
Table 10: Human resources planning summary for core responsibilities and internal services
Table 10 shows information on human resources, in full-time equivalents, for each of the Office’s core responsibilities and for its internal services planned for the next three years.
| Core responsibilities and internal services | 2025–26 planned full-time equivalents | 2026–27 planned full-time equivalents | 2027–28 planned full-time equivalents |
|---|---|---|---|
| Public sector disclosure of wrongdoing and complaints of reprisal | 34 | 35 | 34 |
| Internal services | 9 | 9 | 9 |
| Total | 43 | 44 | 43 |
Analysis of human resources for the next three years
Following the approval of off-cycle funding in 2024–25, the Office secured new permanent funding to support its statutory obligations under the Public Servants Disclosure Protection Act. As a result, planned full-time equivalents (FTEs) will increase to 43 in 2025–26, 44 in 2026–27, and 43 in 2027–28. This includes:
- 34–35 FTEs dedicated to the Office’s core responsibility of managing disclosures of wrongdoing and complaints of reprisal; and
- 9 FTEs allocated to internal services across all three years.
This increase in staffing reflects an initial step toward addressing a marked and sustained rise in disclosures, complaints, and investigations. The Office has experienced significant workload pressures and is currently managing a backlog estimated at 500 times its operational capacity.
The new resources will primarily support the recruitment of personnel for intake, analysis, investigation, litigation, conciliation, drafting, and quality control, as well as essential corporate functions such as human resources, compensation, information management/technology, security, and oversight.
Despite this progress, the Office continues to face capacity constraints. The approved funding remains insufficient to fully address current and projected demand, and further investment will be required to ensure the Office can deliver on its mandate effectively and sustainably.
Corporate information
Departmental profile
Appropriate minister:
The Honourable Ginette Petitpas Taylor, President of the Treasury Board
Institutional head:
Harriet Solloway, Public Sector Integrity Commissioner
Ministerial portfolio:
Treasury Board
Enabling instrument:
Public Servants Disclosure Protection Act, S.C. 2005, c. 46
Year of incorporation / commencement:
2007
Other:
The Office supports the Commissioner, who is an independent Agent of Parliament.
Departmental contact information
Mailing address:
60 Queen Street, 4th floor
Ottawa, Ontario K1P 5Y7
Telephone:
613-941-6400 or 1-866-941-6400 (toll-free)
Email:
Website:
Supplementary information tables
The following supplementary information tables are available on the Office’s website:
- Details on transfer payment programs
- Gender-based Analysis Plus
Information on the Office’s departmental sustainable development strategy can be found on the Office’s website.
Federal tax expenditures
The Office’s Departmental Plan does not include information on tax expenditures.
The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the Report on Federal Tax Expenditures.
This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs as well as evaluations and GBA Plus of tax expenditures.
Definitions
List of terms
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 an appropriated department over a three-year period. Departmental Plans are usually tabled in Parliament each spring.
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 quantitative measure of 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.
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. For a particular position, the full-time equivalent figure is the ratio of the number of hours the person actually works divided by the standard number of hours set out in the person’s collective agreement.
Gender-based Analysis Plus (GBA Plus) (Analyse comparative entre les sexes Plus [ACS Plus])
Is an analytical tool used to support the development of responsive and inclusive policies, programs, and other initiatives. GBA Plus is a process for understanding who is impacted by the issue or opportunity being addressed by the initiative; identifying how the initiative could be tailored to meet diverse needs of the people most impacted; and anticipating and mitigating any barriers to accessing or benefitting from the initiative. GBA Plus is an intersectional analysis that goes beyond biological (sex) and socio-cultural (gender) differences to consider other factors, such as age, disability, education, ethnicity, economic status, geography (including rurality), language, race, religion, and sexual orientation.
Using GBA Plus involves taking a gender- and diversity-sensitive approach to our work. Considering all intersecting identity factors as part of GBA Plus, not only sex and gender, is a Government of Canada commitment.
government priorities (priorités gouvernementales)
For the purpose of the 2025–26 Departmental Plan, government priorities are the high-level themes outlining the government’s agenda in the most recent Speech from the Throne.
horizontal initiative (initiative horizontale)
An initiative where two or more federal departments are given funding to pursue a shared outcome, often linked to a government priority.
Indigenous businesses (enterprises autochtones)
For the purpose of the Directive on the Management of Procurement Appendix E: Mandatory Procedures for Contracts Awarded to Indigenous Businesses and the Government of Canada’s commitment that a mandatory minimum target of 5% of the total value of contracts is awarded to Indigenous businesses, an organization that meets the definition and requirements as defined by the Indigenous Business Directory.
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 a department, program, policy or initiative respecting expected results.
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 to the expected result.
planned spending (dépenses prévues)
For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts presented in 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 the department’s programs and describes how resources are organized to contribute to the department’s core responsibilities and results.
result (résultat)
A consequence attributed, in part, to a department, policy, program or initiative. Results are not within the control of a single department, policy, program or initiative; instead they are within the area of the department’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.
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.