Departmental Plan 2020-2021

Canadian Radio-television and Telecommunications Commission

Download this report in PDF

The Honourable Steven Guilbeault, P.C., M.P.
Minister of Canadian Heritage

© Her Majesty the Queen in Right of Canada, as represented by the Chairperson and Chief Executive Officer of the Canadian Radio-television and Telecommunications Commission, 2020

Catalogue No. BC9-26E-PDF
ISSN 2371-8463

Table of contents

• From the Minister
• From the Chairperson and CEO
• Plans at a glance
• Core responsibilities: planned results and resources, and key risks
  • Regulate and Supervise the Communications System
• Internal Services: planned results
• Spending and human resources
  • Planned spending
  • Planned human resources
  • Estimates by vote
  • Condensed future-oriented statement of operations
• Corporate information
  • Organizational profile
  • Raison d’être, mandate and role: who we are and what we do
  • Operating context
  • Reporting framework
• Supporting information on the program inventory
• Supplementary information tables
• Federal tax expenditures
• Organizational contact information
• Appendix: definitions
• Endnotes

From the Minister

As Minister of Canadian Heritage, I am pleased to present the 2020‒2021 Departmental Plan for the Canadian Radio-television and Telecommunications Commission (CRTC). Whether it be in the arts, culture, heritage or communications, the Canadian Heritage Portfolio plays an important role in our society. Each of the portfolio’s organizations, including the CRTC, fulfills its mandate with an emphasis on inclusion, collaboration, reconciliation with Indigenous Peoples and the promotion of our country’s two official languages.

To this end, the CRTC will continue to regulate broadcasting and telecommunications in the public interest, so that Canadians have access to a world-class communications system. In the coming year, the CRTC will review its regulatory framework for commercial radio and continue its efforts to combat unwanted calls and spam. In addition, it will continue working to co-develop a new Indigenous broadcasting policy and ensure that it is effective and reflects the realities of stations serving Indigenous people. Lastly, the Commission will complete its review of the wireless market.

I encourage you to read this plan and learn more about CRTC’s priorities. As you will see, this Canadian Heritage Portfolio organization is committed to serving Canadians and creating a Canada in which we can all take great pride.

The Honourable Steven Guilbeault

From the Chairperson and CEO

On behalf of the Canadian Radio-television and Telecommunications Commission (CRTC), I am pleased to present the 2020–21 Departmental Plan. As we enter a new decade, we can only imagine how far telecommunications will take us and what new horizons we will explore in broadcasting. Our plan outlines the key activities that the CRTC will undertake in the coming year to ensure that Canadians continue to have access to a world-class communications system.

To begin with, following the first call for applications for the new $750 million Broadband Fund, the CRTC will announce the selected projects to improve broadband Internet access services or mobile wireless networks in the territories and in satellite-dependent communities. We will also evaluate the applications submitted for all underserved areas across the country in response to the second call.

Also in the field of telecommunications, the Commission will complete its comprehensive review of the mobile wireless market to support sustainable competition that brings reasonable prices and innovative services to Canadians, while maintaining investment in high-quality mobile wireless networks.

During 2020–21, the CRTC will review various broadcasting issues, including the renewal of CBC/Radio-Canada’s licences. We will also continue to jointly develop a new Indigenous broadcasting policy to ensure that the broadcasting system can adequately meet the needs of Indigenous peoples. In addition, we will initiate a proceeding to modernize our regulatory framework for commercial radio.

The CRTC will also continue its efforts to protect Canadians from fraudulent or misleading calls. This will include the implementation of new technology to verify the identity of the caller and alert consumers if calls come from illegitimate sources, thereby helping to combat the problem of caller ID spoofing. As well, the CRTC will continue its compliance and enforcement activities under Canada’s Anti-Spam Legislation to protect Canadians from nuisance communications and online threats as they participate in the digital economy.

In addition, next-generation 9-1-1 (NG9-1-1) services will begin to be made available during 2020. These services will benefit from the new technologies and standards, and will respond to the changing expectations of Canadians. They will make it possible to provide new and innovative emergency capabilities and services, thus enhancing the safety of Canadians.

Together with its partners, the CRTC will ensure the participation of Canadian broadcasters and wireless service providers in the National Public Alerting System. This participation ensures that Canadians receive emergency alert messages about imminent or current threats to life. This provides Canadians with the information they need to make informed decisions.

Lastly, the CRTC will continue to promote competition, affordability, consumer interests and innovation in the telecommunications industry and will provide Canadians with opportunities to express their views through our hearings and other public consultations.

Ian Scott

Plans at a glance

The CRTC’s key planned results for 2020-21 are as follows:

• Provide funding for selected projects to improve fixed and mobile broadband internet access service across Canada;
• Complete the work to co-develop a new Indigenous broadcasting policy as part of the Government of Canada’s commitment to advancing reconciliation with Indigenous peoples;
• Provide Canadians with greater assurances on caller ID information through the implementation of new technology to combat fraudulent activities; and
• Contribute to creating a barrier-free Canada by updating CRTC internal policies, as appropriate, to comply with the Accessible Canada Act (ACA) and by ensuring that the broadcasting and telecommunications regulatory frameworks advance the objectives of the ACA.

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

Core responsibilities: planned results and resources, and key risks

This section contains detailed information on the department’s planned results and resources for each of its core responsibilities. It also contains information on key risks related to achieving those results.

Regulate and Supervise the Communications System

Description

The Canadian Radio-television and Telecommunications Commission is an administrative tribunal that is responsible for regulating and supervising Canada’s communications system in the public interest.

Established to develop, implement and enforce regulatory policies on the Canadian communications system, the CRTC performs a wide range of functions, including rule making and policy development. It has the quasi-judicial powers of a superior court with respect to the production and examination of evidence and the enforcement of its decisions. As an administrative tribunal it operates at arm’s length from the federal government.

The CRTC develops regulatory policies for Canada’s communication system; approves mergers, acquisitions and changes of ownership of broadcasting distribution undertakings; approves tariffs and agreements for certain telecommunication services; issues, renews and amends licences for broadcasting distribution and programming undertakings; and resolves competitive disputes. The CRTC intervenes specifically in situations where market forces alone cannot achieve the policy objectives set out within its legislative mandate.

Planning highlights

The key results that the CRTC plans to deliver in 2020-21 under its single Core Responsibility support one or more of its three policy-related Departmental Results (which serve as the headings for the sub-sections below).

In support of all three, the CRTC will continue to publish a series of Communications Monitoring Reports, compiled from the data it collects from the industry and other sources, and will continue to work with international partners and academics to monitor trends and best practices. Taken together, these activities will help the CRTC remain an effective regulator of Canada’s world-class communications system.

The CRTC will also continue to support the Government of Canada’s review of Canada’s legislative framework for communications,^{Endnote i} including the Broadcasting Act and Telecommunications Act, as appropriate.

Departmental Results 1 & 4: “Canadian content is created” as a result of processes that are “efficient and fair”

The CRTC will implement the following plans in 2020-21 to support the creation of Canadian content:

• As part of the Government of Canada’s commitment to reconciliation and renewal of its relationships with Indigenous peoples, continue its work to co-develop a new Indigenous broadcasting policy^{Endnote ii} with First Nations, Métis and Inuit broadcasters, content creators and audiences, which was launched in 2019-20. In 2020-21, the CRTC will finish the public consultation phase of the review and will also release preliminary conclusions for further consultation. The new policy will help ensure that Canadian programming is properly reflective of the cultures, languages, and perspectives of Indigenous peoples across Canada.
• Hold a public hearing, beginning on 25 May 2020, to renew the licences of the radio and TV stations owned by CBC/Radio-Canada. Consultations began in November 2019. Terms to be set out in the licence will pave the course for the national public broadcaster for the years ahead.
• Issue a decision on the Bell/Groupe V ownership transaction in spring 2020 further to the public hearing held on this matter in 2019.
• Conduct a review to modernize its regulatory framework for commercial radio^{Endnote iii}. The existing framework includes policies on diversity of ownership, Canadian content levels, local news, French vocal music requirements, Canadian content development and group-based licensing. A modernized framework will seek to position the radio market to best contribute to Canada’s broadcasting policy objectives. The CRTC will also implement a digital system to monitor compliance in the radio market and make a database available to the public.
• Complete its proceeding to update the definition of “Canadian programming expenditures” in light of the digital environment, as proposed in “Harnessing Change”^{Endnote iv}. The updated definition will ensure that broadcasters are effectively supporting Canadian content^{Endnote v} production, while enabling the CRTC to track how these expenditures contribute to gender equality, diversity and inclusiveness in Canada (by monitoring metrics related to women in key creative positions or to productions made by and for Indigenous groups, for example).

Departmental Results 2 & 4: “Canadians are connected to world-class communications services” as a result of processes that are “efficient and fair”

The CRTC will take the following steps in 2020-21 toward keeping Canadians connected to world-class communications services:

• Issue decisions to provide funding to selected applicants under the CRTC’s new $750 million broadband fund to support broadband infrastructure development. The fund will help ensure that Canadians, particularly those in rural and remote areas of Canada, can access affordable, high-quality fixed and mobile broadband internet access services.
• Issue a decision further to its consultation to address potential barriers to the deployment of broadband-capable networks in underserved areas in Canada.
• Issue a decision pursuant to the comprehensive review of mobile wireless services to ensure improved competition and reduced barriers to entry, and to address any concerns about affordability and service adoption in this market.
• Continue with the implementation of the wholesale high-speed access service regime for the large cable and telephone companies for all regions in Canada.
• Review the methodology and approach for rate-setting of wholesale telecommunication services.
• Launch a consultation on the state of interconnection and various wireline services’ wholesale arrangements to ensure a competitive Canadian telecommunications market.
• Launch a consultation on Northwestel Inc.’s regulatory framework to support the unique conditions of those living and operating in the North.
• Continue the national broadband performance measurement project (comparing advertised and actual speeds) in partnership with internet service providers and make the data public.
• Launch a proceeding to review the regulatory framework of video relay service, a basic telecommunications service that enables people with hearing or speech disabilities who use sign language to communicate with voice telephone users.

Departmental Results 3 & 4: Canadians are protected within the communications system as a result of processes that are “efficient and fair”

In 2020-21, the CRTC will help ensure that Canadians are protected by and within their communications system. It will continue to protect Canadians against nuisance calls and spam by promoting and enforcing compliance with the Unsolicited Telecommunications Rules^{Endnote vi} (which protect Canadians against unwanted telemarketing calls by such means as the National Do Not Call List (DNCL) Rules), Canada’s Anti-Spam Legislation^{Endnote vii}, and the Voter Contact Registry^{Endnote viii}. The CRTC will take further steps under its Nuisance Calls Program to implement universal blocking of blatantly illegitimate nuisance calls, caller ID authentication measures such as STIR/SHAKEN^{Footnote 1} protocol, and national call trace-back trials.

The CRTC will also:

• Continue to evaluate and monitor the regulatory policies it imposes on the broadcasting and telecommunications industries to advance the objectives of the Accessible Canada Act (ACA).
• Publish regulations related to the development of accessibility plans and of progress reports by entities regulated by the CRTC, as required by the ACA.
• Continue to implement and monitor its activities to address issues identified in the February 2019 Report on Misleading or Aggressive Communications Sales Practices^{Endnote ix} and to empower consumers, promote fair treatment, and prevent misleading or aggressive sales practices. These include the following:
  • CRTC Secret Shopper Program: The CRTC will assess the results of the Secret Shopper Program pilot that it commissioned in 2019-20, modify the program where necessary, and determine the next steps for its roll-out.
  • Internet Code: The Code^{Endnote x} took effect on 31 January 2020; the CRTC will monitor the implementation of and compliance with the Code by internet service providers.
  • Accessible Wireless Service Packages: Through a public proceeding, the CRTC will examine the issue of accessible wireless service packages and whether the market is adequately serving persons with disabilities.
• Evaluate the implementation of NG9-1-1 services further to trials that were started in 2019. Telecommunications service providers are to make NG9-1-1 voice services ready by June 2020, and wireless service providers are to make NG9-1-1 text messaging services ready by December 2020. As these services become available to the public over the coming years, they will support new emergency service capabilities, thereby enhancing the safety of Canadians.
• Monitor the participation of Canadian broadcasters and wireless service providers in the National Public Alerting System (NPAS)^{Endnote xi}. The system ensures that Canadians receive emergency alert messages at times of imminent or unfolding hazards to life, which includes amber alerts and natural disaster alerts, for example.

Gender-based analysis plus (GBA+)

The CRTC will apply GBA+ considerations in a number of areas, including through the co-development of a new Indigenous broadcasting policy, its review of the terms of the CBC/Radio-Canada licences at renewal and its Commercial Radio Policy review (which includes looking at whether programming adequately and appropriately reflects the diversity of Canadians, including women, Indigenous groups, ethnic and multicultural groups, official language minority communities, children and youth, Canadians with disabilities, and LGBTQ2 Canadians).

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

The CRTC is working with Employment and Social Development Canada and Statistics Canada to contribute to the development and measurement of two indicators related to the national availability of both fixed broadband Internet and the latest generally deployed mobile wireless technology. These indicators contribute to the measurement of Sustainable Development Goal 9 of the Canadian Indicator Framework, “Industry, innovation and infrastructure: build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation.”

Experimentation

The CRTC continues to experiment with new approaches and instill a culture of measurement, evaluation and innovation in program and policy design. However, no specific experimentation activities and no additional financial or human resources are planned for activities in 2020-21.

Key risk(s)

The CRTC may not be able to ensure all of its results are met due to ongoing disruption in the communications sector, shifting global market conditions, the inherent challenges of Canada’s geography, and the increasing complexity of the security landscape.

To mitigate these risks, the CRTC monitors and analyzes market conditions, disruptions and technological developments, and engages in continuous dialogue with Canadians, stakeholders, academics, and domestic and international organizations. It also raises public awareness so that Canadians can protect themselves within the communications system.

Financial, human resources and performance information for the CRTC’s program inventory is available in the GC InfoBase^{Endnote xii}.

Financial, human resources and performance information for the CRTC’s program inventory is available in the GC InfoBase^{Endnote xiii}.

Financial, human resources and performance information for the CRTC’s program inventory is available in the GC InfoBase^{Endnote xiv}.

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

In 2020-21, the CRTC will accomplish the following:

• Establish a corporate services accessibility advisory committee to implement the Accessible Canada Act internally.
• Continue to promote diversity and inclusion via the Inclusion and Diversity Committee, the CRTC Mentoring Program, and other initiatives (such as the new ombuds-service and the internal mini-survey), all with a view to fostering a healthy and respectful work environment.
• Conduct change impact and readiness assessments as part of the implementation of the Government of Canada Financial and Materiel Management (GCFM) Solution, which will streamline and automate the CRTC’s routine internal services. This Solution is part of the government-wide Financial Management Transformation, which contributes to achieving the objectives of open and transparent government and better services for Canadians.
• Continue to advance a “digital-by-design” organization, which makes modern and mobile tools available so that employees have the flexibility to work anywhere anytime.

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

For fiscal year 2020-21, the CRTC plans to spend $71.1 million to meet the expected results of its program activities.

The following graph presents planned (voted, vote-netted revenues and statutory) spending over time.

Long Description

Fiscal year	Total	Voted and Vote-netted revenues*	Statutory
2017–18	63,604,746	57,370,528	6,234,218
2018–19	61,403,210	55,140,036	6,263,174
2019–20	72,447,880	64,372,899	8,074,981
2020–21	71,097,216	63,354,699	7,742,517
2021–22	71,194,522	63,435,791	7,758,731
2022–23	72,122,800	64,355,308	7,767,492

* Voted expenditures include revenues netted against expenditures (vote-netted revenues).

In 2019-20, the CRTC implemented the Broadband Fund regime, which explains the increase in spending when compared to previous fiscal years. Following implementation, spending is expected to stabilize to support the ongoing project management activities required to administer the Broadband Fund.

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

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

For fiscal years 2017-18 and 2018-19, expenditures represents actual expenditures as reported in the Public Accounts of Canada. Planned spending for the fiscal years 2020-21 to 2022-23 corresponds to Main Estimates.

The decrease in expenditures in 2018-19, in comparison to 2017-18, is attributable to a decrease in salary and to lower investment in IT equipment. In 2019-20, the CRTC implemented the Broadband Fund regime, which explains the increase in expenditures when compared to previous fiscal years. Following implementation, resource requirements will decrease to the level required to support the project management function of the Broadband Fund; however, it is anticipated that additional resources may be required in 2022-23 to support additional activities.

At this time, there are no incremental amounts approved above the Main Estimates levels. Supplementary funding for items such as salary adjustments for new collective agreements and carry-forward adjustments are unknown at this time and, therefore, not reflected.

2020–21 Budgetary planned gross spending summary (dollars)

The following table reconciles gross planned spending with net planned spending for 2020–21.

CRTC’s revenues come from fees recovered pursuant to fee regulations established under the authority of the Broadcasting Act^{Endnote xv} and the Telecommunications Act^{Endnote xvi}. These fees and the associated regulations are as follows:

• Part I broadcasting licence fees (Broadcasting Licence Fee Regulations, 1997^{Endnote xvii});
• Annual telecommunications fees (Telecommunications Fees Regulations, 2010^{Endnote xviii}); and
• Unsolicited telecommunications fees for compliance and enforcement activities related to the National DNCL (Unsolicited Telecommunications Fees Regulations ^{Endnote xix}).

Planned revenues in 2021-22 will be similar to 2020-21 and will subsequently increase by approximately one million dollars in 2022-23, adjusting to the volume of activities of the project management function of the Broadband Fund regime.

Planned human resources

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

The increase of 56 full-time equivalents forecasted in 2019-20, when compared to 2018-19 actual full-time equivalents, is mainly attributable to hiring for the implementation of the Broadband Fund regime. The incidence of these hirings should be fully reflected in 2020-21. Then, the workforce will be stable in the following fiscal years.

Estimates by vote

Information on the CRTC’s organizational appropriations is available in the 2020–21 Main Estimates^{Endnote xx}

Condensed future-oriented statement of operations

The condensed future-oriented statement of operations provides an overview of the CRTC’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 the CRTC’s website^{Endnote xxi}.

The difference in revenues of approximately $4.8 million (7.6%) in 2020-21 versus 2019-20 is primarily attributed to temporary authorities obtained in 2019-20 that are no longer required in 2020-21. In addition, there is a decrease in resource requirements in regards to the project management function of the Broadband Fund.

Corporate information

Organizational profile

Appropriate minister: The Honourable Steven Guilbeault, P.C., M.P. Minister of Canadian Heritage

Institutional head: Ian Scott, Chairperson and Chief Executive Officer

Ministerial portfolio: Canadian Heritage

Enabling instruments:

• Canadian Radio-television and Telecommunications Commission Act^{Endnote xxii}
• Bell Canada Act^{Endnote xxiii}
• Broadcasting Act^{Endnote xxiv}
• Telecommunications Act^{Endnote xxv}
• Canada Elections Act^{Endnote xxvi}
• An Act to promote the efficiency and adaptability of the Canadian economy by regulating certain activities that discourage reliance on electronic means of carrying out commercial activities, and to amend the Canadian Radio-television and Telecommunications Commission Act, the Competition Act, the Personal Information Protection and Electronic Documents Act, and the Telecommunications Act^{Endnote xxvii}, referred to as “Canada’s Anti-Spam Legislation” or “CASL” in this document.

Year of incorporation / commencement: 1968

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 the CRTC’s website^{Endnote xxviii}

Operating context

Information on the operating context is available on the CRTC’s website^{Endnote xxix}.

Reporting framework

The CRTC’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 the CRTC’s program inventory is available in the GC InfoBase^{Endnote xxx}.

Supplementary information tables

The following supplementary information tables are available on the CRTC’s website^{Endnote xxxi}:

• Gender-based analysis plus^{Endnote xxxii}
• Departmental Sustainable Development Strategy^{Endnote xxxiii}

Federal tax expenditures

CRTC’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^{Endnote xxxiv}. 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

CRTC Central Office

Les Terrasses de la Chaudière
Central Building
1 Promenade du Portage
Gatineau, Quebec J8X 4B1

or

Ottawa, Ontario K1A 0N2

Telephone:

In Canada:

Toll-free: 1-877-249-CRTC (2782)
Toll-free TTY line: 1-877-909-CRTC (2782)

Outside Canada:

819-997-0313
TTY line: 819-994-0423

Fax

819-994-0218

Website

https://www.crtc.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 conducting 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 form 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 refers 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.