This page has been archived.
Information identified as archived on the Web is for reference, research or recordkeeping purposes. It has not been altered or updated after the date of archiving. Web pages that are archived on the Web are not subject to the Government of Canada Web Standards. As per the Communications Policy of the Government of Canada, you can request alternate formats on the "Contact Us" page.
The Honourable Vic Toews, P.C., M.P.
Minister of Justice and Attorney General of Canada
SECTION I: Overview
SECTION II: Analysis of Program Activities by Strategic Outcome
SECTION III: Supplementary Information
SECTION IV: Other Items of Interest
This past year has marked the end of one phase of a change process and the start of a new phase. This change process was
commenced in 2002 and has resulted in significant improvements to the manner in which the Commission delivers its service to
the public.
In 2005, the Commission restructured to better support its mandate and the changes which were implemented over the past
three years. This organizational realignment will enable the Commission to deliver its mandate, as intended by Parliament
under the Canadian Human Rights Act: redressing discrimination through a fair and efficient process; preventing
discrimination before it occurs; carrying out research and studies for the advancement of human rights; and fostering public
understanding of human rights and freedoms.
Over the past year, the Commission's new business model has been fully implemented and has produced intended results. The
backlog of complaint-related cases is under control, and measures are in place to ensure that the situation will not
reoccur. More resources are directed to the early stages of the complaint process, and numerous alternative dispute
resolution options are offered at every step. A learning strategy has been developed to help employees achieve peak
performance.
The implementation of the new business model combined with prudent stewardship has resulted in significant savings which are
being invested in emerging priorities and new work to advance human rights: developing further prevention initiatives and
generating more human rights knowledge for use by Canadian society.
For the next reporting period, the Commission has set itself four main priorities. First, to complete the design of a new
human rights knowledge development program and to implement it. This program will bring the necessary focus and resources to
formalize and advance thinking on human rights issues. The synthesis of human rights knowledge will enable the Commission to
develop policy and regulations and will, hopefully, stimulate discussion and help advance human rights farther in our
society.
As a second priority, the Commission will enhance and expand its prevention program to include more employers/service
providers and other stakeholders. It will negotiate and enter into agreements with more organizations to assist them in
reducing discrimination in workplaces or service delivery areas; develop partnerships based on preventing discrimination
with a broader range of stakeholders; and refine tools and provide ongoing training and workshops on discrimination
prevention.
Another Commission priority over the next reporting period will be to continue providing an effective dispute resolution
process. We will focus on the earliest stages of the process, through a continuing strong emphasis on resolving disputes. We
will also continue to enhance the effectiveness of investigations and to implement a litigation strategy that targets
litigation resources on those cases with the greatest impact on human rights.
Finally, the Commission will also give priority to improving the integration of employment equity audits into other
prevention initiatives and create synergies between the employment equity audit program and other prevention-related
activities. The Commission will continue to select appropriate opportunities to bridge its work under the Employment
Equity Act with work under the Canadian Human Rights Act; and to identify efficiencies and opportunities for
the development of operational standards.
The new management framework ensures a more effective use of resources and better accountability. A capacity for ongoing
change and continuous improvement have become a regular feature of our business model as we continue to adapt to a changing
human rights environment. No system is perfect. However, with these checks and balances in place and good management
practices, we are confident that the new business model will enable the Commission to deliver superior, timely and focused
human rights to Canadians now and in the future.
I submit, for tabling in Parliament, the 2006-2007 Report on Plans and Priorities (RPP) for the Canadian Human Rights Commission.
This document has been prepared based on the reporting principles contained in the Guide for the Preparation of Part III of the 2006-2007 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:
Robert W. Ward
Secretary General
The Canadian Human Rights Commission (the Commission) was established in 1977 to
administer the Canadian Human Rights Act. The purpose of the Act is to promote equality of opportunity and to
protect individuals from discrimination based on race, national or ethnic origin, colour, religion, age, sex, sexual
orientation, marital status, family status, disability or conviction for an offence for which a pardon has been
granted. The Commission also has a mandate under the Employment Equity Act, which seeks to achieve equality in the workplace and to correct the conditions of disadvantage in employment experienced by women, Aboriginal peoples, persons with disabilities and members of visible minorities. Both the Canadian Human Rights Act and the Employment Equity Act apply to federal departments and agencies, Crown corporations and federally regulated private-sector organizations. The Commission is made up of a Chief Commissioner and up to six part-time members. The Chief Commissioner is appointed for a term of up to seven years; and the other Commissioners, for terms of up to three years. The Chief Commissioner is responsible for the operations of the Commission, supported by the Secretary General. |
2006-2007
|
2007-2008
|
2008-2009
|
20,965
|
20,654
|
20,592
|
2006-2007
|
2007-2008
|
2008-2009
|
196
|
192
|
192
|
Priority
|
Type
|
Program Activity – Expected Results |
Planned Spending
($ thousands) |
||
2006-2007
|
2007-2008
|
2008-2009
|
|||
Strategic Outcome: Equality, respect for human rights and protection from discrimination by fostering understanding of, and compliance with, the Canadian Human Rights Act and the Employment Equity Act | |||||
Design and implement a human rights knowledge development program | Previously Committed | Foster understanding of and compliance with the Canadian Human Rights Act |
3,458
|
3,856 | 3,856 |
Enhance and expand the prevention program to include more employers/service providers and other stakeholders |
Ongoing
|
Foster understanding of and compliance with the Canadian Human Rights Act | 3,263 | 3,271 |
3,271
|
Continue to provide an effective dispute resolution process |
Ongoing
|
Foster understanding of and compliance with the Canadian Human Rights Act |
7,472
|
6,868 |
6,868
|
Improve the integration of employment equity audits into other prevention initiatives |
Ongoing
|
Employment equity audits in federal and federally regulated workplaces | 2,098 |
2,019
|
2,019
|
The Commission's Work and Canada's Performance
The Commission's strategic outcome aligns to the Government of Canada's strategic outcome of creating "an inclusive
society that promotes linguistic duality and diversity." The Commission's activities positively impact society's
level of understanding of equality and the barriers to it. The Government of Canada has identified indicators that measure
its performance against the "inclusive society" outcome. The Commission's work advances the following Government of
Canada performance indicators: attitudes toward diversity; discrimination and racism; mixed unions; and attitudes toward
same-sex marriages.
PRIORITY |
Design and implement a human rights knowledge development program |
The human rights landscape is in constant evolution. To remain at the forefront of human rights knowledge, the Commission must foresee and understand the trends and shifts that are taking place in Canadian society. The human rights knowledge development program will bring the necessary focus and resources to formalize and advance thinking on human rights issues. It is envisioned that research will stimulate discussion and help shape Canadian society's views on human rights.
Plans
PRIORITY |
Enhance and expand the prevention program to include more employers/service providers and other stakeholders |
The Commission seeks to increase respect for human rights in workplaces and service delivery areas by encouraging employers to ensure the principles of equality and human dignity are realized. The Discrimination Prevention Program works with employers on prevention-related activities to confront and deal with discriminatory behaviour in the workplace before it becomes a poisoned environment.
Plans
PRIORITY |
Continue to provide an effective dispute resolution process |
An effective dispute resolution process is fundamental to protecting human rights. Focussing on the early stages of the dispute resolution process yields additional benefits by offering the opportunity to address incidents of discrimination before the positions of the parties involved become too rigid.
Plans
PRIORITY |
Improve the integration of employment equity audits into other prevention initiatives |
Leveraging the work of the employment equity audit program and finding synergies with other Commission activities ensures that limited resources are used most effectively to achieve the Commission's strategic outcome.
Plans
Risks and Challenges of these Priorities
The Commission will continue to draw on the synergies among all its activities in order to have a greater impact on human
rights issues. To date, efficiencies gained in the human rights complaint process have enabled the Commission to assign more
resources to knowledge development, discrimination prevention and strategic initiatives. The knowledge gained through these
efforts will guide the Commission's work in broader ways. The challenge for the Commission is to fulfill a growing list of
concurrent operational and external demands with limited resources.
There is a risk that unexpected demands in any priority area may limit the Commission's ability to respond with appropriate
resources to other priorities. The Commission's processes and initiatives are frequently dependent on external parties.
These dependencies pose a risk to the efficiency and effectiveness of its activities, including:
At the government-wide level, the Commission's main challenges and risks include:
Equality, respect for human rights and protection from discrimination by fostering understanding of, and compliance with, the Canadian Human Rights Act and the Employment Equity Act.
Program Activity
A. Foster understanding of and compliance with the Canadian Human Rights Act.
Description
The Commission is engaged in knowledge transfer in Canadian society and internationally regarding human rights and
equality as envisaged by the Canadian Human Rights Act (the Act). By monitoring trends, identifying issues and
conducting research and studies, the Commission creates knowledge products. Sharing this knowledge and engaging stakeholders
in the process promotes understanding of the Act and moves human rights issues forward.
The Commission fosters compliance with the Act by implementing strategies to prevent discrimination from occurring and by
managing a comprehensive and effective dispute resolution process that focuses on resolving disputes early and providing
recourse for those who believe that their rights, as set out in the Act, have been violated.
This fiscal year's priorities, taken collectively, involve increased use of knowledge vehicles such as research and
prevention initiatives to foster understanding of the Act. These will be facilitated by the savings gained through
refinements to the dispute resolution process.
2006-2007
|
2007-2008
|
2008-2009
|
18,241
|
18,015
|
17,962
|
2006-2007
|
2007-2008
|
2008-2009
|
171
|
167
|
167
|
Sub-activities
A1. Stakeholder outreach, policy research and development, public inquiries, national human rights
institution-building and human rights impact assessments of government initiatives.
Description
The Commission has created a new Knowledge Centre responsible for research, statistical analysis and policy development. The
Knowledge Centre initiates research and policy development, monitors trends in human rights, assesses the impact of
government initiatives and examines the need for administrative and regulatory reform. The purpose is to create and share
human rights knowledge within the Commission and with its stakeholders which positively impacts Canadian society.
In addition, the strategic initiatives program looks into systemic issues that have impacts on groups of people or on the
overall human rights system, proposing action when required. Research, study and dialogue are the tools used by the program
in its efforts to resolve human rights issues. It undertakes special studies or inquiries on particular matters or carries
out public consultations.
This sub-activity supports the Commission's priority to design and implement a human rights knowledge development program.
The expected outcome of this priority is to complete research and develop policy and other human rights knowledge products
that help increase awareness of human rights issues.
Expected Results
|
Performance Indicators
|
Timely and accessible research, policy statements and background documents about human rights concepts and best practices |
|
A2. Prevention initiatives and collaborative arrangements within the federal system to promote sound human rights practices in the workplace.
Description
The Commission's prevention activities are centred on working with federally regulated organizations to identify areas
where improvements are required to create workplaces and service delivery centres that embrace a human rights culture.
This sub-activity supports the Commission's priority to enhance and expand the prevention program to include more
employers/service providers and other stakeholders. The expected outcome of the priority is to have fewer complaints filed
and an increased understanding of human rights within federally regulated workplaces.
Expected Results
|
Performance Indicators
|
Memoranda of Understanding (MOUs) are in place with additional stakeholders |
|
Description
The Act empowers the Commission to receive and investigate complaints of discrimination in federally regulated workplaces
and in the provision of goods and services by federally regulated providers, based on the eleven grounds enumerated in the
Act. The Commission also has the authority to investigate complaints of wage discrimination on the grounds of sex. A
complaint of discrimination may move through several stages, from inquiry and intake to mediation, investigation,
conciliation and litigation. Alternative dispute resolution (ADR) is offered at all stages of the process.
This sub-activity supports the Commission's priority to continue to provide an effective dispute resolution process. The
expected outcome of this priority is to have disputes resolved in the most effective manner having regard to time and cost.
Expected Results
|
Performance Indicators
|
Stakeholders recognize the Commission's dispute resolution processes as timely, effective, efficient and transparent |
|
B. Employment equity audits in federal and federally regulated workplaces.
Description
The Commission is mandated to conduct audits of workplaces to ensure compliance with employment equity obligations
created by the Employment Equity Act. These audits afford an opportunity for the Commission to share knowledge with
employers regarding hiring and promotion practices that best help to ensure equality in the workplace for designated groups.
This program activity and its sub-activities support the Commission's priority to improve the integration of employment
equity audits into its prevention initiatives. The expected outcome of this priority is enhancing the ability to prevent
discrimination through comprehensive reviews of federal and federally regulated workplaces.
2006-2007
|
2007-2008
|
2008-2009
|
2,724
|
2,639
|
2,630
|
2006-2007
|
2007-2008
|
2008-2009
|
25
|
25
|
25
|
B1. Ensuring employer compliance with employment equity statutory requirements in the form of an employment equity plan.
Description
The Commission carries out compliance audits of federal and federally regulated workplaces to assess their compliance with the Employment Equity Act and to ensure cases of non-compliance are corrected. The primary output of this sub-activity is an employment equity plan that, once implemented, will result in reasonable progress toward full representation of the four designated groups.
Expected Results
|
Performance Indicators
|
Employers are in compliance with the Employment Equity Act |
|
B2. Ensuring reasonable efforts and reasonable progress are made toward full representation in accordance with labour market availability.
Description
The Commission monitors an employer's progress in implementing its employment equity plan to determine whether reasonable
progress has been made. Reasonable progress is defined as meeting the hiring and promotion goals established in the plan.
The Commission initiates an implementation audit when an employer has not demonstrated reasonable progress over three years.
The purpose of the audit is to assess whether all reasonable efforts were made to implement the plan. If the employer has
demonstrated reasonable efforts and has appropriately reviewed and revised its plan, the Commission issues a new finding of
compliance with the Act. However, if reasonable efforts have not been made, the employer is required to propose undertakings
to ensure implementation of its plan.
Expected Results
|
Performance Indicators
|
Employer progress toward full representation, in accordance with labour market availability |
|
B3. Stakeholder outreach, policy research and development, public inquiries and employment equity impact assessments of government initiatives.
Description
The Commission provides information and assistance to employers and service providers so they can better understand their obligations in employment equity and their responsibilities for the application of human rights principles. The Commission also works collaboratively with central agencies in furthering human rights across the federal system.
The audits conducted under the Employment Equity Act allow the Commission to identify systemic discrimination, as well as barriers to employment and best practices in overcoming those barriers. Strategic linkages between the Commission's employment equity responsibilities and its responsibilities under the Canadian Human Rights Act are explored to improve the human rights culture of federally regulated employers.
Expected Results
|
Performance Indicators
|
Commission's employment equity work is seen as coherent and useful |
|
|
Reflects the best forecast of total net planned spending to the end of the fiscal year. |
|
** | Reflects the reductions to the Commission's planned spending as a result of the Expenditure Review Committee (ERC) exercise. |
The decrease of $1.6M between the 2005-2006 and the 2006-2007 total planned spending is attributed to:
|
The decrease of $0.3M between the 2006-2007 and the 2007-2008 total planned spending is attributed to the temporary
funding received for the development of an electronic infrastructure to sunset in March 2007 (this funding is a reprofiling
from 2005-2006 due to an implementation delay).
|
|
The decrease of $1.4M between the current and the previous Main Estimates is mainly attributed to:
|
|
|
* These figures reflect adjustments made following the November 2005 restructuring.
|
Table 7: Internal Audits and Evaluations
|
Corporate Management encompasses services provided in all aspects of the Commission's administration. This includes
finance and administration, human resources, learning and development, planning, internal audit and evaluation, information
management/information technology and communications.
Governance and Strategic Direction
The leadership of the Commission is committed to a culture of innovation and continuous improvement in a context of good
management. In 2005-2006 the Commission completed an organizational re-structuring in order to better reflect its mandate
and to better support its business objectives. This re-structuring is the result of a three-year comprehensive change
initiative which has transformed the delivery of service in all aspects of the Commission's work.
Overall progress on strategic direction is monitored through monthly reporting to Commissioners on program results, as well
as the ongoing control of financial, human and material resources. A number of horizontal oversight committees are in place
to advise senior management in areas such as employment equity, health and safety, contracts, human resources and learning.
Corrective action is taken promptly when warranted.
Public Service Values
The Commission launched a formal dialogue on public sector values and ethics by providing awareness sessions and workshops to its staff. In 2006-2007, the Commission will operationalize values and ethics by relating them to day-to-day work concerns and issues. To this end, generic action plans will be developed to support management in the development of Branch and Sector plans.
Learning, Innovation and Change Management
The Commission is building the foundation of a learning organization. Practices have been put in place to demonstrate the
Commission's continuing commitment to the lifelong learning of its employees. The focus in the next few years will be to
have strong links with the modernization of human resources management in the Public Service, and meet the accountability
requirements under the People Component of the Management Accountability Framework (PCMAF).
It is expected that extra effort will be required to support the Commission in measuring and reporting on training,
development and learning. Evaluating the impact of investments in training, development and learning is a process that needs
time to mature. The revised Action Plan has been developed to take into account these changes and to support the Commission
in modernizing its learning practices.
Results and Performance
The Commission has developed Results-based Management and Accountability Frameworks (RMAFs) for its two core programs,
the Human Rights Complaint Management Program and the Employment Equity Audit Program. The Commission's Performance
Management Framework and the RMAF for the entire Commission have recently been completed and will be finalized early in
2006-2007. Extensive operational performance indicators are in place to guide day-to-day decisions. In addition, the first
set of performance indicators related to higher level results are drawn from these reports. Additional work will be
undertaken during the planning period to refine and expand reporting on results.
Electronic data capture and reporting is critical to making a significant leap forward in performance reporting. This need
has been identified in the initiative to modernize the Commission's electronic business applications (see Citizen-Focussed
Service below).
People
The Commission has integrated its human resources planning with business planning in order to best attract, retain and develop staff in accordance with its objectives. Through its Learning and Professional Development Branch, the Commission integrated the development of learning plans in its performance appraisal process. The focus throughout the next reporting period will be the implementation of a new human resources management regime in accordance with the various elements of the Public Service Modernization Act, including key initiatives around performance management and succession planning.
Risk Management
The Commission's risk management policy and framework is completed and will be finalized early in 2006-2007. A risk management strategy will be developed for the implementation of the framework and training of management and staff.
Stewardship
The Commission's control regime is well established with oversight committees in place for procurement, human resources management, and financial management. Plans are underway to institute a weekly management board meeting where these issues and other stewardship issues can be efficiently addressed. A recent financial audit of the Commission provided assurance that sound practices are in place. On a regular basis, a financial situation report is prepared and tabled for review at the Executive Committee meeting. Variances are examined, and appropriate actions are taken. To ensure that the control regime principles are clear and understandable, additional financial progress reports will be developed and training sessions and workshops will continue to be provided to the staff.
Accountability
The Commission revised its human resources delegations in December 2005 and will revise its financial delegations in April 2006 to ensure that authorities are clear and appropriate. Executive accountability accords will be modified to ensure that essential obligations are clearly delineated and periodic monitoring through the year is established. Cascading down, performance agreements and appraisals are completed annually for all managers and staff, and individual learning plans will continue to be developed.
Policy and Programs
These items are addressed in detail in the Analysis by Program Activity section.
Citizen-Focussed Service
The Commission will continue to develop and revise its policies, programs and service standards, based on consultations
with its internal and external stakeholders and in accordance with provisions of the new Public Service Modernization
Act. It is expected that service to Canadians on human rights matters will be enhanced as a result of the synergies
inherent in new collaborative approaches at the Commission, and new approaches within the federal system. The Commission
commenced a client satisfaction study of its mediation process in 2005-2006. Other types of client satisfaction studies are
being considered.
New investment to modernize the Commission's electronic business applications—the Complaint Management System and the
Employment Equity Audit Tracking System—will eventually yield benefits in terms of enhanced online service for Canadians.
The Commission will be introducing a new document management application in early 2006-2007 which will provide the basis for
a new case management system.