This page has been archived.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.
Strategic Outcome: Equality for women and their full participation in the economic, social and democratic life of Canada |
The agency’s two program activities, discussed below, are designed to achieve results that are not only complementary but also contribute to the achievement of or progress toward this strategic outcome.
SWC develops strategic policy analysis, advice, and tools to support federal departments and central agencies in identification of policy priorities and in integrating gender-based analysis in existing and proposed policies, programs and initiatives. This is done through collaboration with other federal departments, provincial-territorial governments, civil society, and key international partners.
2012–2013 | 2013–2014 | 2014–2015 |
---|---|---|
1.8 | 1.8 | 1.8 |
2012–2013 | 2013–2014 | 2014–2015 |
---|---|---|
17 | 17 | 17 |
Result | Performance Indicator | Target |
---|---|---|
Increased policy effectiveness in addressing women’s issues and gender equality | Number of departments that respond to women’s issues effectively through policy/program formulation and implementation | 3–5 departments per year |
Capacity of federal government departments to apply GBA | Percentage of other government departments with increased capacity to incorporate GBA into their policy and program activities. | 3–5 departments per year |
Increased integration of women’s issues in the formulation of policies and programs. | Number of new and improved policies and programs that respond to women’s issues. | 3–5 policies per year |
In carrying out this program activity, SWC plays the role of knowledge broker, providing advice, expertise, recommendations and collaborating on horizontal initiatives that address gender equality issues. The objective is to promote gender as a cross-cutting theme that must be taken into account in decision-making processes, including policy and program development, resource allocation, legislative initiatives and others.
In 2012–2013, SWC will carry out the following priority activities through this PA:
SWC will continue to work with federal partners to: i) identify gaps in policy and programming, ii) develop responsive, inclusive policies, and iii) promote the collection of sex-disaggregated data to create benchmarks and inform target setting.
SWC and its provincial and territorial counterparts will continue to support work in promoting the recruitment and retention of women in science, engineering, skilled trades and technology.
SWC will play a coordinating role between the Federal-Provincial-Territorial (FPT) Ministers Responsible for the Status of Women and Statistics Canada on the production of indicators that will help the Government and external stakeholders grasp both the breadth and severity of violence against women, and how it has changed over time.
SWC will collaborate with other federal organizations, FPT partners, academic institutions, civil society and others to fulfill Canada’s international obligations with respect to gender equality.
SWC will work to advance overall government priorities on the international stage, building on accomplishments such as the International Day of the Girl, based on its domestic expertise, and in partnership with key federal departments responsible for international affairs.
SWC will continue to facilitate inter-departmental partnerships to: i) avoid duplication, ii) leverage federal investment in addressing women’s and girls’ issues, iii) share information, and iv) maximize positive impact on women and girls.
SWC will continue to advance understanding of the benefits of women’s contributions to leadership in business and democratic life, and examine and exchange knowledge with key partners about strategies to overcome the barriers to women’s representation in leadership roles.
SWC will work with key partners to create a better understanding of the situation of girls in Canada to mark and celebrate the inaugural International Day of the Girl.
SWC has identified the engagement of men and boys in violence prevention as an emerging issue and an area where there is an opportunity for meaningful collaboration with key partners. There is growing recognition that the problem of violence against women and girls can only be solved with the active participation of men and boys.
SWC will continue to implement the Departmental Action Plan on Gender-based Analysis that was tabled with the House of Commons Public Accounts Committee in October 2009, in collaboration with the Privy Council Office (PCO) and Treasury Board Secretariat (TBS). Supported by the central agencies, SWC will continue its efforts to promote GBA as an integrated practice throughout the federal government. The agency, with PCO and TBS, will also continue to offer training, deliver tools and provide technical advice, information and support to federal organizations to develop capacity to integrate GBA in policies, programs and legislative initiatives, and in keeping with the Action Plan. GBA is a shared responsibility across the federal government; the requirement to perform and document analysis and account for results rests with individual departments and agencies.
Seizing on the opportunity provided by the Departmental Action Plan on Gender-Based Analysis, and building on the commitment made in the 2010–2011 Report on Plans and Priorities to “explore progressive integration of intersectionality,” SWC will promote the modernization of GBA practice with the introduction of Gender-based Analysis+ (GBA). This modernization better captures the intersection between gender and other aspects of diversity, such as age and geography, which underpins any good analysis.
This program activity strengthens women’s full participation by addressing their economic and social situations and their participation in democratic life through financial and professional assistance for projects and through strategic partnerships that leverage resources involving public institutions and non-governmental organizations.
2012–2013 | 2013–2014 | 2014–2015 |
---|---|---|
24.2 | 24.2 | 24.2 |
2012–2013 | 2013–2014 | 2014–2015 |
---|---|---|
32 | 32 | 32 |
Result | Performance Indicator | Target |
---|---|---|
Increased participation of women in their communities | Proportion of funded projects that demonstrate level of women’s participation in their communities. | 10% of projects |
Increased awareness among women in identifying and/or removing barriers to their participation in their communities. | Proportion of funded projects that demonstrate raised awareness or knowledge acquisition among women in identifying and/or removing barriers to their participation in their communities. | 10% of projects |
Increased partnerships with other federal departments, levels of government, non-governmental organizations and the private sector. | Proportion of funded projects involving partners addressing women’s issues through joint projects. | 10% of projects |
In carrying out this program activity, SWC provides financial and professional assistance to organizations to carry out projects that work to bring about equality and the advancement of women and girls at the local, regional and national levels. Projects address the economic and social situation of women and girls and their participation in democratic life. Specifically, there are three programming priority areas: ending violence against women and girls, improving women’s and girls’ economic security and prosperity; and encouraging women and girls in leadership and decision-making roles.
In 2012–2013, SWC will carry out the following priority activities through this PA:
SWC will invest strategically, focusing on areas where the need is greatest and where there is a clear potential for making a difference in the lives of women and girls in Canada. SWC will continue to support and invest in projects that address women’s and girls’ economic security and prosperity; seek to end violence against women and girls; and promote women and girls in leadership and decision-making roles. Through partnerships and community involvement, SWC increases the sustainability of its project investments.
On the issue of violence against women and girls, special consideration will be given to projects that target specific issues such as the root causes of violence against women and girls. SWC will provide assistance to organizations seeking federal funds for such projects and will continue to develop and strengthen partnerships with support networks and will work horizontally with other federal departments to address violence against women and girls.
Regarding increasing the representation of women in leadership roles, SWC will work to identify funding opportunities that support innovative or proven strategies.
To leverage programming expertise to support SWC’s role as a knowledge broker, the Women’s Program will develop a knowledge management and dissemination strategy. In addition to strengthening SWC’s capacity to share knowledge, the strategy will also facilitate access to the expertise, resources, tools and materials that organizations need to more effectively advance gender equality. SWC will continue to facilitate networking among groups with a shared goal, and work to strengthen its own networks with federal (and other) partners.
SWC will continue its work to modernize and streamline its program management strategies and administration to ensure responsible and strategic management and investment practices.
Internal Services are groups of related activities and resources that support an organization’s programs and its corporate obligations. These service groups are: Management and Oversight, Communications, Legal, Strategic Planning and Reporting, Audit and Evaluation, Human Resources, Financial Management, Information Management, Information Technology, Real Property, Materiel, Acquisition, Travel and Administration. They also include the budget for the Office of the Minister for Status of Women.
2012–2013 | 2013–2014 | 2014–2015 |
---|---|---|
3.4 | 3.4 | 3.4 |
2012–2013 | 2013–2014 | 2014–2015 |
---|---|---|
45 | 45 | 45 |
Key management priorities to be carried out in 2012–2013 include: