RCMP External Review Committee’s 2024-25 Departmental Results Report
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© His Majesty the King in Right of Canada, as represented by the Minister of Public Safety, 2025
Cat. Number PS20-7E-PDF
ISSN 2561-083X
Aussi disponible en français sous le titre : Rapport sur les résultats ministériels 2024-2025
This departmental results report details the RCMP External Review Committee (ERC)’s actual accomplishments against the plans, priorities and expected results outlined in its 2024–25 Departmental Plan.
Key priorities
The RCMP External Review Committee identified the following key priorities for 2024-25:
- Support fair and transparent RCMP recourse processes and decision-making with Findings and Recommendations.
- Issuing Findings and Recommendations in a timely manner.
- Continuing to foster a culture of diversity and inclusion.
- Focusing on succession planning and recruitment for key ERC positions.
Highlights for the RCMP External Review Committee in 2024-25
- Total actual spending (including internal services): $6,688,499
- Total full-time equivalent staff (including internal services): 26.1
For complete information on the RCMP External Review Committee’s total spending and human resources, read the Spending and human resources section of its full departmental results report.
Summary of results
The following provides a summary of the results the department achieved in 2024-25 under its main areas of activity, called “core responsibilities.”
Core responsibility 1: Independent Review of RCMP employment matters
Actual spending: $5,006,007
Actual full-time equivalent staff: 18.7
- During 2024-25, the Commissioner made final decisions on 19 cases: 58% (11) of which they were in agreement; 5% (1) in partial agreement; and 37% (7) in disagreement with the ERC issued Findings and Recommendations. Of the seven cases where the Commissioner disagreed, five were from the same Appellant on a similar set of facts where the disagreement turned on the same issue.
- The ERC has met its 100% target in issuing Findings and Recommendations within the established one year service standard.
- RCMP members and the public have access to current information on the issues addressed by the ERC in its reviews. The 105 Findings and Recommendations summaries issued during this reporting period were posted within the established standard.
- As committed in its 2020-21 Program Integrity Submission, the ERC has reduced its backlog caseload from 270 to 194 cases as of March 31, 2025. The ERC estimates that all its legacy cases will be completed by the end of next fiscal year.
For more information on the RCMP External Review Committee’s Independent Review of RCMP employment matters core responsibility read the “Results – what we achieved” section of its departmental results report.
I am pleased to present the 2024-25 RCMP External Review Committee’s (ERC) Departmental Results Report.
This past year marked a significant milestone for the ERC as 105 Reports of Findings and Recommendations were issued. This is the highest number of case file reviews since the organization’s inception. This achievement demonstrates ERC’s commitment to enhancing the efficiency and effectiveness of its processes including the reduction of backlog cases.
The fiscal year 2024-25 was also an important one while the ERC has met its corporate service standards and reporting requirements all through a strict management of its budget. Although the organization was not included in the refocusing government spending reviews, the recent collective agreement ratifications have required the ERC to manage its budget closely and redistribute funding to offset salary increases and retroactive payments. The ERC will continue to closely manage its budget as the Government-wide Comprehensive Expenditure Review results become available.
A core priority for the ERC remains fostering a strong workplace culture of diversity and inclusion, accessibility and employee well-being. We will continue to strive to foster and strengthen support for employees through a variety of initiatives including information sessions, training programs, and continued open dialogue for a dynamic and adaptable workplace that prioritizes wellness and where each team member feels valued and empowered. I am proud to report that, the 2024 Public Service Employee Survey results support these efforts as 100% of ERC’s staff responded saying the organization was a great place to work.
I would like to take this opportunity to thank each and every member of the ERC for their hard work and continued dedication to the success of our organization. Looking ahead, we remain committed to continuous improvement and innovation.
Charles Randall Smith
Chairperson
Core responsibilities and internal services
Independent and impartial case reviews, findings and recommendations for final decisions in appeals of internal RCMP decisions in harassment complaints, conduct cases, discharges or demotions, and stoppages of pay and allowances.
The ERC’s sole core responsibility contributes to the “Good Governance” domain of the Quality of Life Framework for Canada and, more specifically, “Access to fair and equal justice (civil and criminal),” through all of the activities mentioned in the above description.
This section details the department’s performance against its targets for each departmental result under Core responsibility 1: Independent Review of RCMP employment matters.
Table 1: ERC’s findings and recommendations support fair and transparent RCMP recourse processes and decision-making.
Table 1 shows the target, the date to achieve the target and the actual result for each indicator under ERC’s findings and recommendations support fair and transparent RCMP recourse processes and decision-making in the last three fiscal years.
| Departmental Result Indicators | Target | Date to achieve target | Actual Results |
| The degree to which RCMP final decisions concord with ERC recommendations, expressed as the % of the RCMP final decisions that fully agree, partly agree or do not agree with the recommendations. | Up to 100%; no specific target | Ongoing | 2022–23: Agreed in 90%, partially agreed in 3%, and disagreed in 7% 2023–24: Agreed in 88%, partially agree in 3%, and disagreed in 9% 2024–25: Agreed in 58%, partially agreed in 5% and disagreed in 37% |
Table 2: Findings and recommendations are issued in a timely manner.
Table 2 shows the target, the date to achieve the target and actual result for each indicator under Findings and recommendations are issued in a timely manner in the last three fiscal years.
| Departmental Result Indicators | Target | Date to achieve target | Actual Results |
| % of findings and recommendations that are issued within the service standard. | 100% | April 2025 | 2022–23: 100% 2023–24:100% |
Table 3: RCMP members and the public have access to current information on the issues addressed by the ERC in its reviews.
Table 3 shows the target, the date to achieve the target and actual result for each indicator under RCMP members and the public have access to current information on the issues addressed by the ERC in its reviews in the last three fiscal years.
| Departmental Result Indicators | Target | Date to achieve target | Actual Results |
| Frequency of website postings of the latest summaries of ERC findings and recommendations and of RCMP final decisions. | 100% posted within two months following the end of the quarter. | Ongoing | 2022–23: 100% 2023–24:100% 2024–25: 100% |
The Results section of the Infographic for the ERC on GC Infobase page provides additional information on results and performance related to its program inventory.
The following section describes the results for Independent Review of RCMP employment matters in 2024–25 compared with the planned results set out in the ERC’s departmental plan for the year.
ERC's findings and recommendations support fair and transparent RCMP recourse processes and decision-making.
Results achieved
- This indicator assesses the degree to which RCMP final decisions concord with ERC recommendations, expressed as the percentage of the RCMP final decisions that fully agree, partly agree or do not agree with the recommendations. The ERC is an independent quasi-judicial statutory tribunal established under the Royal Canadian Mounted Police Act that operates independently from the RCMP. Its role is to impartially review appeals of certain decisions made within internal RCMP labour relations processes and to provide Findings and Recommendations (F&Rs) to the Commissioner of the RCMP. Although, under the Act, the Commissioner is not required to support the issued F&Rs, they must provide a written justification in the event where ERC recommendations are not followed.
- During 2024-25, the Commissioner made final decisions on 19 cases: 58% (11) of which they were in agreement; 5% (1) in partial agreement; and 37% (7) in disagreement with the ERC issued recommendations. Of the seven cases where the Commissioner disagreed, five were from the same Appellant on a similar set of facts where the disagreement turned on the same issue.
Findings and Recommendations are issues in a timely manner.
Results achieved
This indicator measures the percentage of findings and recommendations that are issued within the ERC established service standard. The ERC adjusted its service standards in April of 2022; making 2022-23 its first year of reporting. Although this Departmental Results Report (DRR) is for the 2024-25 reporting period, the ERC’s established one year service standard assessing timeliness of the F&Rs issuance often spans over two reporting cycles. As a result, for accuracy and completeness of data, the results used to report against this indicator will be based on the information from the previous fiscal year, in this case 2023-24.
- In 2023-24, the ERC received 20 cases. The organization issued F&Rs for 18 out of the 20 cases within the one-year service standard.
- This represents a 90% for which F&Rs were issued within the service standard. As established in the revised services standards, the organization’s aim is to ensure that 75% of all files are reviewed and associated F&R is issued within 12 months; resulting in ERC meeting its 100% target for this reporting period.
- During the fiscal year 2024-25, the ERC received 36 new cases for which it will report on in the 2025-26 DRR.
RCMP members and the public have access to current information on the issues addressed by the ERC in its reviews.
Results achieved
The last indicator measures the frequency of website postings of the latest summaries of ERC findings and recommendations and of RCMP final decisions.
- During this reporting period, the ERC issued 105 F&Rs.
- 00% of the issued F&R summaries were posted on the ERC Website within two months following the end of the quarter.
As a micro organization with specialized staff, the ERC has limited resources in ensuring the delivery of its program. In 2021, the ERC’s program integrity funding ask was approved to support the increase of its specialized resources to respond to the growing influx of cases referred to it. Although the ERC was excluded from the refocusing government spending phase 2, in 2024-25, the ERC has had to absorb more than half of the salary increase and retroactive pay following the last economic increases for some of its resource complement. The ERC mitigated this risk by closely managing its budget to allow for this absorption and by also adjusting its human resource complement.
Table 4: Snapshot of resources required for Independent Review of RCMP employment matters.
Table 4 provides a summary of the planned and actual spending and full-time equivalents required to achieve results.
| Resource | Planned | Actual |
| Spending | 4,614,222 | 5,006,007 |
| Full-time equivalents | 24.0 | 18.7 |
The Finances section of the Infographic for the ERC on GC Infobase page and the People section of the Infographic for the ERC on GC Infobase page provide complete financial and human resources information related to its program inventory.
This section highlights government priorities that are being addressed through this core responsibility.
United Nations 2030 Agenda for Sustainable Development and the Sustainable Development Goals
More information on the ERC’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.
Independent Review of RCMP employment matters is supported by the following programs:
- Appeal case reviews
Additional information related to the program inventory for Independent Review of RCMP employment matters is available on the Results page on GC InfoBase.
Internal services refer to the activities and resources that support a department in its work to meet its corporate obligations and deliver its programs. The 10 categories of internal services are:
- Management and Oversight Services
- Communications Services
- Legal Services
- Human Resources Management
- Financial Management
- Information Management
- Information Technology
- Real Property
- Materiel
- Acquisitions
This section presents details on how the department performed to achieve results and meet targets for internal services.
Over the last year, the ERC continued to prioritize mental health and well-being of its employees. These efforts were assessed in the 2024 Public Service Employee Survey where 100% of the ERC staff responded that the organization was a great place to work for. Proud of this accomplishment, the ERC will continue to engage in open discussions, organize informational sessions and events centered around mental health and well-being, as well as activities addressing various facets of diversity and inclusion to engage us all in self-reflection and continued evolution and adapting of processes.
The ERC has also implemented and strengthened its Occupational Health and Safety (OHS) processes over the past year. The efforts will continue to align organizational practices to government’s changing landscape, especially with the introduction of new technology such as softphones.
Finally the 2024-25 fiscal year has had its challenges for the ERC as a micro organization. While the ERC was not included in the refocusing government spending initiatives, the organization has had to absorb more than half of the retro and salary increases generated through the recent collective agreement ratifications. The ERC will continue to strictly manage its resources over the next years through the Comprehensive Expenditure Review initiative.
Table 5: Resources required to achieve results for internal services this year.
Table 5 provides a summary of the planned and actual spending and full-time equivalents required to achieve results.
| Resource | Planned | Actual |
| Spending | 1,908,094 | 1,682,492 |
| Full-time equivalents | 9.0 | 7.4 |
The Finances section of the Infographic for the ERC on GC Infobase and the People section of the Infographic for the ERC on GC Infobase provide complete financial and human resources information related to its program inventory.
Government of Canada departments are required to award at least 5% of the total value of contracts to Indigenous businesses every year.
In its 2024-25 Departmental Plan, the ERC committed to meeting its 5% mandatory target as its first official reporting year. As a micro organization with limited procurement, the ERC has developed an Indigenous procurement strategy through which the organization has been able to award 27% of its contracting funds to Indigenous businesses.
Due to its micro-organizational context and limited contracting budget, the ERC will continue to establish an annual procurement plan to support its strategies in meeting the 5% target.
ERC’s results for 2024-25:
Table 6: Total value of contracts awarded to Indigenous businesses¹.
As shown in Table 6, the ERC awarded 27% of the total value of all contracts to Indigenous businesses for the fiscal year.
| Contracting performance indicators | 2024-25 Results |
| Total value of contracts awarded to Indigenous businesses² (A) | $46,959 |
| Total value of contracts awarded to Indigenous and non‑Indigenous businesses (B) | $175,569 |
| Value of exceptions approved by deputy head (C) | $0 |
| Proportion of contracts awarded to Indigenous businesses [A / (B−C) × 100] | 27% |
|
The ERC has achieved above and beyond its target by awarding 27% of its total procurement budget to Indigenous businesses. This achievement was made possible through the strategic use of existing tools, including the Indigenous Business Directory, which enabled the agency to identify suppliers already qualified under Standing Offers and Supply Arrangements. Prioritizing pre-qualified Indigenous suppliers from eligible lists allowed the agency to meet its procurement objectives while meaningfully contributing to reconciliation and economic growth.
In its 2025–26 Departmental Plan, the ERC estimated that it would award 19.5 % of the total value of its contracts to Indigenous businesses by the end of 2024–25.
In this section
This section presents an overview of the department's actual and planned expenditures from 2022–23 to 2027–28.
Refocusing Government Spending
In Budget 2023, the government committed to reducing spending by $14.1 billion over five years, starting in 2023–24, and by $4.1 billion annually after that.
Although the ERC was excluded from the refocusing government spending phase 2, in 2024-25, the ERC has had to absorb more than half of the salary increase and retroactive pay following the last economic increases for some of its resource complement.
Budgetary performance summary
Table 7: Actual three-year spending on core responsibilities and internal services (dollars).
Table 7 shows the money that the ERC spent in each of the past three years on its core responsibilities and on internal services.
| Core responsibilities and internal services | 2024–25 Main Estimates | 2024–25 total authorities available for use | Actual spending over three years (authorities used) |
| Independent review of RCMP employment matters | 4,614,222 | 4,910,364 |
|
| Subtotal | 4,614,222 | 4,910,364 |
|
| Internal services | 1,908,094 | 2,347,050 |
|
| Total | 6,522,316
|
7,257,414
|
|
Analysis of the past three years of spending
In 2009–10, the ERC was granted an exemption from reporting Internal Services as a separate category. As a result, all financial data was consolidated under its single Core Responsibility — the independent review of RCMP employment matters. Consequently, Internal Services expenditures for 2022–23 are reflected within the Core Responsibility figures. Beginning in 2023–24, distinct reporting for Core Responsibility and Internal Services became available.
The table above demonstrates the ERC’s increasing authorities for 2024-25 fiscal year. This variance is due to the received compensation reserve for the ratification of collective agreements. To be able to support the economic increases, the ERC had also requested its operating budget carryforward that is included in the above total authorities for 2024-25.
The Finances section of the Infographic for the ERC on GC Infobase offers more financial information from previous years.
Table 8: Planned three-year spending on core responsibilities and internal services (dollars).
Table 8 shows the ERC’s planned spending for each of the next three years on its core responsibilities and on internal services.
| Core responsibilities and internal services | 2025–26 planned spending | 2026–27 planned spending | 2027–28 planned spending |
| Independent review of RCMP employment matters | 4,799,577 | 4,801,864 | 4,801,864 |
| Subtotal | 4,799,577 | 4,801,864 | 4,801,864 |
| Internal services | 1,974,496 | 1,974,463 | 1,974,463 |
| Total | 6,774,073 | 6,776,327 | 6,776,327 |
Analysis of the next three years of spending
The ERC has planned its spending based on the received Main Estimates. Nevertheless, in early 2025-26, the Comprehensive Expenditure Review (CER) was announced. The results of the CER are expected to affect the planning spending for the upcoming years. This information will be adjusted for the upcoming report following the CER results.
The Finances section of the Infographic for the ERC on GC Infobase offers more detailed financial information related to future years.
This section provides an overview of the department's voted and statutory funding for its core responsibilities and for internal services. Consult the Government of Canada budgets and expenditures for further information on funding authorities.
Graph 1: Approved funding (statutory and voted) over a six-year period.
Graph 1 summarizes the department's approved voted and statutory funding from 2022-23 to 2027-28.
Text description of Graph 1
Departmental Spending Trend
| Fiscal Year | 2022-23 | 2023-24 | 2024-25 | 2025-26 | 2026-27 | 2027-28 |
| Statutory | 478,645 | 550,187 | 679,906 | 696,129 | 696,428 | 696,428 |
| Voted | 4,398,975 | 4,822,186 | 6,008,593 | 6,077,944 | 6,079,899 | 6,079,899 |
| Total | 4,877,620 | 5,372,373 | 6,688,499 | 6,774,073 | 6,776,327 | 6,776,327 |
Analysis of statutory and voted funding over a six-year period
The above graph and table demonstrate the ERC’s growth over the past years as planned in the 2020-21 Program Integrity Submission. In 2024-25, the organization has had to adjust its initial plan to address the economic increase of the Law Practitioner (LP) collective agreement.
The following three fiscal years 2025-26 to 2027-28 are founded on the 2025-26 Main Estimates. The funding for these years will be adjusted based on the results of the CER launched in early 2025-26.
Consult the Public Accounts of Canada for further information on the ERC’s departmental voted and statutory expenditures.
The ERC’s Financial Statements (Unaudited) for the Year Ended March 31, 2025.
Table 9: Condensed Statement of Operations (unaudited or audited) for the year ended March 31, 2025 (dollars).
Table 9 summarizes the expenses and revenues for 2024–25 which net to the cost of operations before government funding and transfers.
| Financial information | 2024–25 actual results |
2024–25 planned results | Difference (actual results minus planned) |
| Total expenses | 7,291,167 | 7,044,050 | 247,117 |
| Total revenues | 0 | 0 | 0 |
| Net cost of operations before government funding and transfers | 7,291,167 | 7,044,050 | 247,117 |
Analysis of expenses and revenues for 2024-25
There are no significant variances between Actual and Planned results.
The 2024–25 planned results information is provided in the ERC’s Future-Oriented Statement of Operations and Notes 2024–25.
Table 10: Condensed Statement of Operations (unaudited or audited) for 2023-24 and 2024-25 (dollars).
Table 10 summarizes actual expenses and revenues and shows the net cost of operations before government funding and transfers.
| Financial information | 2024–25 actual results | 2023–24 actual results | Difference (2024-25 minus 2023-24) |
| Total expenses | 7,291,167 | 5,758,608 | 1,532,559 |
| Total revenues | 0 | 0 | 0 |
| Net cost of operations before government funding and transfers | 7,291,167 | 5,758,608 | 1,532,559 |
Analysis of differences in expenses and revenues between 2023-24 and 2024-25
The variance between 2023-24 and 2024-25 actual results is driven primarily by the ratification of the LP collective agreement, which resulted in salary adjustments and retroactive pay in fiscal year 2024-25.
Table 11: Condensed Statement of Financial Position (unaudited or audited) as at March 31, 2025 (dollars).
Table 11 provides a brief snapshot of the amounts the department owes or must spend (liabilities) and its available resources (assets), which helps to indicate its ability to carry out programs and services.
| Financial information | Actual fiscal year (2024–25) | Previous fiscal year (2023–24) | Difference (2024–25 minus 2023–24) |
| Total net liabilities | 950,245 | 536,551 | 413,694 |
| Total net financial assets | 662,686 | 298,530 | 364,156 |
| Departmental net debt | 287,559 | 238,021 | 49,538 |
| Total non-financial assets | 0 | 0 | 0 |
| Departmental net financial position | (287,559) | (238,021) | (49,538) |
Analysis of department’s liabilities and assets since last fiscal year
There are no significant changes in liabilities and assets since last fiscal year.
This section presents an overview of the department’s actual and planned human resources from 2022–23 to 2027–28.
Table 12: Actual human resources for core responsibilities and internal services.
Table 12 shows a summary in full-time equivalents of human resources for the ERC’s core responsibilities and for its internal services for the previous three fiscal years.
| Core responsibilities and internal services | 2022–23 actual full-time equivalents | 2023–24 actual full-time equivalents | 2024–25 actual full-time equivalents |
| Independent review of RCMP employment matters | 23.6 | 20.6 | 18.7 |
| Subtotal | 23.6 | 20.6 | 18.7 |
| Internal services | N/A | 6.7 | 7.4 |
| Total | 23.6 | 27.3 | 26.1 |
Analysis of human resources for the last three years
As noted earlier, ERC Internal Services data became available only in 2023–24; therefore, the 2022–23 actual full‑time equivalent (FTE) figures reflect the organization as a whole.
In line with the commitments outlined in the 2020–21 approved Program Integrity request, the ERC expanded its workforce in 2022–23 and 2023–24 to strengthen capacity in reducing its backlog cases and delivering its mandate. However, limited compensation reserve to address the economic increases following the ratification of collective agreements has necessitated a reduction in staffing levels, as shown in the table above.
Table 13: Human resources planning summary for core responsibilities and internal services.
Table 13 shows the planned full-time equivalents for each of the ERC’s core responsibilities and for its internal services for the next three years. Human resources for the current fiscal year are forecast based on year to date.
| Core responsibilities and internal services | 2025–26 planned full-time equivalents | 2026–27 planned full-time equivalents | 2027–28 planned full-time equivalents |
| Independent review of RCMP employment matters | 18 | 17 | 17 |
| Subtotal | 18 | 17 | 17 |
| Internal services | 8 | 8 | 8 |
| Total | 27 | 25 | 25 |
Analysis of human resources for the next three years
Tables 12 and 13 demonstrate the ERC’s decrease in FTEs due to the departure of seconded and term employees to allow for salary increases as well as the alignment for possible future reductions through the CER.
The following supplementary information tables are available on the ERC’s website:
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.
Departmental profile
Appropriate minister(s): The Honourable Gary Anandasangaree, P.C., M.P.
Institutional head: Charles Randall Smith, Chairperson
Ministerial portfolio: Minister of Public Safety
Enabling instrument(s): Royal Canadian Mounted Police Act, R.S.C. 1985, c. R-10
Year of incorporation / commencement: 1986
Organizational contact information
Mailing address:
RCMP External Review Committee
P.O. Box 1159, Station B
Ottawa,Ontario K1P 5R2
Canada
Telephone: 613-998-2134
Fax: 613-990-8969
Email: org@erc-cee.gc.ca
Website: https://www.canada.ca/en/rcmp-external-review-committee.html
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, departments or individuals; and payments to Crown corporations.
core responsibility (responsabilité essentielle)
An enduring function or role of a department. The departmental results listed for a core responsibility reflect the outcomes that the department seeks to influence or achieve.
Departmental Plan (plan ministériel)
A report that outlines the anticipated activities and expected performance of an appropriated department over a 3-year period. Departmental Plans are usually tabled in Parliament in spring.
departmental priority (priorité)
A plan, project or activity that a department focuses and reports on during a specific planning period. Priorities represent the most important things to be done or those to be addressed first to help achieve the desired departmental results.
departmental result (résultat ministériel)
A high-level outcome related to the core responsibilities of a department.
departmental result indicator (indicateur de résultat ministériel)
A quantitative or qualitative measure that assesses progress toward a departmental result.
departmental results framework (cadre ministériel des résultats)
A framework that connects the department’s core responsibilities to its departmental results and departmental result indicators.
Departmental Results Report (rapport sur les résultats ministériels)
A report outlining a department’s accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.
Full-time equivalent (équivalent temps plein)
Measures the person years in a departmental budget. An employee's scheduled hours per week divided by the employer's hours for a full-time workweek calculates a full-time equivalent. For example, an employee who works 20 hours in a 40-hour standard workweek represents a 0.5 full-time equivalent.
Gender-based Analysis Plus (GBA Plus) (analyse comparative entre les sexes plus [ACS Plus])
An analytical tool that helps to understand the ways diverse individuals experience policies, programs and other initiatives. Applying GBA Plus to policies, programs and other initiatives helps to identify the different needs of the people affected, the ways to be more responsive and inclusive, and the methods to anticipate and mitigate potential barriers to accessing or benefitting from the initiative. GBA Plus 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.
government priorities (priorités pangouvernementales)
For the purpose of the 2024–25 Departmental Results Report, government priorities are the high-level themes outlining the government’s agenda as announced in the 2021 Speech from the Throne.
horizontal initiative (initiative horizontale)
A program, project or other initiative where two or more federal departments receive funding to work collaboratively on a shared outcome usually linked to a government priority, and where the ministers involved agree to designate it as horizontal. Specific reporting requirements apply, including that the lead department must report on combined expenditures and results.
Indigenous business (entreprise autochtone)
For the purposes of a Departmental Result Report, this includes any entity that meets the Indigenous Services Canada’s criteria of being owned and operated by Elders, band and tribal councils, registered in the Indigenous Business Directory or registered on a modern treaty beneficiary business list.
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 a department did with its resources to achieve its results, how well those results compare to what the department intended to achieve, and how well lessons learned have been identified.
performance indicator (indicateur de rendement)
A qualitative or quantitative measure that assesses progress toward a departmental-level or program-level result, or the expected outputs or outcomes of a program, policy or initiative.
plan (plan)
The articulation of strategic choices, which provides information on how a department 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 the amounts presented in Main Estimates. Departments must determine their planned spending and be able to defend the financial numbers presented in their Departmental Plans and Departmental Results Reports.
program (programme)
An Individual, group, or combination of services and activities managed together within a department and focused on a specific set of outputs, outcomes or service levels.
program inventory (répertoire des programmes)
A listing that identifies all the department’s programs and the resources that contribute to delivering on the department’s core responsibilities and achieving its results.
result (résultat)
An outcome or output related to the activities of a department, policy, program or initiative.
statutory expenditures (dépenses législatives)
Spending approved through legislation passed in Parliament, other than appropriation acts. The legislation sets out the purpose and the terms and conditions of the expenditures.
target (cible)
A quantitative or qualitative, measurable goal that a department, program or initiative plans to achieve within a specified time period.
voted expenditures (dépenses votées)
Spending approved annually through an appropriation act passed in Parliament. The vote also outlines the conditions that govern the spending.