Supplementary Information Tables

Supplementary Information Tables

CRA Sustainable development strategy

Information on the CRA Sustainable Development Strategy is available on the CRA's website.


  • Appropriation: Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
  • Budgetary expenditures: Operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.
  • Core responsibility: 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: A report on the plans and expected performance of an appropriated department over a three-year period. Departmental Plans are tabled in Parliament each spring.
  • Departmental result: Any change that the department seeks to influence. A Departmental Result is often outside departments' immediate control, but it should be influenced by Program-level outcomes.
  • Departmental result indicator: A factor or variable that provides a valid and reliable means to measure or describe progress on a Departmental Result.
  • Departmental results framework: The department's Core Responsibilities, Departmental Results and Departmental Result Indicators.
  • Departmental Results Report: A report on the actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.
  • Evaluation: In the Government of Canada, the systematic and neutral collection and analysis of evidence to judge merit, worth or value. Evaluation informs decision making, improvements, innovation and accountability. Evaluations typically focus on programs, policies and priorities and examine questions related to relevance, effectiveness and efficiency. Depending on user needs, however, evaluations can also examine other units, themes and issues, including alternatives to existing interventions. Evaluations generally employ social science research methods.
  • Experimentation: Activities that seek to explore, test and compare the effects and impacts of policies, interventions and approaches, to inform evidence-based decision-making, by learning what works and what does not.
  • Full-time equivalent: 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+): An analytical process used to help identify the potential impacts of policies, Programs and services on diverse groups of women, men and gender-diverse people. The "plus" acknowledges that GBA goes beyond sex and gender differences. We all have multiple identity factors that intersect to make us who we are; GBA+ considers many other identity factors, such as race, ethnicity, religion, age, and mental or physical disability.
  • Government-wide priorities: For the purpose of the 2019–20 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: An initiative where two or more departments are given funding to pursue a shared outcome, often linked to a government priority.
  • Non-budgetary expenditures: Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.
  • Performance: 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: 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 information profile: The document that identifies the performance information for each Program from the Program Inventory.
  • Performance reporting: The process of communicating evidence based performance information. Performance reporting supports decision making, accountability and transparency.
  • 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: 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.
  • Priority: A plan or project that an organization has chosen to focus and report on during the planning period. Priorities represent the things that are most important or what must be done first to support the achievement of the desired Departmental Results.
  • Program: 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: Identifies all of the department's programs and describes how resources are organized to contribute to the department's Core Responsibilities and Results.
  • Result: 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.

Details on transfer payment programs of $5 million or more

General information
Name of transfer payment program
Children's Special Allowance payments (Statutory)
Start date August 28, 1995Footnote 1
End date 
Type of transfer payment
Other transfer payment
Type of appropriation
Children's Special Allowances Act (Statutory)
Fiscal year for terms and conditions
Link to the department's Program Inventory
Tax-free monthly payments made to agencies and foster parents who are licensed by provincial or federal governments to provide for the care and education of children under the age of 18 who physically reside in Canada and who are not in the care of their parents. Children's special allowance payments are equivalent to Canada Child Benefit payments and are governed by the Children's Special Allowances Act, which provides that this allowance be paid out of the Consolidated Revenue Fund.
Expected results
Canadians received their rightful benefits in a timely manner
Fiscal year of last completed evaluation
Not applicable
Decision following the results of last evaluation
Not applicable
Fiscal year of planned completion of next evaluation
Not applicable
General targeted recipient groups
Initiatives to engage applicants and recipients Not applicable
Planning information (dollars)
Type of transfer payment 2018-19 Forecast spending 2019-20 Planned spending 2020-21 Planned spending 2021-22 Planned spending
Total grants
Total contributions
Total other types of transfer payments
335,000,000 337,000,000 337,000,000 337,000,000
Total program
335,000,000 337,000,000 337,000,000 337,000,000

Gender-based analysis plus

General information
Governance structures

The Canada Revenue Agency (CRA) GBA+ Centre of Expertise (CoE) has been established since 2012 and each year works to further entrench GBA+ throughout the CRA. The GBA+ CoE develops an annual GBA+ action plan to support the full implementation of GBA+ in the development of programs and services to Canadians.

To ensure progress against the plan, the GBA+ CoE conducts an informal mid‐year assessment to gauge progress in implementing the action plan. The CRA formally reports on its GBA+ annual action plan in the Departmental Results Report. The GBA+ CoE reports regularly to the CRA's executive GBA+ Champion, and periodically to the Director General Planning and Reporting Committee and Agency Management Committee. In addition, the CRA will consider the results of the Status of Women Canada's next annual interdepartmental GBA+ implementation survey to evaluate our progress and ensure that we have the organizational capacity to meet the evolving governmental requirements.

The CRA will also develop an internal communications strategy towards promoting and raising awareness and understanding of GBA+ requirements across the Agency.

Human resources The GBA+ CoE consists of two FTE's dedicated to GBA+, and three additional resources, each partly dedicated to GBA+ (in total, accounting for approximately three FTE's). These resources review and provide guidance and hands‐on support to the CRA offices of primary interest conducting GBA+ in support of government initiatives. They also develop communications and training products, participate at the interdepartmental level in GBA+ working groups, monitor GBA+ implementation, and report on progress in the Departmental Results Report. The GBA+ focal points in the CoE have been trained, and are required to follow the Introduction to GBA+ online course, as well as attend other GBA+ related training courses and learning events. The CRA also has a Director General GBA+ Champion who provides leadership in the promotion and implementation of GBA+ in effective program design, development and decision-making.
Planned initiatives

To ensure that GBA+ is integrated into departmental decision‐making processes, initiatives planned for 2019‐2020 include:

  • GBA+ is conducted for all government initiatives, including those requiring memoranda to Cabinet, Treasury Board submissions, regulatory and/or budget proposals
  • GBA+ is applied in support of the development and setting of annual priorities in the Corporate Business Plan
  • Internal strategic investment priorities and decisions are informed by GBA+
  • All CRA public opinion research and consultations are supported by GBA+
  • Key GBA+ data and research gaps identified through GBA+'s are addressed
  • Implementation of CRA's internal communications plan helps to promote GBA+ awareness and application at every stage of program and service design and delivery
  • Build an internal GBA+ network across the Agency to promote GBA+ requirements and awareness opportunities
  • Develop a CRA GBA+ training package to increase understanding of GBA+ and required skill set

Expected results of the above‐noted initiatives include:

  • Better informed decision‐making that supports equity and inclusion in CRA business planning and prioritization
  • Increased application of GBA+ in program and service design and delivery to ensure client centricity
  • More inclusive CRA programs and services for Canadians
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