2016-17 Departmental Results Report

 The Right Honourable Justin Trudeau
 Prime Minister of Canada

Library and Archives Canada Cataloguing in Publication

Canada. Security Intelligence Review Committee
Departmental Performance Report 2016–17.

Annual.
Title in French: Rapport sur les résultats ministériels 2016-2017.
Available also on the Internet: www.sirc-csars.gc.caEndnote i
PS106-5E-PDF
ISSN: 2561-1054

© Her Majesty the Queen in Right of Canada, 2017.

Table of contents

Chair’s Message

Photograph of the Pierre Blais

I am very pleased to submit the Security Intelligence Review Committee’s (SIRC) Departmental Results Report for 2016–17.

For more than thirty years, SIRC has been reporting to Parliament on the operations and activities of the Canadian Security Intelligence Service (CSIS). SIRC acts as a cornerstone for ensuring the democratic accountability of CSIS, assessing whether it acts appropriately and lawfully in the performance of its mandate when it investigates and reports on threats to national security.

In supporting accountability for CSIS activities, SIRC promotes CSIS efforts to develop and effectively apply measures to encourage compliance and safeguard the rights of Canadians. Our value to the security and intelligence community goes much deeper, however, as we dedicate ourselves to supporting the development of effective institutions to protect our country and our democracy.

As such, SIRC is anticipating the shift in the accountability landscape as Bill C-59 — which establishes both the National Security and Intelligence Review Agency to review all national security and intelligence activities and an Intelligence Commissioner to oversee certain activities — makes its way through the House of Commons. SIRC’s accumulated experience and established independence means that we are well positioned to assist in the success of the new review agency, and we look forward to contributing, publicly and in Parliament, to the discussion on Bill C-59.

SIRC holds the principles of independence, accountability, transparency and the responsible use of public resources in the highest regard. Accordingly, this Departmental Results Report is intended to provide Parliament, and all Canadians, with an accurate representation of SIRC’s financial and operational activities of this past year.

Results at a glance

In a constant effort to emphasize the timeliness and flexibility of SIRC’s review strategy, the Committee approved an amendment to SIRC’s review plan to embark on the examination of CSIS’s role in relation to a matter that was before the court and subject to considerable media attention.

Federal Court Decision supporting SIRC’s recommendation on metadata

As a result of SIRC’s 2014-15 annual report, the Federal Court was seized with the issue of CSIS’s collection and retention of data under warrant. It called on CSIS to explain the metadata activities of its Operational Data Analysis Centre and found that CSIS’s retention of associated data was illegal.

The Minister of Public Safety invoked section 54 of the CSIS Act, for the first time since the late ‘80s, to request that SIRC review CSIS’s response to the November 2016 Federal Court decision on illegally retained data. The Committee has accepted this request and will provide the Minister with a special report in fiscal year 2017-18.

As a result, this fiscal year, SIRC completed more reviews than had been initially planned, even in light of its already ambitious research plan.

First investigation under Section 45 of the Canadian Human Rights Act in the last 10 years

For the first time in more than a decade, this year SIRC received a referral of a matter pursuant to section 45 of the Canadian Human Rights Act (CHRA). The investigation was completed within the 45 day timeline required by the CHRA.

For more information on the department’s plans, priorities and results achieved, see the “Results: what we achieved” section of this report.

Raison d’être, mandate and role: who we are and what we do

Raison d’être

The Security Intelligence Review Committee (SIRC) is an independent review body which reports to the Parliament of Canada on the operations of the Canadian Security Intelligence Service (CSIS). The Prime Minister is responsible for SIRC.

Parliament has given CSIS powers to enhance the security of Canadians. SIRC reports on whether these powers are used appropriately and in accordance with the rule of law in order to protect Canadians' rights and freedoms. To do this, SIRC examines past operations of CSIS and conducts investigations. It has absolute authority to examine all information concerning CSIS activities, no matter how sensitive and highly classified that information may be. The result of this work, edited to protect national security and personal privacy, are summarized in its Annual Report to Parliament.

Mandate and role

SIRC’s work is designed first and foremost to inform Canadians on whether CSIS investigates threats to national security in a manner that respects Canada’s core democratic values. It also serves to provide expert advice to policymakers and lawmakers on CSIS’s performance. The Canadian Security Intelligence Service Act (CSIS Act) continues to guide SIRC’s work in assessing CSIS’s performance against the mandate and authorities conferred upon it by Parliament.

For more general information about the department, see the “Supplementary information” section of this report. For more information on the department’s organizational mandate letter commitments, see the Minister’s mandate letter.Endnote ii

Operating context and key risks

Operating context

For the second year in a row, the Committee has been at full membership, with a Chairperson and four other members appointed by the Governor in Council. SIRC has been able to tackle the changing legal landscape with the Federal Court’s decision on the legality of CSIS keeping data and the introduction of Bill C-22, An Act to establish the National Security Intelligence Committee of Parliamentarians, which will modify the map of the Security and Intelligence review in Canada.

SIRC has received one year of increased additional capacity funding. This increase has allowed for additional staff and provided the ability to hire expertise in support of our programs, both reviews and investigation. At the end of the fiscal year, SIRC was able to confirm the additional capacity funding for a period of 3 years.

In November 2016, Justice Simon Noel of the Federal Court released a decision on the collection and retention of certain types of information by CSIS. This decision, prompted by the release of SIRC’s 2014-2015 annual report, resulted in public interest in SIRC and its role in reviewing the work of CSIS. It further resulted in the Minister of Public Safety and Emergency Preparedness requesting that SIRC review – under section 54 of the CSIS Act -CSIS’s response to the Federal Court.

Key risks

Although SIRC reviews still lack the ability to "follow the thread" of a CSIS investigation when it involves another Canadian government department or agency, SIRC mitigated the risk through informal dialogues with other agencies in order to receive a broader perspective of the issues we examined.

The relationship between CSIS and SIRC in terms of the provision of information to SIRC has enabled SIRC to perform its work without any issues this last fiscal year.

SIRC has been working with Public Service and Procurement Canada (PSPC) and other key departments in order to ensure that its office relocation meets the planned additional physical security requirements. During the demolition phase, risks materialised and required redrafting of the plans. SIRC needs and received continuous support throughout the project to ensure compliancy of the new location.

SIRC has received additional resources to meet the challenges of the next fiscal year. SIRC was able to hire resources for only one year with the appropriate security clearance based on funding received.

Risks Mitigating strategy and effectiveness Link to the department’s Programs Link to mandate letter commitments or to government wide and departmental priorities
SIRC's ability to thoroughly examine security intelligence matters that cross over with other federal agencies and departments is at risk because SIRC's mandate is limited to the review of CSIS's activities only. Engage stakeholders through outreach activities in order to raise awareness of the issue.
  • Reviews
Strengthen accountability with respect to national security and better balance collective security with rights and freedoms.
Risk to the timeliness and completeness of reviews and investigations due to delays in the provision of information and/or incomplete information being provided by the Service.

SIRC will increase the frequency and formality of its communications with CSIS.

If warranted, SIRC will invoke its authority under Section 54 of the CSIS Act in order to ensure that the Minister of Public Safety is included in ongoing dialogue.

  • Investigations
  • Reviews
Strengthen accountability with respect to national security and better balance collective security with rights and freedoms.
Relocation of SIRC offices to a new office location that will meet additional security requirement. SIRC will continue to work with the different stakeholders who have the authority to provide the accreditation to ensure that the renovation is done in conformity. SIRC will also hire a specialized consultant that will provide an ongoing oversight during construction.
  • Investigations
  • Reviews
  • Internal Services
Well-managed and efficient government operations
Ability to increase SIRC’s capacity for the next year with the additional resources provided by the Government. SIRC has already run anticipatory competitions. SIRC will use the results of these competitions to offer secondments and/or acting opportunities to successful candidates.
  • Investigations
  • Reviews
Well-managed and efficient government operations

Results: what we achieved

Programs

Reviews

Description

SIRC conducts reviews of CSIS activities to evaluate their effectiveness, appropriateness and compliance. The Committee approves an annual research plan identifying reviews to be conducted each year, examines CSIS operations, provides a retrospective examination and assessment of specific CSIS investigations and functions, examines information concerning CSIS's activities, assesses CSIS compliance, and issues findings and recommendations. The objective is to provide Parliament, the Minister of Public Safety and Canadians with a comprehensive picture of CSIS's operational activities, and assurance that CSIS is acting in accordance with the rule of law.

Results

SIRC undertook an ambitious research plan in 2016-2017. In addition to reviews supporting SIRC’s certification of the CSIS Director’s Annual Report to the Minister, SIRC completed 11 in-depth reviews of CSIS activities. These reviews examined a cross-section of CSIS’ activities, including threat reduction activities, domestic and foreign operations, collection, disclosure, access controls, and data retention.

At the request of the Committee, SIRC undertook an additional review in light of a British Columbia court decision to stay the charges against two defendants based on RCMP actions. SIRC examined CSIS’s involvement in the case and the nature and scope of CSIS’s cooperation and information sharing with the RCMP.

In November 2016, in response to a Federal Court ruling, the Minister of Public Safety invoked section 54 of the CSIS Act to formally request that SIRC review CSIS’s response to the Federal Court regarding the treatment illegally retained data. This is the first time since the late ‘80s that a section 54 report has been requested by the Minister.

As part of its commitment to enhancing its research methodology and expertise, SIRC formalized a model for review activities and outcomes to improve its overall planning process and performance, and undertook a project to refine its risk-based planning. SIRC used these tools to ensure that SIRC’s research plan provided sufficient coverage of CSIS activities it identified as high and medium risk.

Results achieved
Expected results Performance indicators Target Date to achieve target 2016-17
Actual results
2015-16
Actual results
2014-15
Actual results
SIRC’s review of CSIS’ activities is increased Number of Reviews completed annually 12 March 31, 2017 13 9 7
Percentage of SIRC’s recommendations accepted by CSIS 70% March 31, 2017 95% 88% 100%
Budgetary financial resources (dollars)
2016-17
Main Estimates
2016-17
Planned spending
2016-17
Total authorities available for use
2016-17
Actual spending (authorities used)
2016-17
Difference (actual minus planned)
1,329,534 2,222,268 1,837,445 1,670,754 -551,514
Human resources (full-time equivalents)
2016-17
Planned
2016-17
Actual
2016-17
Difference (actual minus planned)
16.0 10.2 -5.8

Investigations

Description

The Committee conducts investigations into complaints made against CSIS, denials of security clearances, Minister’s reports in regards to the Citizenship Act and matters referred pursuant to the Canadian Human Rights Act.

If jurisdiction is established, investigations include a quasi-judicial hearing presided over by a Committee member. The time required to complete an investigation will vary in length depending on the complexity of the file, the quantity of documents to be examined, the number of hearing days required, the availability of the participants and the various procedural matters raised by the parties. On completion of an investigation, SIRC issues a final report containing its findings and recommendations, if applicable.

Results

For the first time in more than a decade, this year SIRC received a referral of a matter pursuant to section 45 of the Canadian Human Rights Act (CHRA). Usually, with regards to complaints made under the CSIS Act for which a full investigation with hearings is required, the normal timeline for completion is approximately 30 months. However, in this specific case, the referral was governed by the 45-day timeline for completion found in the CHRA. While ensuring that the investigation was thorough, SIRC was able to redistribute internal resources to accomplish its work and meet the 45 day target.

Additional resources have allowed SIRC to action every new complaint received this fiscal year to ensure that new files do not lead to a backlog, at the same time as investigation files carried over from the past fiscal year continued to progress towards completion.

Finally, as part of SIRC’s continued modernization process, investigations completed the first phase of its new case management project. This included the review and update of the entire business process as well as the initial groundwork to prepare for the design and implementation of a government approved technical solution, the deployment of which is scheduled for next fiscal year.

A detailed description of the complaints process is available in SIRC’s Annual ReportsEndnote iii which can be found on its websiteEndnote iv.

Results achieved
Expected results Performance indicators Target Date to achieve target 2016-17
Actual results
2015-16
Actual results
2014-15
Actual results
SIRC’s review of CSIS’ activities is increased % of challenges upheld among reports referred for judicial review, in relation to the total number of reports issued over a 5 year period. Less than 10% March 31, 2017 0% 0% NA
% of cases meeting targets set by service standards 85% March 31, 2017 89% 83% 80%
% of recommendations accepted by CSIS 70% March 31, 2017 100% 100% NA
Budgetary financial resources (dollars)
2016-17
Main Estimates
2016-17
Planned spending
2016-17
Total authorities available for use
2016-17
Actual spending (authorities used)
2016-17
Difference (actual minus planned)
773,525 1,694,820 1,330,443 980,480 -714,340
Human resources (full-time equivalents)
2016-17
Planned
2016-17
Actual
2016-17
Difference (actual minus planned)
8.5 6.8 -1.7

Information on the SIRC’s lower-level programs is available on the departmental websiteEndnote v and in the TBS InfoBase.Endnote vi

Internal Services

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 service categories that support Program delivery in the organization, regardless of the Internal Services delivery model in a department. The 10 service categories are: Management and Oversight Services, Communications Services, Legal Services, Human Resources Management Services, Financial Management Services, Information Management Services, Information Technology Services, Real Property Services, Materiel Services, and Acquisition Services.

Results

SIRC relies heavily on its information resources to effectively fulfill its mandate. This last fiscal year, there has been emphasis on changing business processes to include the management of electronic documents as part of day-to-day operations. SIRC also started with the digitalization of paper documents and has been meeting its planned goal.

Phase 1 of the new case management system which included the scope assessment and the review of the processes was completed. The next phase was started but will be finished in the next fiscal year. This new addition will greatly enhance the organization’s ability to track and manage various investigations and reviews.

SIRC has also been working on the relocation of its offices. The design and planning has been completed. Construction will be done in the following fiscal year. Renewal of SIRC’s aging IT infrastructure and support to the different IT related initiatives has begun and will be completed during the next fiscal year.

Budgetary financial resources (dollars)
2016-17
Main Estimates
2016-17
Planned spending
2016-17
Total authorities available for use
2016-17
Actual spending (authorities used)
2016-17
Difference (actual minus planned)
698,937 3,187,712 3,823,834 1,823,534 -1,364,178
Human resources (full-time equivalents)
2016-17
Planned
2016-17
Actual
2016-17
Difference (actual minus planned)
6.5 8.0 1.5

Analysis of trends in spending and human resources

Actual expenditures

Departmental Spending Trend Graph (Dollars)
  2013-14 2014-15 2015-16 2016-17 2017-18 2018-19
Sunset Programs - Anticipated 0 0 0 0 0 0
Statutory 280,154 279,793 350,147 544,768 543,657 536,216
Voted 2,699,866 2,589,682 4,124,621 4,476,578 4,607,497 4,607,887
Departmental Spending Trend
  2014-15 2015-16 2016-17 2017-18 2018-19 2019-20
Sunset Programs - Anticipated 0 0 0 0 0 0
Statutory 280,154 279,793 350,147 544,768 543,657 536,216
Voted 2,699,866 2,589,682 4,124,621 4,476,578 4,607,497 4,607,887
Total 2,980,020 2,869,475 4,474,768 5,021,346 5,151,154 5,144,103
Budgetary performance summary for Programs and Internal Services (dollars)
Programs and Internal Services 2016-17
Main Estimates
2016-17
Planned spending
2017-18
Planned spending
2018-19
Planned spending
2016-17
Total authorities available for use
2016-17
Actual spending (authorities used)
2015-16
Actual spending (authorities used)
2014-15
Actual spending (authorities used)
1.1 Reviews 1,329,534 2,222,268 2,343,984 2,336,984 1,837,445 1,670,754 1,185,838 1,295,985
1.2 Investigations 773,525 1,694,820 1,429,665 1,414,471 1,330,443 980,480 639,334 742,767
Subtotal 2,103,059 3,917,088 3,773,649 3,751,454 3,167,888 2,651,234 1,825,172 2,038,752
Internal Services 698,937 3,187,712 1,247,697 1,399,700 3,823,834 1,823,534 1,044,303 941,268
Total 2,801,996 7,104,800 5,021,346 5,151,154 6,991,722 4,474,768 2,869,475 2,980,020

Actual human resources

Human resources summary for Programs and Internal Services (full-time equivalents)
Programs and Internal Services 2014-15
Actual
2015-16
Actual
2016-17
Planned
2016-17
Actual
2017-18
Planned
2018-19
Planned
1.1 Reviews 9.0 8.0 16.0 10.2 18.0 18.0
1.2 Investigations 4.7 4.0 8.5 6.8 6.5 6.5
Subtotal 13.7 12.0 24.5 17.0 24.5 24.5
Internal Services 4.5 5.5 6.5 8.0 8.5 8.5
Total 18.2 17.5 31.0 25.0 33.0 33.0

Expenditures by vote

For information on the SIRC’s organizational voted and statutory expenditures, consult the Public Accounts of Canada 2017.Endnote vii

Alignment of spending with the whole-of-government framework

Alignment of 2016-17 actual spending with the whole-of-government frameworkEndnote viii (dollars)
Program Spending area Government of Canada activity 2016-17
Actual spending
1.1 Reviews Government Affairs Strong and independent democratic institutions 1,670,754
1.2 Investigations Government Affairs Strong and independent democratic institutions 980,480
Total spending by spending area (dollars)
Spending area Total planned spending Total actual spending
Economic affairs 0 0
Social affairs 0 0
International affairs 0 0
Government affairs 3,917,088 2,651,234

Financial statements and financial statements highlights

Financial statements

The SIRC’s financial statements [unaudited] for the year ended March 31, 2017, are available on the departmental websiteEndnote ix.

Financial statements highlights

Condensed Statement of Operations (unaudited) for the year ended March 31, 2017 (dollars)
Financial information 2016-17
Planned results
2016-17
Actual
2015-16
Actual
Difference (2016-17 actual minus 2016-17 planned) Difference (2016-17 actual minus 2015-16 actual)
Total expenses 6,574,150 4,794,671 3,183,511 (1,779,479) 1,611,160
Net cost of operations before government funding and transfers 6,574,150 4,794,671 3,183,511 (1,779,479) 1,611,160

The department’s Future-Oriented statement of Operations can be found on SIRC’s website in the Reports and Publications section.

Condensed Statement of Financial Position (unaudited) as at March 31, 2017 (dollars)
Financial Information 2016-17 2015-16 Difference (2016-17 minus 2015-16)
Total net liabilities 1,263,406 404,322 859,084
Total net financial assets 1,075,161 338,138 737,023
Departmental net debt 188,245 66,184 122,061
Total non-financial assets 369,004 35,740 333,264
Departmental net financial position 180,759 (30,444) 211,203

Supplementary information

Corporate information

Reporting framework

Appropriate minister(s): The Right Honourable Justin Trudeau, Prime Minister of Canada

Institutional head: The Honourable Pierre Blais, P.C.

Enabling instrument(s): Canadian Security Intelligence Service ActEndnote x

Year of incorporation / commencement: 1984

The Security Intelligence Review Committee Strategic Outcome and Program Alignment Architecture (PAA) of record for 2017–18 are shown below:

1. Strategic Outcome: Canadian Security Intelligence Service (CSIS) performs its duties and functions in accordance with the law, policy and Ministerial Direction

1.1 Program:
Reviews
1.2 Program:
Investigations

Internal Services

Supporting information on lower-level programs

Supporting information on lower-level programs is available on the SIRC’s websiteEndnote xi.

Supplementary information tables

The following supplementary information tables are available on the SIRC’s websiteEndnote xii:

Federal tax expenditures

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.Endnote xiii This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs. The tax measures presented in this report are the responsibility of the Minister of Finance.

Organizational contact information

As presented in the Government Electronic Directory Services

Security Intelligence Review Committee
P.O. Box 2430 Station “D”
Ottawa, Ontario K1P 5W5

Telephone: (613) 990-8441
Facsimile: (613) 990-5230

Internet: www.sirc-csars.gc.ca
E-Mail: info@sirc-csars.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)
Provides information on the plans and expected performance of appropriated departments over a three-year period. Departmental Plans are tabled in Parliament each spring.
Departmental Result (résultat ministériel)
A Departmental Result represents the change or changes 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 (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)
Consists of the department’s Core Responsibilities, Departmental Results and Departmental Result Indicators.
Departmental Results Report (Rapport sur les résultats ministériels)
Provides information on the actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.
Evaluation (évaluation)
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.
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.
government-wide priorities (priorités pangouvernementales)
For the purpose of the 2016–17 Departmental Results Report, 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 initiatives (initiative horizontale)
An initiative where two or more federal organizations, through an approved funding agreement, work toward achieving clearly defined shared outcomes, and which has been designated (for example, by Cabinet or a central agency) as a horizontal initiative for managing and reporting purposes.
Management, Resources and Results Structure (Structure de la gestion, des ressources et des résultats)
A comprehensive framework that consists of an organization’s inventory of programs, resources, results, performance indicators and governance information. Programs and results are depicted in their hierarchical relationship to each other and to the Strategic Outcome(s) to which they contribute. The Management, Resources and Results Structure is developed from the Program Alignment Architecture.
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.
planned spending (dépenses prévues)
For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts that receive Treasury Board approval by February 1. Therefore, planned spending may include amounts incremental to planned expenditures 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.
plans (plans)
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.
priorities (priorité)
Plans or projects 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 Strategic Outcome(s).
program (programme)
A group of related resource inputs and activities that are managed to meet specific needs and to achieve intended results and that are treated as a budgetary unit.
Program Alignment Architecture (architecture d’alignement des programmes)
A structured inventory of an organization’s programs depicting the hierarchical relationship between programs and the Strategic Outcome(s) to which they contribute.
results (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.
sunset program (programme temporisé)
A time-limited program that does not have an ongoing funding and policy authority. When the program is set to expire, a decision must be made whether to continue the program. In the case of a renewal, the decision specifies the scope, funding level and duration.
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.
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