Departmental Plan 2024-2025

Canadian Transportation Agency’s 2024-2025 Departmental plan at a glance

A summary of the Departmental Plan 2024-2025 is available: Canadian Transportation Agency’s 2024-2025 Departmental plan at a glance.

Message from the Chair and Chief Executive Officer

Last year was a period of transformation and renewal at the Canadian Transportation Agency (CTA), highlighted by the successful launch of the Complaints Resolution Office for air travel complaints, as well as the new funding and legislative authorities provided by Parliament. In the year ahead, the CTA will continue to implement and scale these changes while advancing priorities within our three core mandate areas of supporting an efficient national transportation system, providing consumer protection for air passengers, and protecting the right of persons with disabilities to accessible transportation.

With respect to its responsibility to support an efficient national transportation system, and across all the transportation modes within its jurisdiction, the CTA will continue its dual role of providing regulatory determinations and dispute resolution services. In the rail sector, it will review its processes to improve the timeliness and efficiency of how its decisions are made for cases, such as applications for the approval of rail construction and for the various disputes that it is asked to adjudicate. A review of the Railway Interswitching Regulations will be launched in 2024, while the 18-month pilot on extended interswitching in the Prairies continues to be implemented. The CTA will continue to monitor freight rail demand and service levels, and will work to ensure the timely resolution of level-of-service complaints.

The recent amendments to the Canada Transportation Act (the Act) passed on June 22, 2023, mark the beginning of a new era in consumer protection and operational efficiency for the resolution of air travel complaints. The authorities provided to the CTA by Parliament allowed it to launch the Complaints Resolution Office with a new complaints resolution process on September 30, 2023. The revamped process was designed to be more straightforward, rapid, and cost-effective. With clearly established timelines, and a greater ability to benefit from automation, it will also be able harness the benefits of data analytics over time to optimize complaint processing capacity. Over the coming year, the CTA will continue to implement iterative improvements to this new process, including the use of systems and technology, to both scale the output and achieve greater efficiencies.

The recent legislative amendments were also meant to clarify, simplify and strengthen air passenger protections by requiring compensation for all flight disruptions except in the case of exceptional circumstances, to be established in regulations by the CTA. To that end, a first phase of consultations on proposed modifications to the Air Passenger Protection Regulations (APPR) was conducted in the summer 2023 and in the year ahead, the regulatory process will be continued.

The legislative amendments also provide for the cost recovery from airlines for the processing of eligible passenger complaints, which the CTA will consult on and implement in the coming year.

The combination of these three initiatives and the additional funding received places the CTA in a significantly improved position to deliver on its air passenger protection responsibilities. A continuing priority for the year ahead will be its current backlog of air travel complaints.

The CTA is committed to improving the accessibility of the transportation system using all the tools it has to achieve results for people with disability. For example, significant issues with respect to the safe transportation of mobility aids have been observed that require continued focused attention on the part of the CTA. Over the past year, the CTA emphasized the importance of training airline and airport staff in assisting persons with disabilities, prioritized the resolution of mobility aid related complaints, and proactively investigated all incidents it observed related to the mishandling of these devices. This will continue to be an area of focus in the coming year.

Last year, the Auditor General's report on accessibility recommended that the CTA enhance the compliance monitoring of transportation service providers subject to the Accessible Transportation for Persons with Disabilities Regulations (ATPDR), a recommendation which will be implemented over the coming year, while also reflecting on how best to ensure accessibility with smaller transportation service providers not covered by the ATPDR.

As the CTA navigates these transformative times, I am grateful to be able to count on a highly professional staff of public servants and appointed Members, without whom this period of change and renewal would not have been possible. Developing an organizational culture of continuous improvement and innovation to drive the best results for Canadians is a shared objective and I strongly believe that Canadians will continue to be well served by the integrity and dedication of the team at the Canadian Transportation Agency.

Plans to deliver on core responsibilities and internal services

Core responsibilities and internal services:

• Independent regulatory and dispute-resolution services for transportation providers and users
• Internal services

Independent regulatory and dispute-resolution services for transportation providers and users

In this section

• Description
• Quality of life impacts
• Results and targets
• Plans to achieve results
• Key risks
• Snapshot of planned resources in 2024-25
• Program inventory
• Summary of changes to reporting framework since last year

Description

Set and enforce economic, accessibility, and air passenger protection rules for the national transportation system; resolve disputes between transportation service providers and users through facilitation, mediation, arbitration, and adjudication; and provide information to stakeholders and Canadians in general on the transportation system and their transportation-related rights and responsibilities.

Quality of life impacts

Domain: Prosperity

Indicator: GDP per capita

Domain: Society

Indicator: Accessible environments

Domain: Good Governance

Indicator: Confidence in institutions

Results and targets

The following tables show, for each departmental result related to independent regulatory and dispute-resolution services for transportation providers and users, the indicators, the results from the three most recently reported fiscal years, the targets and target dates approved for 2024–25.

The financial, human resources and performance information for CTA's program inventory is available on GC InfoBase 

Plans to achieve results

The CTA will continue its dual role in providing regulatory determinations and dispute resolution for the federal railway industry and related stakeholders. This includes a continued focus on effective monitoring and enforcement of rail provisions, the timely delivery of determinations, and the timely and effective resolution of formal and informal complaints.

In the upcoming year, the CTA will initiate a review of the Railway Interswitching Regulations as mandated by legislation. This review is essential for maintaining efficient and competitive rail services. Additionally, the CTA will continue to support the extended interswitching pilot project for the Prairie provinces, including the determination of annual interswitching rates.

The CTA has conducted a preliminary review of its approach to Indigenous consultation and engagement, specifically focusing on how it applies to rail line construction approvals under section 98 of the Canada Transportation Act (the Act). Over the coming year the CTA anticipates consulting with Indigenous groups and stakeholders on the approach and once finalized will update its procedures and guides.

The CTA will continue the process of revising the air passenger protection regime and address the CTA's current backlog of complaints in this area. A key outcome for the year will be revised Air Passenger Protection Regulations that will clarify, simplify and strengthen elements of the existing regulations.

The CTA will also continue the transformation of the air travel complaints resolution process that began on September 30, 2023, with the launch of the CTA's new Complaints Resolution Office. The new process is designed to be faster and more cost-effective, with the application of data analytics and artificial intelligence to enhance decision-making and service efficiency. 2024-25 will see the new process continue to mature and improve as the CTA begins to scale its capacity and continues to refine and implement additional efficiencies. Improved and continued horizontal collaboration across CTA business lines and use of data science will also enhance its capacity to use complaints data to inform compliance activities, allowing for more proactive enforcement.

This year, as a result of amendments to the Act, the CTA will be implementing cost recovery from airlines for processing eligible air travel complaints.

With respect to accessible transportation, in the coming year, the CTA will focus on improving the air transportation experience for users of wheelchairs and other mobility aids. Through the use of its regulations, guidelines and compliance activities, the CTA will seek to contribute to ways of ensuring that transportation service providers are providing appropriate and respectful services to passengers requiring mobility aids that will ultimately allow them to reach their destination with their mobility aids delivered on time and intact.

The CTA will also continue its ongoing engagement regarding the expansion of the scope of the application of the Accessible Transportation for Persons with Disabilities Regulations (ATPDR) to small transportation service providers.

The 2023 Auditor General's report on accessibility recommended that the CTA enhance the compliance monitoring of transportation service providers subject to the Accessible Transportation for Persons with Disabilities Regulations (ATPDR), a recommendation which the CTA will implement over the coming year.

Additionally, the CTA intends to continue its implementation of the Accessible Transportation Planning and Reporting Regulations (ATPRR) which set out the planning and reporting requirements for Transportation Service Providers (TSPs) to identify and remove barriers – and prevent new barriers. As a result of these regulations TSPs are now mandated to publish and periodically update their accessibility plans, in consultation with persons with disabilities, with requirements varying based on the size of the TSP. To support a more inclusive and barrier-free transportation environment the CTA will focus on the monitoring and enforcement of the ATPRR requirements, and will develop tools and supports to help increase the overall quality of accessibility plans.

Furthermore, the CTA will continue its efforts to ensure that its workforce reflects the full diversity of Canadian society. It will provide its staff with a welcoming workplace and stimulating work experience. In particular, the CTA will leverage its recent move to a new, fully accessible building, to become a hybrid workplace of choice in the National Capital Region post-pandemic.

Key risks

Snapshot of planned resources in 2024–25

Planned spending: $56,259,387
Planned human resources: 443

Gender-based analysis plus

The CTA has included gender-based analysis plus (GBA+) in the mandatory training curriculum for all staff to ensure the CTA continues to advance gender equality and build policies, programs and services that respect GBA+ values.

Human resources

• Given that the CTA is a small organization, the CTA currently has no resources solely dedicated to GBA+. However, GBA+ is prioritized and where required, internal resources are assigned to conduct GBA+ analyses, mostly in the context of Workforce and Workplace Services, and contributions to Treasury Board Submissions and Memoranda to Cabinet of other government departments.

Planned initiatives

• In 2023–24, GBA+ will also continue to be applied and monitored in the context of cost-benefit analyses within the Treasury Board Submissions process.

Reporting capacity and data

• Data related to employment equity, diversity and inclusion will continue to be collected and tracked.

United Nations 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals

As part of our ongoing commitment to sustainable development, the CTA is dedicated to contributing to the Government of Canada’s sustainable development goals and targets. The CTA efforts are described in the CTA's 2023-27 Departmental Sustainable Development Strategy (DSDS), directly support three key goals of the 2022-2026 Federal Sustainable Development Strategy (FSDS):

1. Goal 10: Reconciliation and Inequality Reduction – CTA focuses on advancing reconciliation with Indigenous Peoples and taking action to reduce inequality.
2. Goal 12: Sustainable Transportation and Waste Reduction – CTA aims to reduce waste and transition to zero-emission vehicles.
3. Goal 13: Climate Change Action – CTA is committed to taking action on climate change and addressing its impacts.

In alignment with the United Nations Decade of Action, the CTA strives to integrate these goals across its strategic policies and activities, mobilizing all sectors of society to develop sustainable solutions to global challenges and achieve the Sustainable Development Goals (SDGs) by 2030.

CTA’s Departmental Actions Supporting the Sustainable Development Strategy:

• Goal 10 Actions:
  • Indigenous Consultation Compliance: Once the CTA becomes aware that potential CTA decisions may trigger the Crown’s duty to consult, the CTA ensures this duty is fulfilled consistent with the law, the honour of the Crown, the United Nations Declaration on the Rights of Indigenous Peoples, and reconciliation objectives.
  • Renewal of Indigenous Engagement: In the year ahead, the CTA will begin a review of its approach to Indigenous engagement, specifically focusing on how it applies to rail line construction approvals under section 98 of the Canada Transportation Act.
• Goal 12 Action:
  • Green Procurement Policy Compliance: The CTA adheres to and will continue to adhere to the principles of the FSDS by complying with the Policy on Green Procurement.
• Goal 13 Action:
  • Climate Change Training for Employees: We ensure that relevant employees are trained on assessing climate change impacts, conducting climate change risk assessments, and developing adaptation actions within one year of identification.

More information on the CTA'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.

Program inventory

Independent regulatory and dispute-resolution services for transportation providers and users are supported by the following programs in the program inventory:

• Determinations and Compliance
• Dispute Resolution

Supporting information on planned expenditures, human resources, and results related to the CTA’s program inventory is available on GC Infobase.

Summary of changes to reporting framework since last year

The following changes have been made to the CTA's departmental results framework since 2023-24:

Internal services

In this section

• Description
• Plans to achieve results
• Snapshot of planned resources in 2024-25
• Related government priorities

Description

Internal services are the services that are provided within a department so that it can meet its corporate obligations and deliver its programs. There are 10 categories of internal services:

• management and oversight services
• communications services
• legal services
• human resources management services
• financial management services
• information management services
• information technology services
• real property management services
• materiel management services
• acquisition management services

Plans to achieve results

The CTA's internal services will continue to evolve to meet the changing context in which they operate by adapting their processes, controls and oversight practices. The CTA’s enabling corporate and internal services will provide support and solutions to meet employee and business needs by continuing to provide more efficient and user-centric services.

Enhancing data management, analytics and cybersecurity

In 2023-24, the CTA enhanced its approach to data management and analytics by establishing a Chief Data Officer and the Technology, Data and Information Steering Committee. This new governance structure will leverage improved data management and analytics, integrating diverse information sources for evidence-based decision-making, service delivery, and results reporting. In addition, the CTA will continue to collaborate with internal and external partners to combat cyber risks and enhance the security of the CTA’s services.

Implementation of Cost recovery

The legislative amendments to the Canada Transportation Act passed on June 2023 provide for the cost recovery from airlines for the processing of eligible passenger complaints, which will be implemented in the coming year. Furthermore, the legislation also provided for broader authorities that allow the CTA to cost recover for all activities that relate to the administration and enforcement of the Act. The CTA will be exploring various cost recovery options for all of its programs.

Meeting the needs of a modern, diverse work force

The CTA will continue to build a diverse, inclusive, accessible, and resilient organization that fosters a sense of belonging.. This will be accomplished through identification of the workplace needs and skills of the future and the modernization of human resource programs and services.

Snapshot of planned resources in 2024–25

• Planned spending: $16,155,598
• Planned full-time resources: 105

Related government priorities

Planning for contracts awarded to Indigenous businesses

The CTA incorporates Indigenous businesses as part of its procurement strategy. This includes consulting the Indigenous Business Directory and raising awareness about the initiative within the CTA. An internal report is used to track the percentage of contracts. Additional measures, such as reserving tenders for Indigenous companies, may be taken if the percentage is not on track with the CTA's planned target of 5%.

Table 4: Planning for contracts awarded to Indigenous businesses

5% reporting field	2022-23 actual result	2023-24 forecasted result	2024-25 planned result
Total percentage of contracts with Indigenous businesses	11%	5%	5%

Planned spending and human resources

This section provides an overview of the CTA’s planned spending and human resources for the next three fiscal years and compares planned spending for 2024–25 with actual spending from previous years.

In this section

• Spending
• Funding
• Future-oriented condensed statement of operations
• Human resources

Spending

Explanation of figure 1

The graph depicts a pie chart divided into two as follows:

• Internal services: $16,155,598 or 28.72%.
• Independent regulatory and dispute-resolution services for transportation providers and users: $40,103,789 or 71.28%

See GC InfoBase for the full framework and program inventory.

The following table shows information on spending for each of the CTA’s core responsibilities and for its internal services for the previous three fiscal years. Amounts for the current fiscal year are forecasted based on spending to date.

The increase in the forecasted spending for fiscal year 2023-24 is mainly attributable to the increase in temporary funding (approximately $10.1 million) received in 2023-2024, as announced in Budget 2023. This increase in temporary funding primarily aims to increase the CTA’s capacity to process air passenger complaints.

The following table shows information on spending for each of the CTA’s core responsibilities and for its internal services for the upcoming three fiscal years.

For fiscal years 2024-25 and 2025-26, the increase in planned spending is primarily attributable to a $3.6 million increase in the temporary funding announced in Budget 2023 to expand the CTA’s capacity to process air passenger complaints, as well as a $3.3 million compensation adjustment arising from the renewal of collective agreements. These increases are offset by a $2.7 million adjustment to the Employee Benefit Plans (EBP) budgetary statutory authorities granted by Parliament. For fiscal year 2026-27, the planned spending reflects a decrease of approximately $24.6 million due to the sunsetting of temporary funds received in Budget 2023.

Funding

The following graph presents planned spending (voted and statutory expenditures) over time.

Figure 2: Departmental spending 2021–22 to 2026–27

Explanation of the Departmental Spending Trend Graph

Departmental spending 2020–21 to 2025–26 - The following graph presents planned (voted and statutory expenditures) over time.

Fiscal year	2021-2022	2022-2023	2023-2024	2024-2025	2025-2026	2026-2027
Statutory	4,434	4,447	7,538	6,041	5,992	3,632
Voted	38,454	36,683	45,334	50,218	49,826	29,875
Total	42,888	41,130	52,872	56,259	55,818	33,507

For fiscal years 2021-22 and 2022-23, the amounts shown represent the actual expenditures as reported in the Public Accounts.

For fiscal year 2023-24, the forecast spending represents the planned budgetary and statutory expenditures as presented in the Estimates documents (Main Estimates and Supplementary Estimates) as well as amounts approved by the Treasury Board as December 1, 2023, such as a $10.1 million increase in temporary funding to expand the CTA’s capacity to process air passengers complaints, as per Budget 2023.

For fiscal years 2024-25 and 2025-26, the planned spending reflect an increase of approximately $2.9 million in comparison to the previous year forecast spending. This increase is primarily attributable to a $3.6 million increase in the temporary funding announced in Budget 2023, as well as a $3.3 million compensation adjustment arising from the renewal of collective agreements. These increases are offset by a $2.7 million adjustment to the Employee Benefit Plans (EBP) budgetary statutory authorities granted by Parliament.

For fiscal year 2026-27, the planned spending reflects a decrease of approximately $22.3 million in comparison to the previous year planned spending due to the sunsetting of temporary funds received in Budget 2023. However, in June 2023, the Budget Implementation Act, 2023, received Royal Assent and came into force. It modified the Act to, among other things, provide the CTA the authority to implement a cost recovery regime. Although these fees or charges will fund some of the operations relating to processing eligible air travel complaints and the administration or enforcement of any provision of the Act, these amounts cannot be estimated with reasonable certainty and as a result have not been included in the planned spending.

Generally speaking, the CTA's planned spending does not include the reimbursement of eligible paylist expenditures and the operating budget carry-forward since these cannot be estimated with certainty. In addition, the CTA's statutory spending, as indicated in the graph above, relates to the Employee Benefit Plan, which is a function of planned salary spending. Therefore, it fluctuates along with voted spending.

Estimates by vote

Information on the CTA’s organizational appropriations is available in the 2024–25 Main Estimates.

Future-oriented condensed statement of operations

The future-oriented condensed statement of operations provides an overview of the CTA’s operations for 2023–24 to 2024–25.

The forecast and planned amounts in this statement of operations were prepared on an accrual basis. The forecast and planned amounts presented in other sections of the Departmental Plan were prepared on an expenditure basis. Amounts may therefore differ.

A more detailed future-oriented statement of operations and associated notes, including a reconciliation of the net cost of operations with the requested authorities, are available on the CTA's website.

For fiscal year 2024-25, the planned results reflect an increase of approximately $3.1 million in comparison to the previous year forecasted results. This increase is primarily attributable to a $3.6 million increase in the temporary funding announced in Budget 2023 to expand the CTA’s capacity to process air passenger complaints, as well as a $3.3 million compensation adjustment arising from the renewal of collective agreements. These increases are offset by a $2.7 million adjustment to the Employee Benefit Plans (EBP) budgetary statutory authorities granted by Parliament.

Human resources

The following table shows information on human resources, in full-time equivalents (FTEs), for the CTA’s core responsibilities and for its internal services for the previous three fiscal years. Human resources for the current fiscal year are forecasted based on year to date.

Despite the renewed temporary funding, the 2022-23 actual full-time equivalents were less than the 2021-22 actual full-time equivalents. The temporary nature of the funding has resulted in high employee turnover and difficulties in recruiting, training and retaining new employees. In 2023-24, there is an increase in forecasted full-time equivalents as a result of the $10.1 million increase in temporary funding provided primarily to expand the CTA’s capacity to process air passenger complaints, as per Budget 2023.

The following table shows information on human resources, in full-time equivalents (FTEs), for each of the CTA’s core responsibilities and for its internal services planned for 2024–25 and future years.

The planned FTEs are expected to decrease over the next couple of years in correspondence with the sunsetting funds provided primarily to expand the CTA’s capacity to process air passenger complaints, as per Budget 2023. Following the coming into force of the Budget Implementation Act, 2023, the CTA now has the authority to implement a cost recovery regime. However, as the anticipated revenues cannot be estimated with reasonable certainty, the planned full-time equivalents have not been adjusted accordingly.

Corporate information

Organizational profile

Appropriate minister(s): The Honourable Pablo Rodriguez, P.C, M.P., Minister of Transport
Institutional head: France Pégeot, Chair and Chief Executive Officer
Ministerial portfolio: Transport
Enabling instrument(s): Canada Transportation Act, S.C. 1996, c. 10, as amended
Year of incorporation / commencement: 1904
Other:

The CTA shares responsibility for the following acts:

• Accessible Canada Act, 2019
• Canada Marine Act
• Canadian Environmental Assessment Act, 2012
• Civil Air Navigation Services Commercialization Act
• Coasting Trade Act
• Energy Supplies Emergency Act
• Pilotage Act
• Railway Relocation and Crossing Act
• Railway Safety Act
• Shipping Conferences Exemption Act, 1987

The CTA has sole responsibility for the following regulations:

• Accessible Transportation for Persons with Disabilities Regulations, SOR/2019-244
• Air Passenger Protection Regulations, SOR/2019-150
• Air Transportation Regulations, SOR/88-58
• Canadian Transportation Agency Designated Provisions Regulations, SOR/99-244
• Regulations on Operational Terms for Rail Level of Services Arbitration (SOR/2014-192)
• Personnel Training for the Assistance of Persons with Disabilities Regulations, SOR/94-42
• Railway Costing Regulations, SOR/80-310
• Railway Interswitching Regulations, SOR/88-41
• Railway Third Party Liability Insurance Coverage Regulations, SOR/96-337
• Railway Traffic and Passenger Tariffs Regulations, SOR/96-338
• Railway Traffic Liability Regulations, SOR/91-488

The CTA shares responsibility for the following regulations:

• Transportation Information Regulations, SOR/96-334
• Railway Company Pay Out of Excess Revenue for the Movement of Grain Regulations, SOR/2001-207
• The Jacques-Cartier and Champlain Bridges Inc. Regulations, SOR/98-568
• The Seaway International Bridge Corporation, Ltd. Regulations, SOR/98-569

The CTA has promulgated the following Rules:

• Canadian Transportation Agency Rules (Dispute Proceedings and Certain Rules Applicable to All Proceedings), SOR/2014-104
• Rules of Procedure for Rail Level of Service Arbitration, SOR/2014-94

These acts and regulations are available on the Department of Justice website, and are accessible through the “Acts and Regulations” section of the CTA's website.

Organizational contact information

Mailing address

Canadian Transportation Agency
60 Laval Street, Unit 01, Gatineau, Québec J8X 3G9
Telephone: 1-888-222-2592
Fax: 819-997-6727
Email: info@otc-cta.gc.ca
Website(s): https://www.otc-cta.gc.ca

Supplementary information tables

Information on the CTA’s departmental sustainable development strategy can be found on the CTA’s website.

Federal tax expenditures

The CTA’s Departmental Plan does not include information on tax expenditures.

Tax expenditures are the responsibility of the Minister of Finance. The Department of Finance Canada publishes cost estimates and projections for government-wide tax expenditures each year in the Report on Federal Tax Expenditures.

This report provides detailed information on tax expenditures, including objectives, historical background and references to related federal spending programs, as well as evaluations, research papers and gender-based analysis plus.

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)

A document that sets out a department’s priorities, programs, expected results and associated resource requirements, covering a three‑year period beginning with the year indicated in the title of the report. Departmental Plans are tabled in Parliament each spring.

departmental result (résultat ministériel)

A change that a 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)

A framework that consists of the department’s core responsibilities, departmental results and departmental result indicators.

Departmental Results Report (rapport sur les résultats ministériels)

A report on a department’s actual performance in a fiscal year against its plans, priorities and expected results set out in its Departmental Plan for that year. Departmental Results Reports are usually tabled in Parliament each fall.

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.

gender-based analysis plus (GBA Plus) (analyse comparative entre les sexes plus [ACS Plus])

An analytical tool used to support the development of responsive and inclusive policies, programs and other initiatives. GBA Plus is a process for understanding who is impacted by the issue or opportunity being addressed by the initiative; identifying how the initiative could be tailored to meet diverse needs of the people most impacted; and anticipating and mitigating any barriers to accessing or benefitting from the initiative. GBA Plus is an intersectional analysis that goes beyond biological (sex) and socio-cultural (gender) differences to consider other factors, such as age, disability, education, ethnicity, economic status, geography, language, race, religion, and sexual orientation.

government-wide priorities (priorités pangouvernementales)

For the purpose of the 2023–24 Departmental Plan, government-wide priorities are the high-level themes outlining the Government’s agenda in the 2021 Speech from the Throne: building a healthier today and tomorrow; growing a more resilient economy; bolder climate action; fighter harder for safer communities; standing up for diversity and inclusion; moving faster on the path to reconciliation and fighting for a secure, just, and equitable world.

horizontal initiative (initiative horizontale)

An initiative in which two or more federal organizations are given funding to pursue a shared outcome, often linked to a government priority.

Indigenous business

As defined on the Indigenous Services Canada website in accordance with the Government of Canada’s commitment that a mandatory minimum target of 5% of the total value of contracts is awarded to Indigenous businesses annually.

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.

plan (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 (dépenses prévues)

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.

program (programme)

Individual or groups of services, activities or combinations thereof that are managed together within a department and that focus on a specific set of outputs, outcomes or service levels.

program inventory (répertoire des programmes)

An inventory of a department’s programs that describes how resources are organized to carry out the department’s core responsibilities and achieve its planned results.

result (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.

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.