2021-22 Supplementary Information Tables
List of supplementary information tables for the 2021-22 Departmental Plan
- Sustainable Development Goals
- Departmental Sustainable Development Strategy
- Details on transfer payment programs
- Gender-based analysis plus
- Horizontal initiatives
Sustainable Development Goals
United Nations 2030 Agenda and the Sustainable Development Goals
The Department for Women and Gender Equality works to advance gender equality through an intersectional gendered lens. Working in partnership with key stakeholders, including civil society organizations, labour groups, the private sector, other orders of government, and First Nations, Inuit and Métis peoples, the Department actively promotes the inclusion of all people in Canada’s economic, social, and political life. The Department for Women and Gender Equality works to uphold its mandate to advance gender equality by performing a central coordination function within the Government of Canada by developing and implementing policies, providing grants and contributions, delivering programs, investing in research, and providing advice to achieve equality for people of all genders, including women.
With this mandate, as part of the Government of Canada’s implementation of the 2030 Agenda for Sustainable Development, WAGE works with Employment and Social Development Canada, the lead federal department, and other responsible federal departments and agencies to implement the SDGs. Specifically, WAGE focuses on coordination of federal initiatives under SDG 5: Achieve gender equality and empower all women and girls, however, as outlined below, WAGE initiatives also contribute to several other SDGs.
UN Sustainable Development Goals (SDGs) | Planned initiatives | Global or domestic targets and/or global or domestic indicators |
---|---|---|
SDG 5: Achieve gender equality and empower all women and girls |
The development and implementation of a National Action Plan to End Gender-Based Violence Lead and coordinate the implementation of the federal GBV Strategy |
Within the UN’s Global Indicator Framework, the federal GBV Strategy and National Action Plan to End Gender-based Violence is expected to contribute, either directly or indirectly, to progress on:
|
Develop and deliver programming to support projects that address systemic barriers to gender equality and to support the capacity and sustainability of women’s and equality-seeking organizations. |
Within the UN’s Global Indicator Framework, this programming is expected to contribute, either directly or indirectly, to progress on:
Within the Canadian Indicator Framework, this programming is expected to contribute, either directly or indirectly, to progress on:
|
|
Lead a coordinated whole-of-government approach to promote a greater understanding of the intersection of sex and gender with other factors, which will result in more responsive federal policies and programs that systematically consider the needs of different groups of people. |
Through the strengthened application of Gender-based Analysis Plus (GBA)+ across the federal government, this programming is expected to contribute, either directly or indirectly, to progress on all targets within the UN Global Indicator Framework under SDG5:
Within the Canadian Indicator Framework, it is therefore likely to contribute, either directly or indirectly, to progress on:
Note: In addition, the application of GBA+ helps ensure that all policies, programs, and legislation are more responsive to the needs of different groups of women, men and gender-diverse individuals. As such, strengthening GBA+ application across the federal government may also support Canada’s efforts to advance other sustainable development goals. |
|
Promote community action through commemoration initiatives such as International Women’s Day, Gender Equality Week, Women’s History Month, International Day of the Girl, Persons Day, and the 16 Days of Activism Against Gender-based Violence |
These commemorative initiatives are expected to contribute, either directly or indirectly, to progress on all targets within the UN Global Indicator Framework related to SDG5.
Within the Canadian Indicator Framework, these commemorative initiatives are expected to contribute, either directly or indirectly, to progress on:
|
|
SDG 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all |
Develop and deliver programming to support projects that address systemic barriers to gender equality and to support the capacity and sustainability of women’s and equality-seeking organizations |
Within the UN’s Global Indicator Framework, this programming is expected to contribute, either directly or indirectly, to progress on:
Within the Canadian Indicator Framework, this programming is expected to contribute, either directly or indirectly, to progress on:
|
SDG 16: Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels |
Advance the development and implementation of a National Action Plan to End Gender-Based Violence Lead and coordinate the implementation of the federal GBV Strategy |
Within the UN’s Global Indicator Framework, the GBV Strategy and Action Plan are expected to contribute, either directly or indirectly, to progress on:
Within the Canadian Indicator Framework, the GBV Strategy and Action Plan are expected to contribute, either directly or indirectly, to progress on:
|
Develop and deliver programming to support projects that address systemic barriers to gender equality and to support the capacity and sustainability of women’s and equality-seeking organizations |
Within the UN’s Global Indicator Framework, this programming is expected to contribute, either directly or indirectly, to progress on:
Within the Canadian Indicator Framework, this programming is expected to contribute, either directly or indirectly, to progress on:
|
For questions related to this Supplementary Information Table, please contact the SDG Unit at ESDC: Programme2030-2030Agenda@canada.gc.ca
Departmental Sustainable Development Strategy
The Departmental Sustainable Development Strategy was implemented in October 2020, refer to WAGE Website for all details.
Details on transfer payment programs
- 3-year plan for Gender-Based Violence Program (Voted)
- 3-year plan for Women’s Program (Voted)
- 3-year plan for the Equality for Sex, Sexual Orientation, Gender Identity and Expression Program (SSOGIE)
3-year plan for Gender-Based Violence Program (Voted)
Start date |
2017 Additional funding added in 2019 for the Human Trafficking Continuum of Care Initiative |
---|---|
End date |
Ongoing |
Type of transfer payment |
Grants and Contributions |
Type of appropriation |
Appropriation annually through estimates |
Fiscal year for terms and conditions |
2017-18 |
Link to departmental result(s) |
The Department’s interventions facilitate the advancement of gender equality |
Link to the department’s Program Inventory |
Community Action and Innovation |
Purpose and objectives of transfer payment program |
The Gender-Based Violence (GBV) Program takes action under “It's Time: Canada's Strategy to Prevent and Address Gender-Based Violence”. The GBV Program is population-specific, with the objective of supporting organizations working in the GBV sector to develop and implement promising practices in order to address gaps in supports for Indigenous and underserved groups of survivors in Canada. Funding is provided to eligible organizations in support of projects at the local, regional and national levels, and is available for time-specific projects that address gaps in supports for specific groups of survivors, including Indigenous women and their communities, and other underserved populations, such as: children and youth; racialized women; LGBTQ2 persons; non-status/refugee/immigrant women; seniors; women living in an official language minority community; women living in northern, rural and remote communities; and women living with a disability. In 2019, as part of the Government of Canada’s National Strategy to Combat Human Trafficking (National Strategy), $10 million over 5 years was announced for the Department for Women and Gender Equality to support the development, testing and implementation of innovative and empowering promising practices to support at-risk populations to reduce their risk to being trafficked, as well as trauma-informed supports for victims and survivors of human trafficking. This initiative is using the established Terms and Conditions of the Gender-Based Violence Program while aligning under the Performance Measurement, Reporting, and Governance structure of the National Strategy. The program does not have repayable contributions. |
Expected results |
Expected Result:
Performance Indicator:
Expected Result:
Performance Indicator:
|
Fiscal year of last completed evaluation |
Not applicable; new program. |
Decision following the results of last evaluation |
Not applicable |
Fiscal year of next planned evaluation |
2021-22 as part of the GBV Strategy mid-term evaluation (excluding the Human Trafficking Continuum of Care Initiative, which will be evaluated in 2023-24 with the National Strategy to Combat Human Trafficking) |
General targeted recipient groups |
|
Initiatives to engage applicants and recipients |
The Department for Women and Gender Equality continues to support organizations working in the GBV sector in developing tools and supports to better connect and engage recipients. Regional offices also work closely with recipients to support organizations’ capacity building in various ways, such as facilitating partnerships and knowledge sharing. |
Type of transfer payment | 2020–21 forecast spending |
2021–22 planned spending |
2022–23 planned spending |
2023–24 planned spending |
---|---|---|---|---|
Total grants |
10,491,000 |
10,491,035 |
8,385,035 |
8,541,035 |
Total contributions |
2,959,000 |
2,959,010 |
2,365,010 |
2,409,010 |
Total other types of transfer payments |
0 |
0 |
0 |
0 |
Total program |
13,450,000 |
13,450,045 |
10,750,045 |
10,950,045 |
Note: The difference in planned spending in 2022-23 reflects the scheduled adjustments to the funding associated with the Strategy to Address and Prevent Gender-based Violence and the National Strategy to Combat Human Trafficking.
3-year plan for Women’s Program (Voted)
Start date |
1973 |
---|---|
End date |
Ongoing |
Type of transfer payment |
Grants and Contributions |
Type of appropriation |
Appropriation annually through Estimates |
Fiscal year for terms and conditions |
2017-18 |
Link to departmental result(s) |
The Department’s interventions under this program facilitate the advancement of gender equality. |
Link to the department’s Program Inventory |
Community Action and Innovation |
Purpose and objectives of transfer payment program |
The purpose of the Women’s Program is to advance equality for women in Canada by working to address or remove systemic barriers to their progress and advancement. The program provides grant and contribution funding to Canadian organizations to support actions that will lead to equality across Canada. Funded projects occur at the national, regional, and local levels and help to create the conditions for women’s success in Canada. The Program: facilitates collaboration and networking; develops partnerships to address horizontal issues impacting women and girls; shares knowledge; and assists organizations working to advance women’s equality to gain access to expertise, resources and tools. The Program does not have repayable contributions. In 2018, the Department for Women and Gender Equality received new, time-limited funding through the Women’s Program of $100 million over five years (2018-19 to 2022-23) to support women’s and Indigenous organizations to ensure a strong sustainable women’s movement. With this funding, the Department invested in 255 projects which will increase organizational and sector capacity and help organizations work collectively to address gender equality issues. In 2018, the Department for Women and Gender Equality received new time-limited funding through the Women’s Program of $10 million over 2 years to establish an MMIWG Commemoration Fund to honour the lives and legacies of missing and murdered Indigenous women and girls. |
Expected results |
Expected Result:
Performance Indicator(s):
Expected Result:
Performance Indicator(s):
|
Fiscal year of last completed evaluation |
2017-18 |
Decision following the results of last evaluation |
Continuation |
Fiscal year of next planned evaluation |
2021-22 |
General targeted recipient groups |
|
Initiatives to engage applicants and recipients |
The Department for Women and Gender Equality continues to support organizations in developing tools and supports to better connect and engage recipients. Regional offices also work closely with recipients to support organizations’ capacity building in various ways, such as facilitating partnerships and knowledge sharing. |
Type of transfer payment | 2020–21 forecast spending |
2021–22 planned spending |
2022–23 planned spending |
2023–24 planned spending |
---|---|---|---|---|
Total grants |
46,819.000 |
43,337,000 |
53,321,000 |
73,328,000 |
Total contributions |
102,674,977 |
12,256,977 |
15,072,977 |
21,715,977 |
Total other types of transfer payments |
0 |
0 |
0 |
0 |
Total program |
149,493,977 |
55,593,977 |
68,393,977 |
95,043,977 |
Note: The decrease in planned spending between 2020-21 and 2021–22 is a result of one-time funding received in 2020-21 in support of Canada’s COVID-19 pandemic response and to time-limited Budget 2018 funding to support the sustainability of women’s and equality-seeking organizations through the Women’s Program, and the Missing and Murdered Indigenous Women and Girls Commemoration Fund.
3-year plan for the Equality for Sex, Sexual Orientation, Gender Identity and Expression Program (SSOGIE)
Start date |
2019 |
---|---|
End date |
2021-22 |
Type of transfer payment |
Grants and Contributions |
Type of appropriation |
Main / Supplementary Estimates |
Fiscal year for terms and conditions |
2019-20 |
Link to departmental result(s) |
The Department’s interventions under this program facilitate the advancement of gender equality. |
Link to the department’s Program Inventory |
Community Action and Innovation |
Purpose and objectives of transfer payment program |
The objective of the Equality for the SSOGIE program is to advance social, political and economic equality with respect to sex, sexual orientation, gender identity or expression. |
Expected results |
Expected Result:
Performance Indicator(s):
Expected Result:
Performance Indicator(s):
|
Fiscal year of last completed evaluation |
Not applicable, new program |
Decision following the results of last evaluation |
Not applicable |
Fiscal year of next planned evaluation |
No formal evaluation of the program is planned as funding for the Equality for SSOGIE program is limited to 3 years. The department will assess the results achieved through its regular performance measurement processes. |
General targeted recipient groups |
|
Initiatives to engage applicants and recipients |
The Equality for the SSOGIE program will develop tools and supports to connect and engage recipients. Regional offices will also work to connect and support organizations’ capacity building in in facilitating partnerships and knowledge sharing. |
Type of transfer payment | 2020–21 forecast spending |
2021–22 planned spending |
2022–23 planned spending |
2023–24 planned spending |
---|---|---|---|---|
Total grants |
4,630,000 |
5,070,000 |
0 |
0 |
Total contributions |
1,870,000 |
1,430,000 |
0 |
0 |
Total other types of transfer payments |
0 |
0 |
0 |
0 |
Total program |
6,500,000 |
6,500,000 |
0 |
0 |
Note: The decrease in planned spending starting in 2022-23 is a result of the time-limited nature of the funding. The funding ends in 2021-22.
Gender-based analysis plus
Introduction
Gender-based analysis plus (GBA+) is an analytical process used to assess how different groups of women, men and gender-diverse people experience policies, programs and services based on multiple factors including race, ethnicity, religion, age, and mental or physical disability.
The federal government has been committed to using GBA+ in the development of policies, programs and legislation since 1995. It provides federal officials with the means to continually improve their work and attain better results for Canadians by being more responsive to specific needs and circumstances.
In response to recommendations from the 2015 report of the Auditor General of Canada, the government renewed its commitment to GBA+ and mandated the Minister for Women and Gender Equality to work with the President of the Treasury Board to ensure that GBA+ is incorporated into Departmental Results Frameworks, Departmental Plans and Departmental Results Reports, and performance reporting.
In 2018, Parliament passed the Canadian Gender Budgeting Act. The Departmental Plans and Departmental Results Reports are being used to fulfil the President of the Treasury Board’s obligations to make public analysis on the impacts of expenditure programs on gender and diversity.
Applicability
All departments must complete the GBA+ supplementary information table. Even if GBA+ is deemed not relevant to a department’s programs, the department must complete the table and explain how GBA+ is not relevant.
General information
Institutional GBA+ Capacity
Women and Gender Equality Canada (WAGE) is the lead federal department responsible for advancing gender equality, including with respect to sex, sexual orientation, gender identity and expression. Gender-Based Analysis Plus (GBA+) is fundamental in the design and delivery of all programs and initiatives undertaken by Women and Gender Equality Canada. It is embedded in all of the Department’s activities.
GBA+ is a tool for understanding how various factors that make up who we are and the world around us interact to shape our experiences, opportunities, and social, health, and economic outcomes. Applying GBA+ to all initiatives undertaken at WAGE ensures that diversity considerations are embedded in the decision-making process, allowing for responsive and inclusive initiatives that meet the needs of diverse groups of people.
In addition to the systematic application of GBA+ in WAGE’s core activities and decision-making processes, the department also has the mandated responsibility to lead a coordinated, whole-of-government approached to the implementation of GBA+, which will result in more responsive federal policies and programs that systematically consider the needs of different groups of people.
The Department’s GBA+ Directorate has 9 FTE’s that will be specifically dedicated to the implementation of GBA+ in 2021-22, which includes WAGE’s GBA+ Champion. The GBA+ Champion reports to the Deputy Minister (DM), and works with senior managers and employees to ensure that GBA+ is implemented in all internal policy activities by providing oversight, guidance and accountability for how GBA+ is integrated throughout WAGE’s Treasury Board Submissions and Memoranda to Cabinet.
In addition, the following frameworks, governance bodies and accountability mechanisms support the systematic application of GBA+ in WAGE’s core activities and help ensure that GBA+ is integrated into all departmental decision-making processes:
- WAGE’s Departmental Results Framework (DRF):
The Departmental Results Framework (DRF) is WAGE’s performance measurement framework. It presents the Core Responsibility, the results the organization is seeking to achieve and the indicators to measure outcomes. The DRF is complemented by Performance Information Profiles (PIPs), which support performance measurement, evaluation and reporting for each Program in WAGE’s Program Inventory. Gender considerations and GBA+ are incorporated throughout WAGE’s DRF and PIPs, which form the basis of annual plans and performance reports including the Departmental Plan and the Departmental Results Report. As a result, the DRF and PIPs act as accountability mechanisms to ensure that GBA+ is integrated into departmental decision-making processes.
- Executive Committee (EXCOM):
The Executive Committee (EXCOM) is WAGE’s senior decision-making and priority-setting body. It is chaired by the Deputy Minister and composed of senior management from all departmental areas and functions, including the GBA+ Champion. EXCOM meetings take place weekly and serve to establish priorities, oversee the delivery of the organization’s work, and take stock of progress. As a permanent member of EXCOM, the GBA+ Champion ensures that GBA+ is considered in all departmental activities and integrated into all decision-making processes.
- Canada’s Strategy to Prevent and Address Gender-Based Violence:
The Minister for Women and Gender Equality was mandated to implement and monitor a comprehensive gender-based violence strategy. Launched in 2017, It’s Time: Canada’s Strategy to Prevent and Address Gender-Based Violence aligns all federal gender-based violence (GBV) efforts. A thorough GBA+ was conducted for each initiative funded under the Strategy. WAGE chairs the governance of the Director General’s Coordinating Committee, and the Interdepartmental Coordinating Committee. These committees are responsible for the strategic leadership, development, implementation, and monitoring of the Strategy, as well as ensuring a GBA+ lens is applied to all activities.
- Minister’s Advisory Council on Canada’s Strategy to Prevent and Address Gender-Based Violence (Advisory Council):
Established in 2016, the Advisory Council serves as a forum on issues related to GBV and provides guidance related to the development and implementation of the Strategy. Advisory Council members come from a broad range of sectors and areas of expertise and have been selected to reflect expertise in prevention, support for survivors, and justice system responses. The Advisory Council works from an intersectional feminist approach to address particular barriers facing different groups such as Indigenous women and girls, young women and girls, LGBTQ2 and gender diverse individuals, newcomer and migrant women and girls, and women and girls with disabilities.
- Indigenous Women’s Circle:
The Deputy Minister’s Indigenous Women’s Circle (IWC) plays an advisory role to WAGE. The IWC’s advice and guidance helps WAGE apply an intersectional gender and diversity lens to its activities. The IWC also provides strategic guidance and expertise to inform federal efforts to address the systemic inequalities that Indigenous women experience, particularly those related to issues of GBV, economic insecurity, and Indigenous leadership. It provides an opportunity to learn from activities that are showing success and that have broader applicability, both in Indigenous communities and the Government of Canada. Members of the IWC include First Nations, Métis, Inuit, youth, and Elders, with representation coming from a broad range of sectors across the country.
- GBA+ Implementation Team:
WAGE’s mandate, which includes the promotion of a greater understanding of the intersection of sex, sexual orientation, gender identity and expression (SSOGIE) with other identity factors, establishes the department as a centre of gender expertise. In addition to implementing GBA+ in its own programming areas, the Department supports the implementation of GBA+ across the federal government to ensure that policy and decision-makers understand and respond to the underlying drivers of inequalities. The GBA+ Implementation Team provides policy guidance, develops and disseminates learning materials and training tools, and organizes events to support GBA+ integration across the federal system. The Department co-ordinates quarterly inter-departmental meetings, manages knowledge-sharing and collaboration platforms for a wide range of stakeholders, including the federal-provincial/territorial networks, and coordinates monitoring and evaluation activities to advance the whole-of-government GBA+ implementation framework. In this capacity, WAGE works closely with Finance Canada, Treasury Board of Canada Secretariat (TBS) and the Privy Council Office (PCO) to integrate mandatory GBA+ considerations in government decision-making including those related to policy, programs, service delivery, and performance management. Accountability is ensured through the Public Service Management Advisory Committee (PSMAC), which includes Deputy Ministers from approximately 45 departments. Monitoring mechanisms include the Departmental Results Framework and the GBA+ Implementation Survey. The GBA+ Implementation Survey provides an opportunity for federal departments and agencies to report on the state of GBA+ implementation in their organizations, identify challenges they have encountered, and report on the impacts of GBA+ on initiatives.
Expertise and Outreach |
The Expertise and Outreach program includes the Department’s policy, research, external relations, promotion and commemoration functions. In 2021-22, this program will have impacts that support the six pillars of the Gender Results Framework, and their associated goals. Impacts will be achieved by:
Strengthening GBA+ In 2021-22, the Department will expand the Expertise and Outreach program’s capacity to report on impacts by gender, and diversity. In particular, WAGE will lead a coordinated whole-of-government approach to strengthen GBA+ application by promoting a greater understanding of the intersection of sex and gender with other factors. This includes the development of step-by-step guidance on how to undertake intersectional analysis in the development, implementation and evaluation of policies, programs, legislation and other initiatives. Resources specific to the various identity factors and their intersections are also under development. The Department is also working in close collaboration with the Canada School of Public Service and other capacity building partners in refining the current offering of GBA+ training. This includes creating new or adapting existing opportunities for learning and development using virtual platforms and increasing flexibilities for more self-paced and self-directed participation. Other initiatives are planned for 2021-22, such as the design and delivery of GBA+ modules as part of technical training in a range of functional areas and as part of training and development offered to executives. WAGE will also continue to support and provide advice to other government department’s on the application of GBA+, which will include application in Memoranda to Cabinet and Treasury Board Submissions, corporate planning and reporting, and the federal Budget process. WAGE will also engage with provincial and territorial governments on GBA+ implementation, through the forum of Federal, Provincial, and Territorial Ministers responsible for the status of women. In addition, in the 2021-22 year, WAGE will work with central agencies and key federal departments on a process of evaluating Gender-based Analysis Plus (GBA+) with the goal of enhancing the framing and parameters of this analytical tool, and with particular attention to the intersectional analysis of race, indigeneity, disability and sexual identity, among other characteristics. Together, these efforts will help ensure that more rigorous GBA+ is undertaken across a wider range of government activities. Ultimately by enhancing resources and supports for GBA+, public servants will be better equipped to provide support to the federal government on GBA+, which will help to ensure that equality, diversity, and inclusion issues are understood and fully considered in the development and implementation of legislation, budgets, policy-making, program design, and the delivery and evaluation of programs. GBA+ Training and Learning Events In 2021-22, WAGE will host a series of training boot camps to offer specialized training to departmental GBA+ Focal Points. GBA+ Focal Points in each federal department and agency support the application of a GBA+ lens during initiative development, raising awareness, enhancing knowledge through sharing of best practices, and performing periodic stock takes to ensure GBA+ standards are being applied consistently across the department. Because GBA+ is the responsibility of all departments and agencies, focal points boot camps play an important role in developing and disseminating knowledge on how the analysis translates into the work of their organizations. GBA+ Knowledge Hub In the 2021-22 year, WAGE will revise its GBA+ website to become an online knowledge hub that supports the sharing of research, data and promising practices to enable more robust GBA+. The tools and resources for GBA+ developed by WAGE will be included in the Hub, in addition to self-assessment tools, and online training. Research WAGE’s Research Programs seek to enhance access to disaggregated data and build knowledge to support GBA+ and the development of evidence-based policies, programs and initiatives. The department’s research activities incorporate a GBA+ perspective at all stages of the research cycle, from the framing of research questions, to gathering data, conducting analysis, and disseminating results. Through letters of agreement with Statistics Canada and other federal departments, as well as contracts with researchers and research organizations, in the 2021-22 year, WAGE will enhance understanding of gender equality, diversity and inclusion broadly and in specific contexts. This research will allow Canada to monitor progress in the advancement of gender equality, and analysis of these data in reports and publications will contribute to the application of GBA+. |
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Community Action and Innovation |
The Community Action and Innovation program provides Gs&Cs to implement projects designed to address systemic barriers to gender equality. In 2021-22, this program will have impacts that support the pillars and goals of the Gender Results Framework. These impacts include:
In the 2021-22 fiscal year, WAGE will review data collected at the program and project level with the goal of strengthening disaggregated data collection and better enabling GBA+. In 2021-22, the following initiatives in the Community Action and Innovation program will apply GBA+ in their programming and reporting: The Women’s Program advances equality for women in Canada by working to address or remove systemic barriers to their progress and advancement. The program provides Gs&Cs funding to Canadian organizations to support actions that will lead to equality across Canada. The Women’s Program applies GBA+ throughout program design, implementation and monitoring. It also supports organizations to apply GBA+ to the project lifecycle. In 2021-22, Women’s Program staff will continue to receive training to better apply GBA+ throughout the project life cycle. Training will promote a greater understanding of the GBA+ process and improve Program Officers capacity to educate applicants and funding recipients of the importance of GBA+ and how to apply it in their projects. In addition WAGE will develop enhanced guidance to funding recipients in applying GBA+ to their projects. Finally, in the 2021-22 fiscal year, WAGE will review data collected at the program and project level with the goal of strengthening disaggregated data collection and better enabling GBA+. The Gender-Based Violence (GBV) Program is population-specific with an objective to support organizations working in the GBV sector to develop and implement promising practices that address gaps in supports for Indigenous and underserved groups of survivors in Canada. After the program was launched in 2018, an External Review Committee (ERC) comprised of stakeholders from other federal departments and from diverse backgrounds (i.e. Indigenous people, people with disability, racialized women) was established to support the Department in the assessment of concepts received through the first GBV Program Call for Concepts. In 2021-22, the ERC will continue to ensure that particular attention is applied to gender and other intersectional identities when reviewing proposals submitted to the GBV Program. In addition WAGE will develop enhanced guidance to funding recipients in applying GBA+ to their projects. Finally, in the 2021-22 fiscal year, WAGE will review data collected at the program and project level with the goal of strengthening disaggregated data collection and better enabling GBA+. Equality for Sex, Sexual Orientation, Gender Identity and Expression (SSOGIE) Program and the LGBTQ2 Community Capacity Fund The LGBTQ2 Community Capacity Fund was launched in 2019-20 under the new Equality for SSOGIE Program, and advances equality by building capacity of LGBTQ2 organizations across Canada. One component of this program is to strengthening organizations’ ability to consider the intersection of sex, sexual orientation, gender identity and expression with other identity factors. In order to better incorporate GBA+ in the administering of this Fund, all Program staff in WAGE’s Regional Offices received training from EGALE Canada to gain a greater understanding of the issues and barriers facing LGBTQ2 communities, thereby strengthening their knowledge and background in working with these communities. In 2021-22, WAGE’s Regional Program staff will continue to apply GBA+ in the completion and reporting on this fund. In addition WAGE will develop enhanced guidance to funding recipients in applying GBA+ to their projects. Finally, in the 2021-22 fiscal year, WAGE will review data collected at the program and project level with the goal of strengthening disaggregated data collection and better enabling GBA+. |
Horizontal initiatives
Name of horizontal initiative |
It’s Time: Canada’s Strategy to Prevent and Address Gender-Based Violence |
---|---|
Lead department |
Women and Gender Equality Canada |
Federal partner organization(s) |
Department of National Defence; Immigration, Refugees and Citizenship Canada; Public Health Agency of Canada; Public Safety Canada; Royal Canadian Mounted Police |
Start date |
November 23, 2017 |
End date |
Ongoing |
Description |
It’s Time: Canada’s Strategy to Prevent and Address Gender-Based Violence (the Strategy) is the Government of Canada’s response to gender-based violence (GBV). Its initiatives are organized across three pillars: preventing gender-based violence; supporting survivors and their families; and promoting responsive legal and justice systems. The Strategy takes a whole-of-government approach to prevent and address GBV, bringing together federal initiatives and aligning with provincial and territorial efforts, enabling enhanced collaboration. Women and Gender Equality Canada ensures the overall coordination of the Strategy through interdepartmental structures and policy dialogue with other key actors. In 2021-22, WAGE will build on the existing strategy and will align efforts with the Government’s two related mandate commitments: (1) to develop a National Action Plan to End GBV and (2) to address the findings of the National Inquiry on Missing and Murdered Indigenous Women and Girls, with concrete action, in collaboration with the lead Minister responsible, the Minister of Crown and Indigenous Relations Canada. The Government of Canada will have invested over $200 million between 2017-18 and 2022-23, and over $40 million per year ongoing starting in 2023-24, to launch and expand the Strategy. Funds allocated in 2017-18 included $100.9 million over five years, and $20.7 million per year ongoing, to support the implementation of the GBV Strategy. Additional funds allocated in 2018-19 provided $97.5 million over five years, starting in 2018-19, and $22 million per year ongoing, to expand the Strategy. Overall, the Strategy will advance shared outcomes through the following actions, to be undertaken by the six partner departments:
|
Governance structure |
The governance of the Horizontal Initiative consists of the Director General’s Coordinating Committee and the Interdepartmental Coordinating Committee. These committees are responsible for the strategic leadership, development, implementation, and monitoring of the Strategy, as well as ensuring a GBA+ lens is applied to all activities. The strategy promotes a whole-of-government approach and includes membership of federal partners, funded directly through the GBV Strategy in 2017 and 2018, and other complementary federal partners, who support the overarching goals of the Strategy. For example, by leading the horizontal coordination process on the GBV Strategy, WAGE is engaging its partners to ensure synergies with the Family Violence Initiative and the Interdepartmental Working Group on Violence and Victimization. Meetings of the Directors General and the working level officials (Interdepartmental Coordinating Committee) respond to both emerging needs and a timetable set by WAGE in collaboration with its partners. Deputy Heads met in 2018, and will continue to engage, as required, on the implementation of the GBV Strategy and on the intersection with other related federal initiatives including the National Action Plan on Gender Based Violence (GBV). In addition, the Minister for Women and Gender Equality formed the Advisory Council in June 2016 to support the Minister on addressing issues of GBV in Canada. The Advisory Council (AC) has supported the development and implementation of the Strategy, and serves as a forum to exchange views, promising practices and research on issues related to GBV. The members of the AC come from a broad cross-section of sectors and stakeholders, such as survivors, community leaders, academics, youth, and representatives of organizations that address GBV. Advisory Council members provide evidence-informed advice on promising practices and lessons learned, challenges and opportunities related to preventing and addressing GBV in Canada, and seek to address the challenges that face specific key populations, including Indigenous women and girls, women with disabilities, Black and racialized women and girls, and LGBTQ2S groups, among others. In 2021-22, the AC is expected to continue its work to provide the Minister with advice and guidance on gender-based violence, as well as related government and departmental priorities and emerging issues related to GBV. WAGE will continue to play a Secretariat role and support the work of the AC. |
Total federal funding allocated from start to end date (dollars) |
$219,078,431 from 2017-18 to 2022-23 and $42,700,000 per year ongoing starting in 2023-24. |
Total federal planned spending to date (dollars) |
$83,347,130 |
Total federal actual spending to date (dollars) |
$70,394,599 (Funds are being carried forward to the 2021-22 fiscal year. All funds for this initiative will be expended.) |
Date of last renewal of initiative |
Not applicable |
Total federal funding allocated at last renewal and source of funding (dollars) |
Not applicable |
Additional federal funding received after last renewal (dollars) |
Not applicable |
Total planned spending since last renewal |
Not applicable |
Total actual spending since last renewal |
Not applicable |
Fiscal year of planned completion of next evaluation |
2020-21 |
Planning highlights |
In 2021-22, WAGE will continue to operationalize the Gender-Based Violence (GBV) Knowledge Centre and its online platform, launched in December 2018. As the focal point of the GBV Strategy, the Knowledge Centre facilitates the alignment of existing federal resources, coordinates federal initiatives, supports the sharing of research and data, ensures alignment with provincial and territorial strategies, and accounts publicly for results. Over the reporting period, WAGE will:
In 2021-22, DND will continue to reinforce education and awareness, while ensuring that Canadian Armed Forces (CAF) members and their families are supported by services received through Family Violence Team programming and the program supporting sexual assault centres near CAF bases. DND will:
In 2021-22, PHAC will continue to support 33 multi-year projects to prevent gender-based violence and its impacts, using health promotion approaches. These diverse projects include: programs to teach youth about consent, respect and healthy relationships; programs that support parents and caregivers with knowledge and skills for positive parenting and alternatives to harsh discipline; and initiatives to equip health and other professionals to recognize, prevent and respond safely to gender-based violence. Additionally, PHAC will continue to support a Community of Practice to connect and build capacity among researchers and service providers working to prevent teen/youth dating violence. In response to the contemporary context, PHAC will continue supporting projects in learning about alternative program delivery mechanisms, transitioning to online delivery models, and enhancing projects’ research elements. In 2021-22, PS will continue to support the Canadian Centre for Child Protection’s Project Arachnid, a web-crawler that detects child-sexual abuse material and sends take-down notices to service providers. PS will also support additional awareness activities aimed at groups vulnerable to online sexual exploitation. In addition, PS will undertake research, awareness and intervention activities aimed at preventing and addressing bullying and cyberbullying behaviours. In 2021-22, these activities will include:
In 2021-22, the RCMP will continue to offer the mandatory cultural awareness and humility training to all employees, as well as the trauma-informed training that is currently available and mandatory for all employees who interact with the public. These training courses will provide employees with knowledge and skills that will improve capacity across the RCMP to effectively respond to GBV in a gender and culturally sensitive manner, including response to GBV against Indigenous women and girls. The RCMP’s Sexual Assault Review Team (SART) has reviewed over 30,000 sexual assault case files and continues to review unfounded sexual assault investigations. The RCMP continues to use what has been learned from this process to strengthen police training and awareness, investigative accountability, victim support, public education and communication. The RCMP will also enhance its capacity to combat online sexual exploitation of children and transnational child sex offenders. In 2021-22, IRCC will continue to support the development of a coordinated settlement sector approach to GBV to increase the capacity of front line settlement workers as well as enhance place-based services for newcomers and refugees. With collaboration between the settlement and anti-violence sectors, this strategy will support the development of consistent GBV policy and protocol resources, as well as training that is culturally competent and trauma-informed. This training will improve the capacity of settlement workers to effectively respond to GBV, as well as adopt a preventative response that strengthens the capacity of newcomers and refugees, including men and boys, to engage on the issue. IRCC will also advance best practices that address emerging GBV issues for this sector, along with effective resources for stakeholders to support a strong cross-sectoral approach |
Contact information |
Questions related to the GBV Strategy can be sent to: cfc.finalaviolence-endviolence.swc@cfc-swc.gc.ca |
Horizontal initiative framework: departmental funding by theme (dollars)
Horizontal initiative: It’s Time: Canada’s Strategy to Prevent and Address Gender-Based Violence
Shared outcomes:
- Gender-based violence (GBV) is reduced
- Those impacted by GBV have improved health and social outcomes
Name of theme | Knowledge | Intervention | Internal Services |
---|---|---|---|
Theme outcomes |
ER 1: Intended audiences, including those involved in the development and delivery of policies and programs, access GBV-related evidence. |
ER 1: Intended audiences, including those involved in the development and delivery of policies and programs, access GBV-related evidence. |
Not applicable |
ER 2: Intervention, programming and training participants access GBV-related information, training, support. |
|||
ER 3: Intended audiences, including those involved in the development and delivery of policies and programs, use/apply GBV-related evidence in their policy and programming work. |
ER 3: Intended audiences, including those involved in the development and delivery of policies and programs, use/apply GBV-related evidence in their policy and programming work. |
||
ER 4: Intervention participants, including service providers, survivors and those at risk of experiencing or perpetrating GBV, use/apply knowledge or support to adapt their attitudes and behaviours related to GBV. |
|||
ER 6: Those impacted by or at risk of GBV, including survivors, are better supported across the justice and social sectors |
ER 5: Social norms, attitudes and behaviours that contribute to GBV are changed. |
||
ER 6: Those impacted by or at risk of GBV, including survivors, are better supported across the justice and social sectors. |
|||
Department for Women and Gender Equality |
$49,723,844 |
$71,618,527 |
$3,157,629 |
Department of National Defence (DND) |
Not applicable |
$6,800,000 |
Not applicable |
Immigration Refugees and Citizenship Canada (IRCC) |
Not applicable |
$1,500,000 |
Not applicable |
Public Health Agency of Canada (PHAC) |
Not applicable |
$41,868,404 |
$831,596 |
Public Safety Canada (PS) |
Not applicable |
$11,018,287 |
$281,713 |
Royal Canadian Mounted Police (RCMP) |
Not applicable |
$30,202,222 |
$2,076,209 |
TOTAL |
$49,723,844 |
$163,007,440 |
$6,347,147 |
Notes:
- These amounts include Budget 2017 and Budget 2018 funding covering the period from 2017-18 to 2022-23. In addition, ongoing funding of $42.7 million per year has been allocated starting in 2023-24.
- Amounts include applicable costs of employee benefits plans (EBP), accommodation, and fees to Shared Services Canada.
Planning information
Name of horizontal initiative |
Total federal funding allocated since the last renewalFootnote i,Footnote ii (dollars) |
2021–22 planned spendingFootnote ii (dollars) | Horizontal initiative shared outcomes(SO) | Performance indicator(s) | Target(s) | Date to achieve target |
---|---|---|---|---|---|---|
It’s Time: Canada’s Strategy to Prevent and Address Gender-Based Violence |
$219,078,431 |
$45,059,612 |
SO 1: Gender-based violence (GBV) is reduced |
1.1 Percentage of women that self-reported being sexually assaulted (past 12 months). |
1.1.1 Less than 3%. The baseline for this indicator is 3% based on results from the Survey of Safety in Public and Private Spaces, 2018. |
2024-25 |
1.2 Percentage of women that self-reported having experienced intimate partner violence (past 12 months). |
1.2.1 The baseline for this indicator will be established in 2021-2022 using results from the Survey of Safety in Public and Private Spaces, expected in April 2021.The target for this indicator will be set once the baseline has been established. |
2024-25 |
||||
1.3 Number of women victims of homicide in an intimate relationship context. |
1.3.1 Less than 57. The baseline is 57, based on data from the 2016 Homicide Survey. |
2021-22 |
||||
SO 2: Those impacted by GBV have improved health and social outcomes |
2.1 Percentage of women intimate partner violence survivors who report good, very good, or excellent health, by gender. |
2.1.1 The baseline for this indicator will be established in 2021–22 using results from the Survey of Safety in Public and Private Spaces, expected in April 2021. The target for this indicator will be set once the baseline has been established. |
2024-25 |
|||
2.2 Percentage of sexual assault survivors reporting social isolation (stay home at night, avoid people and places) as a result of victimization. |
2.2.1 Less than 18%, based on data from the 2014 General Social Survey. |
2024-25 |
Name of theme | Total federal funding allocated since the last renewalFootnote i,Footnote ii (dollars) | 2021-22 Federal theme planned spendingFootnote ii (dollars) | Theme outcomes | Theme performance indicators | Theme targets | Date to achieve theme target |
---|---|---|---|---|---|---|
Knowledge |
$49,723,844 |
$6,309,151 |
2021-22 |
|||
2020-21 |
||||||
2021-22 |
||||||
2021-22 |
||||||
Not applicable. |
||||||
2024-25 |
Departments | Link to the department’s Program Inventory | Horizontal initiative activity (activities) | Total federal funding allocated to each horizontal initiative activity since the last renewalFootnote i,Footnote ii (dollars) | 2021-22 Planned spending for each horizontal initiativeFootnote ii (dollars) | 2021-22 Horizontal initiative activity expected results | 2021-22 Horizontal initiative activity performance indicators | 2021-22 Horizontal initiative activity targets | Date to achieve horizontal initiative activity target |
---|---|---|---|---|---|---|---|---|
Department for Women and Gender Equality |
Expertise and Outreach |
Create and share knowledge (Knowledge Centre and Research and Data Collection) |
$49,723,844 |
$6,309,151 |
2021-22 |
|||
2020-21 |
||||||||
2021-22 |
||||||||
2021-22 |
||||||||
Not applicable |
||||||||
2024-25 |
||||||||
Internal Services |
$1,218,082 | $214,390 |
Name of theme | Total federal funding allocated since the last renewalFootnotei,Footnoteii (dollars) | 2020–21 Federal theme planned spendingFootnoteii (dollars) | Theme outcomes | Theme performance indicators | Theme targets | Date to achieve theme target |
---|---|---|---|---|---|---|
Intervention |
$163,007,440 |
$37,408,311 |
2021-22. |
|||
The date to achieve target will be determined once the target is established. |
||||||
2022-23 |
||||||
2022-23, with the target to be reviewed once 80% is achieved. |
||||||
2020-21. |
||||||
2021-22 |
||||||
2022-23 |
||||||
2023-24 |
||||||
2023-24 |
||||||
2023-24 |
||||||
2023-24 |
||||||
2021-22 |
||||||
2021-22 |
||||||
2021-22 |
||||||
N/A |
||||||
2023-24 |
||||||
2024-25 |
||||||
2024-25 |
||||||
2022-23 |
||||||
2023-24 |
||||||
2023-24 |
||||||
Not applicable |
||||||
2021-22 |
||||||
2021-22 |
||||||
2023-24 |
||||||
2022-23 |
Departments | Link to the department’s Program Inventory | Horizontal initiative activity (activities) | Total federal funding allocated to each horizontal initiative activity since the last renewalFootnote i,Footnote ii (dollars) | 2021-22 Planned spending for each horizontal initiative activityFootnote ii(dollars) | 2021-22 Horizontal initiative activity expected results | 2021-22 Horizontal initiative activity performance indicators | 2021-22 Horizontal initiative activity targets | Date to achieve horizontal initiative activity target |
---|---|---|---|---|---|---|---|---|
Department for Women and Gender Equality |
Expertise and Outreach |
Youth Awareness Campaign |
$6,812,612 |
$1,269,361 |
2021-22 |
|||
2022-23 |
||||||||
2024.25 |
||||||||
2024.25. |
||||||||
Community Action and Innovation |
Gender-Based Violence Funding Program |
$59,444,847 |
$13,850,863 |
2023-24 |
||||
2023-24 |
||||||||
Community Action and Innovation |
Framework to Prevent and Address Gender Based Violence at Post-Secondary Institutions |
$5,361,068 |
$1,290,267 |
2021-22 |
||||
2021-22 |
||||||||
Internal Services (Total) |
$1,939,547 |
$ 417,213 |
||||||
DND |
Military Member and Family Support |
Enhanced Family Violence Teams |
$4,800,000 |
$800,000 |
2021-22 |
|||
2021-22 |
||||||||
2023-24 |
||||||||
Total Health Care |
Contributions in support of various Sexual Assault Centres in Canada Program |
$2,000,000Footnote iii |
$500,000 |
2023-24 |
||||
2023-24 |
||||||||
2023-24 |
||||||||
IRCC |
Settlement Program |
Capacity building for front line settlement workers and enhanced place based services for newcomers and refugees |
$1,500,000 |
$ 300, 000 |
2021-22. |
|||
2021-22 |
||||||||
2021-22. |
||||||||
PHAC |
Health Promotion |
Delivery of interventions to prevent teen dating violence (TDV) and child maltreatment (CM), with intervention research (IR) |
$37,368,404 |
$8,760,903 |
2023-24 |
|||
2023-24 |
||||||||
2023-24 |
||||||||
Development of training curricula and resources on GBV, trauma-informed care and safety planning |
$4,500,000 |
$1,100,000 |
2023-24 |
|||||
Internal Services (Total) |
$831 596 |
$174,024 |
||||||
PS |
Contribution Program to Combat Serious and Organized Crime (CPCSOC) |
Awareness Campaign Against Child Sexual Exploitation |
$1,190,603 |
$257,352 |
2021-22 |
|||
Enhanced Support of the Canadian Centre for Child Protection (C3P) to Respond to Child Sexual Exploitation |
$5,827,684 |
$997,622 |
2023-24 |
|||||
Crime Prevention |
Implement and evaluate interventions to prevent bullying/ cyberbullying behaviours |
$2,800,000 |
$700,000 |
2024-25 |
||||
2024-25 |
||||||||
Conduct research to increase knowledge of what works to prevent bullying and cyberbullying amongst identified vulnerable populations (i.e. girls, LGBTQ2) |
$400,000 |
$100,000 |
2022-23 |
|||||
Awareness Campaign to prevent bullying / cyberbullying |
$800,000 |
$200,000 |
2022-23 |
|||||
Internal Services (Total) |
$281,713 |
$45,026 |
||||||
RCMP |
Contract and Indigenous Policing Operations |
National and Divisional Cultural Awareness and Humility Training |
$2,803,773 |
$631,183 |
2022-23, with the target to be reviewed once 80% is achieved. |
|||
2022-23 |
||||||||
Canadian Law Enforcement Services |
Enhanced capacity to combat online sexual exploitation of children and transnational child sex offenders |
$17,398,449 |
$4,650,760 |
2021-22 |
||||
2021-22 |
||||||||
Contract and Indigenous Policing Operations Support |
Enhanced and expanded sexual assault training and oversight |
$10,000,000 |
$2,000,000 |
2021-22 |
||||
2021-22 |
||||||||
2022-23. |
||||||||
2022-23 |
||||||||
Internal Services (Total) |
$2,076, 209 |
$491,497 |
Themes | Total federal funding allocated since the last renewalFootnote i,Footnote ii(dollars) | 2021-22 Total federal planned spendingFootnote ii (dollars) |
---|---|---|
Theme 1 (Knowledge) |
$49,723,844 |
$6,309,151 |
Theme 2 (Intervention) |
$163,007,440 |
$37,408,311 |
Internal services |
$6,347,147 |
$1,342,150 |
Total, all themes |
$219,078,431 |
$45,059,612 |
Expected Results (ER), Performance Indicators (PI) and Targets (T)
Short term results: are expected to be demonstrated during years 1 through 3 of the Strategy
ER 1: Intended audiences, including those involved in the development and delivery of policies and programs, access GBV-related evidence.
PI 1.1: Percentage of survey respondents reporting that they are satisfied with the relevance/usefulness of evidence products.
T 1.1: 75% The baseline is 86%
PI 1.2: Number of monthly Knowledge Centre website sessions.
T 1.2: Greater than 800. The baseline is 800 monthly sessions.
PI 1.3: Number of product downloads.
T 1.3.1: The target and baseline for this indicator will be established in 2021-22 (PS produced research documents).
PI 1.4: Number of engagements with GBV-related social media content
T 1.4: Greater than 34,528. The baseline is 34,528.
PI 1.5: Number of page views for tools/resources developed.
T 1.5: The baseline and target for this indicator are expected to be set in 2021-22.
ER 2: Intervention, programming and training participants access GBV-related information, training, support.
PI 2.1: Percentage of awareness activity participants who report improved awareness of key messages.Footnote iv
T 2.1.0: The baseline for this indicator will be set in 2021-22. The target for this indicator will be set once the baseline has been established (shared indicator).
T 2.1.1: The baseline for this indicator will be set in 2021-22. The target for this indicator will be set once the baseline has been established.
T 2.1.2: 70%. The baseline for this indicator will be set in 2020-21.
T 2.1.3: At least 10% annually from current baseline (as they are reported to PS in the first year of the agreement amendment).
T 2.1.4:70% of participants improve awareness of key message. The baseline for this indicator will be set in 2021-22.Footnote v
T 2.1.5: 15% of public opinion research (POR) survey respondents who report improved awareness of where to find help to stop cyberbullying, either through online resources or other help lines. Baseline: 8% (POR survey 2019)
PI 2.2: Percentage of RCMP employees who complete training and report having enhanced knowledge and skills related to addressing GBV.
T 2.2: By March 31, 2021 = 65%, By September 30, 2021 = 73%, By March 31, 2022 = 80%.
PI 2.3: Percentage of settlement workers who receive interventions.
T 2.3: 70% of settlement workers who receive interventions.
PI 2.4: Number and type of stakeholders participating in the development of the framework.
T 2.4: At least 20 Advisory Committee members; at least 300 consultation participants; at least 60 post-secondary institutions.
PI 2.5: PPercentage of total investigative packages completed by the national child exploitation coordination centre that are sent to law enforcement agencies of jurisdiction within the specified service standard.Footnote vi
T 2.5: The baseline for this indicator will be set in 2021-22. The target for this indicator will be set once the baseline has been established.
PI 2.6: Number of Contribution Program (CP) funded initiatives implemented
T 2.6: 10 new or enhanced CP funded services for Canadian Armed Forces (CAF)-affiliated community members. Baseline is 0.Footnote vii
PI 2.7: Number of product downloads
T 2.7: The baseline for this indicator will be set in 2022. The target will be set once the baseline has been established.
Medium term results: are expected to be demonstrated during years 3 through 7 of the Strategy
ER 3: Intended audiences, including those involved in the development and delivery of policies and programs, use/apply GBV-related evidence in their policy and programming work.
PI 3.1: Percentage of survey respondents reporting that they apply (use) or intend to apply (use) the evidence products in their work
T 3.1: Greater than 86%. The baseline 86%.
PI 3.2: Nature of policy and/or program change.
T 3.2: This indicator is qualitative in nature. As a result, targets are not applicable.
PI 3.3: Percentage of community of practice members who report integrating SGBA+-related and GBV-related evidence generated by the program into their policy and programming work.
T 3.3: 100%
PI 3.4: Percentage of effective interventions that continue to be delivered after the initial funding period.
T 3.4: 50%. The baseline for this indicator will be set in 2023-24, after the first funding cycle.
PI 3.5: Number of new training courses developed and existing courses reviewed/updated in support of sexual assault awareness and investigations.
T 3.5: Five (5) courses by end of Fiscal 2021-22.
PI 3.6: Number of developed or reviewed/updated educational materials prepared for the RCMP response to instances of sexual assault.
T 3.6: Five (5) educational materials by end of Fiscal 2021-22.
ER 4: Intervention participants, including service providers, survivors and those at risk of experiencing or perpetrating GBV, use/apply knowledge or support to adapt their attitudes and behaviours related to GBV.
PI 4.1: Percentage of intervention/training participants who report using/applying knowledge in their work or lives.
T 4.1.0: 70%
T 4.1.1: 70%
T 4.1.2: 70%
T 4.1.3: 70%
PI 4.2: Percentage of intervention participants who report using/applying knowledge or support to adapt their attitudes and/or behaviours related to GBV.
T 4.2.0: 70%.Footnote viii
T 4.2.1: 70%. The baseline for this indicator will be set in 2021-22.
T 4.2.2: 70% of settlement workers who receive interventions.
T 4.2.3: 70%
T 4.2.4: 70% of participants in projects that are receiving an impact evaluation. The baseline for this indicator will be set in 2021-22.Footnote ix
PI 4.3: Percentage of intervention participants who report using/applying knowledge or resources to adapt their policies and practices.
T 4.3: 70%. The baseline for this indicator will be set in 2023-24, after the first funding cycle.
Long term results: are expected to be demonstrated during years 7 through 10 of the Strategy
ER 5: Social norms, attitudes and behaviours that contribute to GBV are changed.
PI 5.1: Percentage of respondents reporting agreement with attitude and behaviour statements that contribute to GBV.
T 5.1: The baseline and target for this indicator will be established in 2021-22 using results from the Survey of Safety in Public and Private Spaces, expected in 2021.
PI 5.2: Percentage of women who report experience inappropriate sexual behaviour in public spaces (last 12 months).
T 5.2: Less than 32%. The baseline is 32%, based on data from the 2018 Survey on Safety in Public and Private Spaces.
ER 6: Those impacted by or at risk of GBV, including survivors, are better supported across the justice and social sectors.
PI 6.1: Percentage of survivors of sexual assaults who reported incident to police. (Gender-disaggregated results are not available for this variable.)
T 6.1: Greater than 5%. The baseline is 5%, based on data from the 2014 General Social Survey
PI 6.2: Percentage of Indigenous stakeholders who agree that cultural awareness and humility training has improved the services provided by the RCMP.Footnote x
T 6.2: 80%
PI 6.3: Percentage of CAF members and families who report satisfaction with Family Violence Team programs and services.
T 6.3: 70%
PI 6.4: Percentage of compliance of hosting providers to take down notices.
T 6.4: 100% compliance of hosting providers to take down notices. Baseline to be established in 2021-22
PI 6.5: Level of integration of Sexual Assault Centres (SAC) within the CAF network of support services.Footnote xi
T 6.5: This indicator is qualitative in nature.Footnote viii As a result, targets are not applicable.
PI 6.6: Percentage increase of Canadian victims of online child sexual exploitation identified and uploaded to Interpol’s International Child Sexual Exploitation Database (ICSE DB).
T 6.6: 10% increase annually.
PI 6.7: Percentage of RCMP Sexual Assault Investigations Review Committees established in contract divisions
T 6.7: Year 1 (FY 2019-20) – 50%, Year 2 (FY 2020-21) – 75%, Year 3 (FY 2021-22) – 100%.
PI 6.8: Percentage of CAF-affiliated SAC clients satisfied with CP funded services
T 6.8: 80%. The baseline for this indicator will be set in 2021-22.
PI 6.9: Percentage of files reviewed by SAIRCs or the SART that were conducted thoroughly and using a victim centred/trauma informed technique.
T 6.9: Target to be established once a baseline is determined at the end of 2021-22
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