2025-26 Department Plan: Full Plan

Canadian Intergovernmental Conference Secretariat’s 2025–26 Departmental Plan

On this page:

• From the Institutional Head
• Plans to deliver on core responsibility and internal services
  • Core responsibility: Intergovernmental Conference Services
  • Internal services
• Planned spending and human resources
  • Spending
  • Funding
  • Future-oriented condensed statement of operations
  • Human resources
• Corporate information
• Supplementary information tables
• Federal tax expenditures
• Definitions

From the Institutional Head

As Secretary of the Canadian Intergovernmental Conference Secretariat (CICS), I am pleased to present the Agency’s 2025–26 Departmental Plan. This plan outlines how CICS will deliver on its mandate to support federal-provincial-territorial and provincial-territorial collaboration through impartial, innovative, and high-quality conference services.

CICS’ primary responsibility is to facilitate productive intergovernmental discussions. In 2025–26, we will continue providing professional administrative support to First Ministers, Ministers, and Deputy Ministers, enabling governments to address shared priorities efficiently.  These multilateral meetings are a key component of Canadian federalism supporting the whole of government to collaborate, consult and coordinate policy making while complying with the Canadian political and constitutional framework. CICS facilitates these conferences and maintains the records of proceedings confidentially.

To meet government-wide and departmental priorities, CICS is focusing on strategic initiatives that support longer-term sustainability and adaptability. Key actions include finalizing a comprehensive funding model and incorporating a cost allocation framework to align resources with client needs and conference demands. The implementation of a three-year transformation strategy, informed by an in-depth program evaluation, will enhance service delivery and ensure the agency’s long-term resilience. Advancing IT infrastructure is another cornerstone of our plan, including upgrades to support hybrid and virtual conference formats, new tools for conference documentation, and enhanced accessibility features. Additionally, the development of a formalized Conference Policy will provide governance mechanisms to improve planning, ensure consistent service standards, and align resources with operational priorities. These initiatives are complemented by proactive risk mitigation strategies and data-driven decision-making processes, all of which position CICS to adapt effectively to emerging challenges and opportunities. These efforts align with government priorities for good governance, inclusivity, and sustainable resource management, ensuring that CICS delivers high-quality support to our clients.

In 2025–26, CICS will also address resource challenges by building workforce resilience. Through succession planning, cross-training, talent management, and focused recruitment, we will ensure our team is equipped to meet increasing demands, particularly during peak periods. Enhancing accessibility across the organization and fostering diversity and inclusion remain integral to our vision.

Our plans emphasize continuous innovation to meet evolving client needs. By leveraging feedback from client surveys and stakeholder engagements, we will refine our service offerings and introduce new tools, such as an interactive archive system, to improve access to intergovernmental conference documentation. These efforts will ensure CICS remains a trusted and relevant partner in intergovernmental collaboration.

The results of our planned initiatives will directly benefit Canadians by strengthening intergovernmental collaboration, which is essential for addressing complex national issues. Our support for effective governance contributes to building confidence in Canadian institutions and advancing shared priorities such as economic resilience, inclusivity, and sustainability.

As we surpass five decades of service excellence, CICS remains committed to its mandate. By adapting to changing client needs, investing in innovation, and maintaining our impartiality, we are confident in our ability to achieve our goals and deliver meaningful results for Canadians.

Plans to deliver on core responsibility and internal services

Core responsibility and internal services

• Core responsibility: Intergovernmental Conference Services
• Internal services

Core responsibility: Intergovernmental Conference Services

In this section

• Description
• Quality of life impacts
• Indicators, results and targets
• Plans to achieve results
• Key risks
• Planned resources to achieve results
• Related government priorities
• Program inventory
• Summary of changes to reporting framework since last year

Description

The Canadian Intergovernmental Conference Secretariat provides continuity of planning and archival services and impartial administrative support for federal-provincial-territorial and provincial-territorial conferences of first ministers, ministers and deputy ministers, throughout Canada.

Quality of life impacts

This core responsibility contributes to the “Good Governance” domain of the Quality of Life Framework for Canada and, more specifically, “Confidence in institutions,” through all of the activities mentioned in the core responsibility description.

Indicators, results and targets

This section presents details on the department’s indicators, the actual results from the three most recently reported fiscal years, the targets and target dates approved in 2025–26 for Intergovernmental Conference Services. Details are presented by departmental result.

Table #1: Facilitate productive federal-provincial-territorial and provincial-territorial discussions through centralized planning and professionally supported conferences

Table 1 provides a summary of the target and actual results for each indicator associated with the results under Intergovernmental Conference Services.

Table #2: Continuous innovation in process and service delivery to meet evolving client needs

^[1] Proportion of respondents who provide a grade of 4 or 5 out of 5 to a series of survey questions.
^[2] Proportion of respondents who provide a grade of 4 or 5 out of 5 to a series of interview questions.
^[3] Proportion of respondents who provide a grade of 4 or 5 out of 5 to a series of interview questions.
^[4] New indicator in 2023–24, therefore, results from previous years are not available.

Additional information on the detailed results and performance information for the Canadian Intergovernmental Conference Secretariat’s program inventory is available on GC InfoBase.

Plans to achieve results

The following section describes the planned results for Intergovernmental Conference Services in 2025–26.

Result 1: Facilitate productive federal-provincial-territorial and provincial-territorial discussions through centralized planning and professionally supported conferences.

CICS will achieve this result by aligning strategic planning and professional support for the delivery of seamless and efficient conferences, with a target satisfaction rate of 90% among both conference participants and organizers.

Results we plan to achieve

• Program Evaluation and Transformation: Leverage insights from the program evaluation to implement a three-year transformation strategy aimed at enhancing service delivery and addressing client needs. This includes conducting stakeholder feedback and validation related to the recommendations from the program evaluation to ensure service excellence and strategic planning that aligns with client priorities.
• Collaborative Conference Planning: Implement governance mechanisms to improve planning, decision-making, and service consistency. The Conference Policy, developed in consultation with stakeholders, will formalize proactive planning, align resources and budgets with demand, and set clear, achievable expectations.
• Client-Focused Enhancements: Reintroduce client engagement field visits to strengthen relationships and gather insights into evolving client needs, directly supporting high participant and organizer satisfaction rates.
• Accessibility and Inclusivity: Organization-wide accessibility upgrades will ensure CICS’ services are equitable and inclusive, further supporting positive client experiences.

Result 2: Continuous innovation in process and service delivery to meet evolving client needs

To meet evolving client needs, CICS has set a target satisfaction rate of 75% for conference organizers and participants regarding key technologies and service delivery. The planned activities will position CICS to achieve its innovation-related satisfaction targets while maintaining its relevance, utility, and its reputation for reliable, high-quality conference services.

Results we plan to achieve

• Technology-Driven Solutions: Develop a results-based communications strategy, introducing new tools to enhance client interaction and conference documentation processes. Innovations such as an interactive archive and conference management tools will offer clients secure, accessible, efficient access to resources.
• Training and Support: The program evaluation will guide the organization in training and deploying staff to optimize the implementation of cutting-edge systems and policies, ensuring CICS remains at the forefront of conferencing services. Providing tailored training and resources to clients will help them maximize the benefits of CICS’ technologies and tools, enhancing satisfaction with service delivery innovations.
• Cost-Effective Technological Investments: CICS will continue to explore and evaluate contemporary conference models to inform recommendations on impactful investments in technology, ensuring affordability and effectiveness.

Key risks

CICS has identified several risks that could affect its ability to achieve planned results for 2025–26. To mitigate these risks, the organization is implementing targeted strategies to ensure the continuity of services and sustain its reputation for excellence.

There is a risk of a personnel shortage due to retirements, both short and long term sick leave and career advancements, potentially leading to the loss of corporate knowledge and/or reduced capacity to meet client demands. This could result in service refusals, damaging CICS’ reputation and diminishing client trust. To address this, CICS is prioritizing internal career development by circulating staffing announcements internally first and proactively managing change to reduce staff concerns about instability. Additionally, the organization is closely monitoring the broader government staffing environment and reviewing internal staffing processes to enhance cohesion and resilience. To manage peak demand and the risk of a personnel shortage, CICS is establishing a “floating team” of external resources and trained staff, alongside leveraging temporary staffing and acting opportunities to provide surge capacity.

Competition in the sector poses another risk, with an increasing number of providers offering similar services. This could dilute the market and reduce CICS’ position as the preferred service provider. To mitigate this, CICS is enhancing its service offerings through client feedback and the findings of an ongoing program evaluation. The development of a Conference Policy is also underway to secure conference opportunities early, ensuring they are not taken up by competitors.

Uncertainty related to future budget reductions and peak period resource constraints pose significant risks to CICS’ ability to meet client demands and fulfill its mandate. A return to previous funding levels or cuts due to government changes could strain resources, especially during high-demand months (May–July). To address these challenges, CICS is preparing a 2026 budget proposal, refining its funding allocation model, and conducting a comprehensive program evaluation to emphasize its core services’ value. Additionally, investments in IT automation aim to boost efficiency and reduce manual workloads.

Through these mitigation strategies, CICS is taking proactive steps to address potential risks and ensure the successful delivery of its planned results. These measures aim to sustain the organization’s role as a trusted and essential partner in supporting intergovernmental collaboration across Canada.

Planned resources to achieve results

Table #3: Planned resources to achieve results for Intergovernmental Conference Services

Table #3 provides a summary of the planned spending and full-time equivalents required to achieve results.

Complete financial and human resources information for the Canadian Intergovernmental Conference Secretariat’s program inventory is available on GC InfoBase.

Related government priorities

Gender-based analysis plus

CICS is fully committed to promoting equity, diversity and inclusion within the organization, and strives to raise awareness and encourage learning opportunities among its employees. The Secretariat has a 2023–2025 Accessibility Plan to ensure its employees have an accessible workplace where they can be accommodated if they face barriers at work. In accordance with this, CICS has implemented the Public Service Commission’s review of all steps of staffing actions to enhance fairness and reduce bias in the content of assessment tools. CICS also monitors its employment equity profile on a regular basis to ensure it is aligned with the representation goals for the designated employment equity groups.

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

The Secretariat will contribute to Sustainable Development Goal (SDG) 10 “Advance reconciliation with indigenous peoples and take action on inequality”, and will specifically focus on Global Indicator Framework (GIF) target 10.3 “Ensure equal opportunity and reduce inequalities of outcome, including by eliminating discriminatory laws, policies and practices and promoting appropriate legislation, policies and action in this regard”. CICS will take action in line with the implementation of United Nations Declaration on the Rights of Indigenous Peoples Act through ensuring all employees complete cultural competency training on advancing reconciliation with First Nations, Inuit, and Métis Peoples and/or training on the United Nations Declaration on the Rights of Indigenous Peoples.

CICS will contribute to SDG 12 “Reduce waste and traansition to zero-emission vehicles” by integrating sustainable development via the following initiatives: 1. Support the transition to a low-carbon economy through green procurement, 2. Reduce, reuse and recycle, 3. Promote responsible disposal, and 4. Going paperless. Additionally, the Secretariat will ensure all procurement and materiel management specialists in the department are trained in green procurement; this focus relates to the Canadian Indicator Framework’s (CIF) 12.2.1 indicator “Proportion of businesses that adopted selected environmental protection activities and management practices” and to the GIF target 12.7 “Promote public procurement practices that are sustainable, in accordance with national policies and priorities”.

The Secretariat will contribute to SDG 13 “Take action to combat climate change and its impacts”, and more specifically, GIF targets 13.2 “Integrate climate change measures into national policies, strategies and planning”, and 13.3 “Improve education, awareness-raising and human and institutional capacity on climate change mitigation, adaptation, impact reduction and early warning”. CICS will take action to implement the Greening Government Strategy through measures that reduce greenhouse gas emissions, improve climate resilience, and green the government’s overall operations. The Secretariat will accomplish this by adopting clean technology and undertaking clean technology demonstration projects, as well as reducing its travel requirements by using Zoom’s integrated simultaneous interpretation to reduce the travel of interpreters for in-person and hybrid conferences.

More information on Canadian Intergovernmental Conference Secretariat’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

Intergovernmental Conference Services is supported by the following programs:

• Conference Services

Additional information related to the program inventory for Intergovernmental Conference Services is available on the Results page on GC InfoBase.

Summary of changes to reporting framework since last year

No changes were made to the approved departmental results framework associated with this core responsibility.

Internal services

In this section

• Description
• Plans to achieve results
• Planned resources to achieve results
• Planning for contracts awarded to Indigenous businesses

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

This section presents details on how the department plans to achieve results and meet targets for internal services.

Internal services are the backbone of operational excellence. These services include efficient planning and monitoring use of resources, procurement integrity, human resource deployment and innovative technological acquisitions. The focus in 2024–25 on addressing resource limitations highlighted the importance of data-driven planning and stakeholder consultation. Building on these lessons, CICS will improve its planning tools and processes and its risk mitigation strategies to meet increasing service demand.

CICS is committed to ensuring long-term financial sustainability by preparing a comprehensive funding model for Budget Proposal 2026. This model will integrate a revised cost allocation framework to align resources with organizational priorities effectively. CICS will incorporate data-driven decision-making and strategic resource planning by refining financial forecasting tools to include empirical data on conference costs and inflation, enabling more accurate analysis and precise resource allocation to meet client needs.

Strengthening financial stewardship remains a key focus through the implementation of actions to enhance internal controls and address gaps identified in previous self-assessments, and ensure a smooth transition to the NEO AMEX GBT travel System. Additionally, competitive and transparent procurement strategies will be identified to enhance efficiencies. Strengthening risk management practices will further support uninterrupted service delivery and adaptation to evolving challenges.

CICS will continue to advance accessibility by implementing action items from the CICS 2023–2025 Accessibility Plan. These measures align with government-wide commitments to equitable access and ensure all clients benefit from inclusive services.

The Secretariat will prioritize the development of a strong and resilient workforce by providing structured development opportunities, talent management, cross-training, and succession planning to address skill gaps and build surge support in key roles. These efforts will prepare the organization meet future demands while fostering staff growth and advancement. CICS will also review its Provincial-Territorial (PT) framework to enhance alignment with its mandate and improve PT staff retention. To streamline staffing processes, CICS will complete the multi-year review of its Human Resource framework, addressing organizational structure, policy alignment, work-life balance, and staff mental health. This approach ensures a healthy, inclusive, and productive work environment.

Lessons learned have highlighted the importance of proactive planning, data-driven resource management, and stakeholder engagement. In response, CICS has integrated corrective actions into its plans, such as strengthening its internal controls and refining retention strategies. These activities aim to address identified challenges and position the organization for sustained success. The agency will focus on strategic resource planning, risk mitigation, and workforce development. These efforts will ensure internal services support departmental results and priorities, and will enhance the agency’s ability to deliver high-quality, accessible services that meet evolving client needs. This approach will support CICS’ long-term sustainability and maintain its reputation for excellence.

Planned resources to achieve results

Table #4: Planned resources to achieve results for internal services this year

Table #4 provides a summary of the planned spending and full-time equivalents required to achieve results.

Complete financial and human resources information for the Canadian Intergovernmental Conference Secretariat’s program inventory is available on GC InfoBase.

Planning for contracts awarded to Indigenous businesses

Government of Canada departments are to meet a target of awarding at least 5% of the total value of contracts to Indigenous businesses each year. This commitment is to be fully implemented by the end of 2024–25.

The Canadian Intergovernmental Conference Secretariat aims to award a minimum of 5% of all contract values to Indigenous suppliers in fiscal year 2025–26 and ongoing, as outlined in the Government of Canada’s Procurement Strategy for Indigenous Business (PSIB). CICS plans on reaching this target through various contracts, such as professional services and IT equipment.

Table #5: Percentage of contracts planned and awarded to Indigenous businesses

Table #5 presents the current, actual results with forecasted and planned results for the total percentage of contracts the department awarded to Indigenous businesses.

Planned spending and human resources

This section provides an overview of the Canadian Intergovernmental Conference Secretariat’s planned spending and human resources for the next three fiscal years and compares planned spending for 2025–26 with actual spending from previous years.

In this section

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

Spending

This section presents an overview of the department’s planned expenditures from 2022–23 to 2027–28.

Budgetary performance summary

Table #6: Three-year spending summary for core responsibility and internal services (dollars)

Table #6 presents how much money CICS spent over the past three years to carry out its core responsibility and for internal services. Amounts for the current fiscal year are forecasted based on spending to date.

Analysis of the past three years of spending

It is important to note that CICS does not convene intergovernmental meetings. It is called upon to respond to decisions taken by governments to meet on key national or specific issues. Decisions concerning the format and location of such meetings, their number in any given fiscal year, their timing and duration, are all factors beyond the control of the Secretariat. The level of CICS expenditures for each fiscal year is, however, directly affected by these factors. An event can consist of one or more conferences and is used to plan the budget for each of the conferences in terms of transportation and communication, rentals, translation, and interpretation services.

For 2023–24, expenditures are approximately $1.6 million higher than in 2022–23. These increases are primarily due to the hiring of new staff, a rise in the number of conferences hosted, and higher costs for professional and special services related to program evaluation. Administrative costs have notably risen for simultaneous interpretation, audiovisual rentals, and service contracts. Additionally, inflation has driven up costs for air travel, transportation of large equipment crates to conference venues, on-site security services, and more. The 2024–25 forecast anticipates a slight increase in spending compared to 2023–24, primarily due to inflationary pressures.

More financial information from previous years is available on the Finances section of GC Infobase.

Table #7: Planned three-year spending on core responsibility and internal services (dollars)

Table #7 presents how much money the Canadian Intergovernmental Conference Secretariat plans to spend over the next three years to carry out its core responsibility and for internal services.

Analysis of the next three years of spending

The planned spending reflects the temporary additional funding received through Budget 2023; The 3-year funding, initiated in the fiscal year 2023–24, is set to culminate in 2025–26. This explains the decrease in fiscal years 2026–27 and 2027–28. CICS remains committed to ensuring minimal disruption to its core mandate. Efforts will be focused on sustaining critical functions, particularly those that directly support high-level intergovernmental meetings.

More detailed financial information on planned spending is available on the Finances section of GC Infobase.

Information on the alignment of the Canadian Intergovernmental Conference Secretariat’s spending with Government of Canada’s spending and activities is available on GC InfoBase.

Funding

This section provides an overview of the department’s voted and statutory funding for its core responsibility and for internal services. For further information on funding authorities, consult the Government of Canada budgets and expenditures.

Graph #1: Approved funding (statutory and voted) over a six-year period

Graph #1 summarizes the department’s approved voted and statutory funding from 2022–23 to 2027–28.

Analysis of statutory and voted funding over a six-year period

CICS received additional funding through Budget 2023. The three-year funding, which commenced in fiscal year 2023–24, has enabled the agency to better meet demand and continue serving its clients. Spending is expected to decrease in fiscal years 2026–27 and 2027–28, primarily due to the conclusion of the additional funding.

For further information on the Canadian Intergovernmental Conference Secretariat’s departmental appropriations, consult the 2025–26 Main Estimates.

Future-oriented condensed statement of operations

The future-oriented condensed statement of operations provides an overview of the Canadian Intergovernmental Conference Secretariat’s operations for 2024–25 to 2025–26.

Table #8: Future-oriented condensed statement of operations for the year ended March 31, 2026 (dollars)

Table #8 summarizes the expenses and revenues which net to the cost of operations before government funding and transfers for 2024–25 to 2025–26. 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.

Analysis of forecasted and planned results

CICS anticipates using the entire amount of its appropriation in 2024–25 and 2025–26. The resource for fiscal years 2024–25 and 2025–26 is approximately the same (Main Estimates). The difference between planned results and forecasts is primarily due to the operating budget carry-forward not being received in 2025–26. The allocated amount will be fully expended over the course of the fiscal year.

A more detailed Future-Oriented Statement of Operations and associated Notes for 2025–26, including a reconciliation of the net cost of operations with the requested authorities, is available on the Canadian Intergovernmental Conference Secretariat’s website.

Human resources

This section presents an overview of the department’s actual and planned human resources from 2022–23 to 2027–28.

Table #9: Actual human resources for core responsibility and internal services

Table #9 shows a summary of human resources, in full-time equivalents, for CICS’ core responsibility 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.

Analysis of human resources over the last three years

CICS human resources increased in 2023–24 and is forecasted to increase significantly in 2024–25 in comparison to the previous years due to the additional 3-year funding, which started in fiscal year 2023–24. These additional employees have helped in delivering more conferences and effectively fulfilling our mandate.

Table #10: Human resources planning summary for core responsibility and internal services

Table #10 shows information on human resources, in full-time equivalents, for each of the Canadian Intergovernmental Conference Secretariat’s core responsibility and for its internal services planned for the next three years.

Analysis of human resources for the next three years

As a result of a proactive strategy, 15 temporary employees have been added over the past two fiscal years, closely aligned with the expanded budget covering a three-year period, from 2023–24 to 2025–26. Staffing levels at CICS will remain stable in 2025–26, with a target of approximately 40 employees. The additional full-time equivalents (FTEs) directly support CICS’ mandate to provide technical and logistical assistance, as well as planning services, for federal-provincial-territorial and provincial-territorial conferences involving First Ministers, Ministers, and Deputy Ministers across Canada. By maintaining a steady staffing level through 2025–26, CICS is positioned to continue meeting the evolving demands of intergovernmental collaboration, while upholding the highest standards of service and support.

Corporate information

Departmental profile

Appropriate minister(s): The Honourable Dominic LeBlanc

Institutional head: Ruth J. Onyancha

Ministerial portfolio: President of the King’s Privy Council for Canada and Minister responsible for Canada-U.S. Trade, Intergovernmental Affairs and One Canadian Economy

Enabling instrument(s): The Canadian Intergovernmental Conference Secretariat was established pursuant to an agreement reached at the May 1973 First Ministers’ Conference and was designated a department of the federal government by an Order-in-Council dated November 29, 1973.

Year of incorporation / commencement: 1973

Departmental contact information

Mailing address: P.O. Box 488, Station ‘A’

Ottawa, Ontario

K1N 8V5

Telephone: 613-995-2341

Fax: 613-996-6091

Email: Info@scics.ca

Website: https://www.scics.ca/

Supplementary information tables

The following supplementary information tables are available on the Canadian Intergovernmental Conference Secretariat’s website:

• Gender‑based analysis plus

Information on the Canadian Intergovernmental Conference Secretariat’s departmental sustainable development strategy can be found on the Canadian Intergovernmental Conference Secretariat’s website.

Federal tax expenditures

The Canadian Intergovernmental Conference Secretariat’s Departmental Plan does not include information on tax expenditures.

The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the Report on Federal Tax Expenditures.

This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs as well as evaluations and GBA Plus of tax expenditures.

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, departments 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 report on the plans and expected performance of an appropriated department over a 3year period. Departmental Plans are usually tabled in Parliament each spring.

departmental result(résultat ministériel)

A consequence or outcome that a department seeks to achieve. 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 quantitative measure of progress on a departmental result.

departmental results framework (cadre ministériel des résultats)

A framework that connects the department’s core responsibilities to its departmental results and departmental result indicators.

Departmental Results Report (rapport sur les résultats ministériels)

A report on a department’s actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.

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. For a particular position, the full-time equivalent figure is the ratio of number of hours the person actually works divided by the standard number of hours set out in the person’s collective agreement.

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

Is 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 (including rurality), language, race, religion, and sexual orientation.

Using GBA Plus involves taking a gender- and diversity-sensitive approach to our work. Considering all intersecting identity factors as part of GBA Plus, not only sex and gender, is a Government of Canada commitment.

government priorities (priorités gouvernementales)

For the purpose of the 2025-26 Departmental Plan, government priorities are the high-level themes outlining the government’s agenda in the most recent Speech from the Throne.

horizontal initiative (initiative horizontale)

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

Indigenous business (entreprise autochtones)

For the purpose of the Directive on the Management of Procurement Appendix E: Mandatory Procedures for Contracts Awarded to Indigenous Businesses and the Government of Canada’s commitment that a mandatory minimum target of 5% of the total value of contracts is awarded to Indigenous businesses, a department that meets the definition and requirements as defined by the Indigenous Business Directory.

non‑budgetary expenditures (dépenses non budgétaires)

Non-budgetary authorities that comprise assets and liabilities transactions for loans, investments and advances, or specified purpose accounts, that have been established under specific statutes or under non-statutory authorities in the Estimates and elsewhere. Non-budgetary transactions are those expenditures and receipts related to the government’s financial claims on, and obligations to, outside parties. These consist of transactions in loans, investments and advances; in cash and accounts receivable; in public money received or collected for specified purposes; and in all other assets and liabilities. Other assets and liabilities, not specifically defined in G to P authority codes are to be recorded to an R authority code, which is the residual authority code for all other assets and liabilities.

performance (rendement)

What a department did with its resources to achieve its results, how well those results compare to what the department intended to achieve, and how well lessons learned have been identified.

performance indicator (indicateur de rendement)

A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of a department, program, policy or initiative respecting expected results.

plan (plan)

The articulation of strategic choices, which provides information on how a department intends to achieve its priorities and associated results. Generally, a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead to the expected result.

planned spending (dépenses prévues)

For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts presented in 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 the department and focus on a specific set of outputs, outcomes or service levels.

program inventory (répertoire des programmes)

Identifies all the department’s programs and describes how resources are organized to contribute to the department’s core responsibilities and results.

result (résultat)

A consequence attributed, in part, to a department, policy, program or initiative. Results are not within the control of a single department, policy, program or initiative; instead they are within the area of the department’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 a department, 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.