2015-2016 Departmental Performance Report

Commissioner's Message

I am pleased to present the 2015–16 Departmental Performance Report for the Office of the Communications Security Establishment Commissioner. The report presents how we have used our resources, the results achieved and the progress made on corporate priorities.

The strategic outcome of the Office is that the Communications Security Establishment (CSE) performs its duties and functions in accordance with the laws of Canada. This includes safeguarding the privacy of Canadians. In efforts to realize this outcome, I have, following independent, rigorous review of the activities of the CSE, submitted seven classified reports to the Minister of National Defence with recommendations to promote compliance with the law and strengthen privacy protection. The Minister supported all of the recommendations. The public needs assurance that the activities of CSE are in compliance with the law and that their privacy is protected – the reviews completed and the results achieved provide that assurance for the activities that are reviewed.

Part of my mandate includes responding to complaints, and investigating if I consider it necessary, that CSE has engaged, or is engaging, in unlawful activity or is not taking measures to protect the privacy of Canadians. In 2015–16, no complaints about CSE activities warranted investigation. In addition, under the Security of Information Act, I have a mandate to receive information from persons who are permanently bound to secrecy, if they believe it is in the public interest to release special operational information of CSE. No such matters were reported to me in 2015–16.

The office used $2 million of the $2.1 million in parliamentary authorities available to it, and full usage of its planned 11.5 full-time equivalent employees. The financial statements of the office can be found in this Performance Report. Additional disclosures about our travel, hospitality, and other expenses can be found on our website.

The government has introduced legislation to create a statutory committee of Parliamentarians with special access to classified information to review departments and agencies with national security responsibilities. As Commissioner, I am prepared to provide observations and comments based on my experience in an effort to strengthen and improve the accountability of security and intelligence functions within government and help create greater transparency in order to enhance the trust Canadians can have in the security and intelligence organizations.

The office celebrated its 20th anniversary on June 19, 2016. I wish to acknowledge the solid contributions and the foundation established by my esteemed predecessors. I also recognize that this would not be possible without the professionalism of the staff. In that regard, I wish to thank all staff of the office, past and present, for their dedication in helping to fulfill the Commissioner's mandate, and for the effort and excellence brought to their work.

Results Highlights

The actual expenditures of the office for 2015–16 were $2.035 million. The Commissioner was supported by 11 employees, together with a number of subject matter experts, as required.

The Commissioner has a mandate that involves supporting the Minister of National Defence in his accountability for CSE. The office must also reassure Canadians that CSE is rigorously reviewed for compliance with the law and for safeguarding the privacy of Canadians. The quality and depth of reviews being performed continues to expand and, as a result, the amount of information available to support ministerial accountability, informed parliamentary and public debate is also increasing, but more can be done.

As have previous Commissioner's before him, the Commissioner is recommending clarifications to the National Defence Act that would eliminate ambiguities and strengthen CSE's accountability and transparency.

The Commissioner, each year, provides an overall statement on the lawfulness of CSE activities. This past year, all of the CSE activities reviewed complied with the law. Throughout the course of the year, the Commissioner submitted seven classified reports to the Minister, containing five recommendations. The Minister and CSE accepted all of the recommendations in these reports.

Section I: Organizational Overview

Organizational Profile

Appropriate Minister: The Honourable Harjit S. Sajjan, PC, OMM, MSM, CD, MP

Minister of National Defence

Institutional Head: The Honourable Jean-Pierre Plouffe – Commissioner

Ministerial Portfolio: National Defence

Enabling Instrument(s): National Defence Act; Inquiries Act; Security of Information Act

Year of Incorporation / Commencement: 1996

Other: 2008 – the Commissioner's office was granted its own appropriation from Parliament.

Organizational Context

Raison d'être

The position of the Communications Security Establishment Commissioner was created to review the activities of the Communications Security Establishment (CSE) to determine whether it performs its duties and functions in accordance with the laws of Canada. This includes having due regard for the privacy of Canadians. The Commissioner's office exists to support the Commissioner in the effective discharge of his mandate.

Responsibilities

The mandate of the Commissioner under the National Defence Act consists of three key functions:

273.63(2)

  1. to review the activities of the CSE to ensure they comply with the law;
  2. in response to a complaint, to undertake any investigation that the Commissioner considers necessary;
  3. to inform the Minister of National Defence and the Attorney General of Canada of any activity of the Communications Security Establishment that the Commissioner believes may not be in compliance with the law;

273.63(3)

  1. to submit an annual report to the Minister, for tabling in Parliament, on the Commissioner's activities and findings within 90 days after the end of each fiscal year;

273.65(8)

to review and report to the Minister as to whether the activities carried out under a ministerial authorization are authorized; and

Under Section 15 of the Security of Information Act:

to receive information from persons who are permanently bound to secrecy and who seek to defend the release of classified information about the Communications Security Establishment on the grounds that it is in the public interest.

Strategic Outcome and Program Alignment Architecture

1. Strategic Outcome: The strategic outcome of the Office of the Communications Security Establishment Commissioner is that the CSE performs its duties and functions in accordance with the laws of Canada. This includes safeguarding the privacy of Canadians.

1.1 Program: The Communications Security Establishment Commissioner's review program
Internal Services

Operating Environment and Risk Analysis

Risk Narrative

Resourcing

To be able to discharge its responsibility to perform effective and comprehensive review, the office must be able to attract and retain expert, professional, competent resources. Without these resources in place, the Commissioner would be unable to provide the necessary assurances to the Minister regarding whether CSE activities comply with the law and protect the privacy of Canadians.  The office has 11 FTEs supporting the Commissioner and these resource requirements are regularly reviewed. While the size of the office is small, by having a risk assessment process for determining priorities for review, and by designing an organization structure that allows for growth and progression of review officers, the office is able to attract skilled review resources.  In addition, the office supplements staffing activities through the use of interchange agreements to acquire, on a temporary basis, additional skilled resources. Finally, the office engages on a part-time basis the services of technical and subject matter experts to supplement the internal resources. The office works to retain its resources by providing a professional working environment, a proven methodology and opportunities for training, professional development and mentoring.

Relationship with CSE

The office has established and maintains a professional relationship with CSE based on mutual respect and understanding of each other's respective roles. The activities of CSE can be technically and legally complex, are subject to change in response to new and developing threats, changing government priorities and constant and rapid changes to technology. For the office to be successful, it must be aware of new CSE activities and changes to existing ones. The office must also be aware of CSE priorities as well as legal, policy and management issues of significance. From the standpoint of the office, it must also ensure CSE understands how the Commissioner's office goes about conducting reviews, and what is expected when a review is underway.

As part of an effective, professional relationship between the office and CSE, the office receives regular briefings from CSE on its activities and policies, to ensure it is up to date on changes at CSE. The Chief of CSE provides the office with the Chief's classified annual report to the Minister on priorities and issues of significance. Employees of the office attend courses at CSE that provide them with the same fundamental information provided to CSE employees. The office, for its part, provides a presentation to new CSE employees as part of CSE's foundational learning curriculum.

Transparency

Increased transparency is essential to helping build public trust in both the intelligence agencies and the review bodies. This has been a goal of the Commissioner since the beginning of his term. The government has made a commitment to increased transparency in matters of security and intelligence. As always, within the confines of the Security of Information Act, the Commissioner will strive to better inform Canadians on reviews undertaken, conclusions reached and recommendations made. In addition, the Commissioner will continue to challenge CSE to make public as much information as possible.

Key Risks
Risk Risk Response Strategy Link to the Organization's Program

Inability to attract and retain expert, professional, competent resources

This is an ongoing concern for a micro-agency. The office addresses this concern by the following means:

  • Regularly assessing resource requirements;

  • Creating a professional work environment that provides an opportunity for learning and growth;

  • Use of interchange agreements with other agencies and departments, supplemented by the engagement of technical and subject matter experts, as required.

Commissioner's Review Program

Deterioration of professional working relationship with CSE

Maintaining mutual respect for each other's mandate and roles is essential to ensuring an effective process of review and desired outcomes. A “healthy tension” is one way to describe the character of the relationship.

Commissioner's Review Program

Erosion of public trust in the effectiveness of the review process

To help ensure and maintain the public trust that the important work that CSE performs is rigorously reviewed and reported upon, the office

  • Increased the disclosure of its review activities to the extent possible while protecting sensitive information;
  • Continued to challenge CSE to make public as much information as possible, and to consider whether certain information needs to remain classified, in light of information being released by the United Kingdom and the United States.

Commissioner's Review Program

Organizational Priorities

Improve the effectiveness and efficiency of the Commissioner's review program

Description

The Commissioner has a responsibility to inform the Minister, Parliament and ultimately all Canadians whether or not CSE is complying with the law and protecting the privacy of Canadians. The Commissioner, given the size of his office and the resources at his disposal and given the size of CSE and the complexity of its activities, is unable to review all of the CSE activities each year. As a result, the review program must be designed and operated in an effective and efficient manner in order that the activities of CSE that are of greatest risk to compliance with the law and to protection of the privacy of Canadians are examined. The office continues to gather information on the plans, priorities and operations of CSE and areas that are of greatest concern to the management of CSE. Staffing and interchange agreements resulted in a full-complement of highly skilled and motivated review officers at year-end and was supplemented on a part-time basis by technical and subject matter experts. As a result, the office conducted a comprehensive program of review throughout the year. The office also continued to consult with review bodies in Canada and abroad to discuss approaches and methodologies, including cooperative efforts, for the performance of review in intelligence and security agencies.

Priority TypeNote 1

Ongoing

Key Supporting Initiatives
Planned  Initiatives Start Date End Date Status Link to the Organization's Program(s)
To enhance an already effective working relationship with CSE Ongoing Ongoing Ongoing Commissioner's review program
To strengthen our practices for gathering and documenting our knowledge of the business of CSE Ongoing Ongoing Ongoing Commissioner's review program
To attract, develop and retain a professional cadre of highly skilled, dedicated and motivated review officers Ongoing Ongoing Ongoing Commissioner's review program
To continue the ongoing assessment of the office's review capacity Ongoing Ongoing Ongoing Commissioner's review program
To examine and explore opportunities for cooperation among review bodies Ongoing Ongoing Ongoing Commissioner's review program
Progress Toward the Priority           
The priority has been achieved but it is an ongoing priority that must be addressed each and every year. Initiatives may come and go, but the priority remains.

Increase transparency and maintain public trust

Description

The government has made a commitment to increase transparency and to strengthen the accountability of security and intelligence agencies. This commitment is in accord with the ongoing efforts of the Commissioner to have greater disclosure of the work of CSE which will contribute to a greater understanding by the public of what CSE does and at the same time provide an appreciation of what the office does and how its review process provides an assurance that the activities of CSE comply with the law and safeguard the privacy of Canadians. Within the confines of the Security of Information Act, the office continues to expand its disclosure in review reports, the Commissioner's Annual Report and on its website. In his frequent dealings with CSE, the Commissioner continues to request greater disclosure by CSE of its activities and to consider what information currently classified needs to remain classified. The office continues its outreach efforts in meetings, conferences and appearances before Parliamentary committees.

Priority TypeNote 2

Ongoing

Key Supporting Initiatives
Planned  Initiatives Start Date End Date Status Link to the Organization's Program
The Commissioner, to the greatest extent possible, will continue to disclose information on review and investigations, conclusions, and recommendations as well as follow-up on previous reports and recommendations, and press CSE to be more transparent Ongoing Ongoing Ongoing Commissioner's review program
Respond to requests by journalists and academics for information about the role and activities of the office Ongoing Ongoing Ongoing Commissioner's review program
Continue to expand the level of information in the Commissioner's Annual Report Ongoing Ongoing Ongoing Commissioner's review program
Continue to disclose comprehensive information on the mandate, role and responsibilities of the Commissioner and the operations of the office, on the office website Ongoing Ongoing Ongoing Commissioner's review program
Progress Toward the Priority
The priority has been achieved but it is an ongoing priority that must be addressed each and every year. Initiatives may come and go, but the priority remains.

For more information on organizational priorities, see the Minister's mandate letter.

Section II: Expenditure Overview

Actual Expenditures

Budgetary Financial Resources (dollars)
2015–16
Main Estimates		 2015–16
Planned Spending		 2015–16
Total Authorities
Available for Use		 2015–16
Actual Spending
(authorities used)		 Difference
(actual minus planned)
2,031,067 2,031,067 2,120,312 2,034,877 3,810
Human Resources (Full-Time Equivalents [FTEs])
2015–16
Planned		 2015–16
Actual		 2015–16
Difference
(actual minus planned)
11.5 11.5 -

Budgetary Performance Summary

Budgetary Performance Summary for the Program and Internal Services (dollars)
Program and Internal Services 2015–16
Main Estimates		 2015–16
Planned Spending		 2016–17
Planned Spending		 2017–18
Planned Spending		 2015–16
Total Authorities Available for Use		 2015–16
Actual Spending (authorities used)		 2014–15
Actual Spending (authorities used)		 2013–14
Actual Spending (authorities used)
Commissioner's Review Program 1,549,695 1,549,695 1,620,000 1,620,000 1,624,549 1,498,360 1,445,424 1,322,494
Internal Services 481,372 481,372 505,377 505,377 495,763 536,517 598,136 620,626
Total 2,031,067 2,031,067 2,125,377 2,125,377 2,120,312 2,034,877 2,043,560 1,943,120

The total actual spending for 2015–16 is $3,810 over planned spending. The actual spending for the Commissioner's review program is $51,335 less than planned spending; the actual spending for internal services is $55,145 over planned spending. Staff turnover at year-end resulted in reduced salary costs for the review program. The increased cost of internal services resulted from informatics equipment replacement and additional professional services to address central agency initiatives.

Departmental Spending Trend

Departmental Spending Trend

Spending on the review program and the internal services that support the program varies little from year to year. Actual spending in 2014–15 and 2015–16 differs by only $8 thousand dollars. The planned spending in 2016–17, 2017–18 and 2018–19 is the same for each of the three years as there are no new expenditure initiatives.

Expenditures by Vote

For information on the office's organizational voted and statutory expenditures, consult the Public Accounts of Canada 2016.

Alignment of Spending With the Whole-of-Government Framework

Alignment of 2015-16 Actual Spending With the Whole-of-Government Framework (dollars)
Program Spending Area Government of Canada Outcome 2015–16 Actual Spending
Review Program Social Affairs A safe and secure Canada 1,498,360
Total Spending by Spending Area (dollars)
Spending Area Total Planned Spending Total Actual Spending
Economic affairs 0 0
Social affairs 1,549,695 1,498,360
International affairs 0 0
Government affairs 0 0

Financial Statements and Financial Statements Highlights

Financial Statements

The Financial Statements can be found on the office's website.

Financial Statements Highlights

Condensed Statement of Operations (unaudited) for the Year Ended March 31, 2016 (dollars)
Financial Information 2015–16
Planned
Results		 2015–16
Actual		 2014–15
Actual		 Difference
(2015–16 actual minus 2015–16 planned)		 Difference
(2015–16 actual minus 2014–15 actual)
Total expenses 2,231,702 2,249,317 2,185,960 17,615 63,357
Net cost of operations before government funding and transfers 2,231,702 2,249,317 2,185,960 17,615 63,357

The actual costs were slightly higher than planned costs for amortization, the employer's contribution to health and dental insurance plans and vacation pay. The actual costs were up from the previous year for salaries and employees benefits, a combination of salary increases and an additional FTE ($87 thousand). There were slight increases in communication costs and office supplies ($15 thousand) and slight decreases in professional services, transportation and office accommodation costs ($39 thousand) for an overall increase of $63 thousand.

Condensed Statement of Financial Position (unaudited)
As at March 31, 2016 (dollars)

Financial Information 2015–16 2014–15 Difference
(2015–16 minus
2014–15)
Total net liabilities 175,714 145,682 30,032
Total net financial assets 189,893 115,027 74,866
Departmental net debt (14,179) 30,655 (44,834)
Total non-financial assets 687,353 804,956 (117,603)
Departmental net financial position 701,532 774,301 (72,769)

Net liabilities have increased $30 thousand. Late submissions of invoices by both external and internal (government) suppliers resulted in an increase in accounts payable ($20 thousand). An increase in accrued salaries and wages ($10 thousand) was due to an increased number of days accrued as a result of year-end cutoff. Net financial assets have increased $75 thousand. The GST refundable advance account was not claimed until the new year resulting in an increase in accounts receivable ($40 thousand).  The increase in accounts payable was offset by the increase in the monies due from the consolidated revenue fund ($35 thousand).

The total non-financial assets have decreased by $118 thousand. This is primarily due to the amortization charges ($130 thousand) offset by the cost of asset acquisitions ($12 thousand).

Section III: Analysis of Program and Internal Services

Program

The Communications Security Establishment Commissioner's Review Program

Description

The review program includes research, monitoring, planning, the conduct of reviews and the reporting of results.  It also includes consultations and communications with CSE officials, with other government officials, and senior representatives of the security and intelligence review community in Canada and abroad.

A logic model of the review program can be found on the office website under Reviews, Review methodology and criteria.

Program Performance Analysis and Lessons Learned

The office exceeded its program performance expectations but in so doing important lessons were learned:

Budgetary Financial Resources (dollars)
2015–16 Main Estimates 2015–16 Planned Spending 2015–16
Total Authorities
Available for Use		 2015–16
Actual Spending
(authorities used)		 2015–16
Difference
(actual minus planned)
1,549,695 1,549,695 1,624,549 1,498,360 (51,335)
Human Resources (Full-Time Equivalents [FTEs])
2015–16
Planned		 2015–16
Actual		 2015–16
Difference
(actual minus planned)
8.5 8.5 0
Performance Results
Expected Results Performance Indicators Targets Actual Results
The CSE performs its duties and functions in accordance with the laws of Canada and with due regard for the privacy of Canadians % of reviews completed within targeted time frames 80% 90%
% of recommendations accepted 80% 100%

The office has modified its performance indicators. In the 2015–16 Report on Plans and Priorities, performance was to be measured by the percentage of recommendations implemented. However, implementation may still be in progress at year-end and is monitored by the office. As a result, the indicator has been changed to recommendations accepted and these results are reported in the table.

Performance was also to be measured by the percentage of negative findings addressed. However, negative findings are used more as inputs to future planning for reviews. They may in future lead to a recommendation which is the more effective result.

Internal Services

Description

Internal services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. Internal services include only those activities and resources that apply across an organization, and not those provided to a specific program.

The groups of activities are Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; and Acquisition Services.

Program Performance Analysis and Lessons Learned

Internal services effectively supported the review program. The cost variance between actual and planned spending resulted from, for the most part, the costs associated with participating in and responding to the core control audit performed by the Office of the Comptroller General.

Efforts continue to ensure that employees can function effectively in the CSE environment. New employees must complete the indoctrination courses offered by CSE to their own new employees. Courses are offered to individual employees to ensure they possess the necessary skills for the workplace. Training needs to be managed on an ongoing basis and will be with adjustments made, when required, to individual training plans.

The office was provided a series of recommendations for improvement as a result of a recently completed (June 2016) core control audit of by the Office of the Comptroller General. The office is in the process of implementing the Management Action Plan.

The office continues to seek improvements in effectiveness and efficiency of its internal services through shared services. Agreements currently exist with Public Services and Procurement Canada, the Department of National Defence and CSE to provide internal services that meet the requirements of the office but with costs less than if the office provided these services utilizing its own resources.

Budgetary Financial Resources (dollars)
2015–16
Main Estimates		 2015–16
Planned Spending		 2015–16
Total Authorities
Available for Use		 2015–16
Actual Spending
(authorities used)		 2015–16
Difference
(actual minus planned)
481,372 481,372 495,763 536,517 55,145
Human Resources (FTEs)
2015–16
Planned		 2015–16
Actual		 2015–16
Difference
(actual minus planned)
3 3 0

Section IV: Supplementary Information

Supplementary Information Tables

The following supplementary information tables are available on the Office of the Communications Security Establishment Commissioner's website.

Federal Tax Expenditures

The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures annually in the Report of 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. The tax measures presented in this report are the responsibility of the Minister of Finance.

Organizational Contact Information

The Office of the Communications Security Establishment Commissioner can be reached at the following address:

Office of the Communications Security Establishment Commissioner

P.O. Box 1474, Station "B"
Ottawa ON K1P 5P6

The Office may also be reached:

Telephone: 613-992-3044
Facsimile: 613-992-4096
Email: info@ocsec-bccst.gc.ca

For further information on the Office of the Communications Security Establishment Commissioner, its mandate and function, please visit the office's website.

Appendix: Definitions

appropriation (crédit)
Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
budgetary expenditures (dépenses budgétaires)
Operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.
Departmental Performance Report (rapport ministériel sur le rendement)
Reports on an appropriated organization's actual accomplishments against the plans, priorities and expected results set out in the corresponding Reports on Plans and Priorities. These reports are tabled in Parliament in the fall.
full-time equivalent (équivalent temps plein)
A measure of the extent to which an employee represents a full person year charge against a departmental budget. Full-time equivalents are calculated as a ratio of assigned hours of work to scheduled hours of work. Scheduled hours of work are set out in collective agreements.
Government of Canada outcomes (résultats du gouvernement du Canada)
A set of 16 high level objectives defined for the government as a whole, grouped in four spending areas: economic affairs, social affairs, international affairs and government affairs.
Management, Resources and Results Structure (Structure de la gestion, des ressources et des résultats)
A comprehensive framework that consists of an organization's inventory of programs, resources, results, performance indicators and governance information. Programs and results are depicted in their hierarchical relationship to each other and to the Strategic Outcome(s) to which they contribute. The Management, Resources and Results Structure is developed from the Program Alignment Architecture.
non-budgetary expenditures (dépenses non budgétaires)
Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.
performance (rendement)
What an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve, and how well lessons learned have been identified.
performance indicator (indicateur de rendement)
A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an organization, program, policy or initiative respecting expected results.
performance reporting (production de rapports sur le rendement)
The process of communicating evidence-based performance information. Performance reporting supports decision making, accountability and transparency.
planned spending (dépenses prévues)
For Reports on Plans and Priorities (RPPs) and Departmental Performance Reports (DPRs), planned spending refers to those amounts that receive Treasury Board approval by February 1. Therefore, planned spending may include amounts incremental to planned expenditures presented in the Main Estimates.

A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their RPPs and DPRs.
plans (plan)
The articulation of strategic choices, which provides information on how an organization intends to achieve its priorities and associated results. Generally a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead up to the expected result.
priorities (priorité)
Plans or projects that an organization has chosen to focus and report on during the planning period. Priorities represent the things that are most important or what must be done first to support the achievement of the desired Strategic Outcome(s).
program (programme)
A group of related resource inputs and activities that are managed to meet specific needs and to achieve intended results and that are treated as a budgetary unit.
Program Alignment Architecture (architecture d'alignement des programmes)
A structured inventory of an organization's programs depicting the hierarchical relationship between programs and the Strategic Outcome(s) to which they contribute.
Report on Plans and Priorities (rapport sur les plans et les priorités)
Provides information on the plans and expected performance of appropriated organizations over a three-year period. These reports are tabled in Parliament each spring.
results (résultat)
An external consequence attributed, in part, to an organization, policy, program or initiative. Results are not within the control of a single organization, policy, program or initiative; instead they are within the area of the organization's influence.
statutory expenditures (dépenses législatives)
Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.
Strategic Outcome (résultat stratégique)
A long-term and enduring benefit to Canadians that is linked to the organization's mandate, vision and core functions.
sunset program (programme temporisé)
A time limited program that does not have an ongoing funding and policy authority. When the program is set to expire, a decision must be made whether to continue the program. In the case of a renewal, the decision specifies the scope, funding level and duration.
target (cible)
A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.
voted expenditures (dépenses votées)
Expenditures that Parliament approves annually through an Appropriation Act. The Vote wording becomes the governing conditions under which these expenditures may be made.
Whole-of-government-framework (cadre pangouvernemental)
Maps the financial contributions of federal organizations receiving appropriations by aligning their Programs to a set of 16 government-wide, high-level outcome areas, grouped under four spending areas.

Notes

Note 1

Type is defined as follows: previously committed to—committed to in the first or second fiscal year prior to the subject year of the report; ongoing—committed to at least three fiscal years prior to the subject year of the report; and new—newly committed to in the reporting year of the Report on Plans and Priorities or the Departmental Performance Report.

Return to reference 1

Note 2

Type is defined as follows: previously committed to—committed to in the first or second fiscal year prior to the subject year of the report; ongoing—committed to at least three fiscal years prior to the subject year of the report; and new—newly committed to in the reporting year of the Report on Plans and Priorities or the Departmental Performance Report.

Return to reference 2

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