Date: December 2022

Program manager: Director, Canadian Centre for Justice and Community Safety Statistics
Director General, Heath Justice and Special Surveys

Reference to Personal Information Bank (PIB)

Personal information collected through the Profiles of Victims of Gang Violence: Analysis of a BC Cohort project is described in Statistics Canada's "Statistical Infrastructure Services" Class of Personal Information. The Class of Personal Information refers to records related to statistical infrastructure services (e.g., development of concepts, support for data collection and dissemination activities, provision of advice and technical assistance) offered on a cost-recovery basis to meet the needs of external clients such as other federal government departments.

"Statistical Infrastructure Services" Class of Personal Information (Record number: StatCan SOP 610) is published on the Statistics Canada website under the latest Information about Programs and Information Holdings chapter.

Description of statistical activity

Under the authority of the Statistics Act^Footnote1, Statistics Canada has entered into an agreement with British Columbia's integrated anti-gang police force, Combined Forces Special Enforcement Unit of British Columbia (CFSEU-BC) to study the effects of gang-related violence within the province of British Columbia. This study will require the submission of personal information from CFSEU-BC that will be used in conjunction with existing Statistics Canada databases, to produce a de-identified and aggregated report, as well as other possible de-identified and aggregated publications. No personal identifiable information from Statistics Canada's databases will be shared with CFSEU-BC or included in any products resulting from the study. The personal information received by CFSEU-BC will be used strictly for this activity. All identifiers will be destroyed as soon as the study is complete, and no identifiable personal information received from CFSEU BC will be retained by Statistics Canada as a result of this study.

This project has been requested by the CFSEU-BC who maintain a gang-related victim repository that includes data for individuals across the province who are the victims of a suspected or confirmed gang-related homicide or attempt homicide. The CFSEU-BC seeks to further understand the profiles of the victims and their trajectories through the justice and other social systems, which will require linkage of the CFSEU-BC cohort to other social data sources held by Statistics Canada.

The CFSEU-BC will be providing Statistics Canada with an extract of Police Records Information Management Environment (PRIME) and Canadian Police Information Centre (CPIC) data via Statistics Canada's secure data acquisition process, a process that includes but is not limited to the use of the encrypted Electronic File Transfer (EFT) service to place the data on secure Statistics Canada servers which are monitored by active security groups.  The PRIME data will detail information concerning the victims of gang-related homicide and attempted homicide in British Columbia between 2006 and 2020, specifically the events surrounding the incidents of homicide or attempted homicide. This data will contain names; dates of birth; race; and last known address or minimum postal code. The CPIC data will detail the criminal convictions, criminal charges, outstanding warrants and charges, and records of discharge of the victims. The PRIME and CPIC data may contain data on minors.

In order for Statistics Canada to conduct the required analysis, data will be linked to other Statistics Canada datasets through the Social Data Linkage Environment (SDLE)^Footnote2, including the following datasets:

• the Canadian Correctional Services Survey (CCSS)
• the Census of Population 1991, 1996, 2001, 2006, 2011, and 2016;
• the Discharge Abstract Database (DAD)
• the Employment Insurance Status Vector (EISV)
• the Integrated Criminal Court (ICCS)
• the Longitudinal Immigration Database (IMDB)
• the National Ambulatory Care Reporting System (NACRS)
• the Postsecondary Student Information System (PSIS)
• the Registered Apprenticeship System (RAIS)
• the T1 Personal Master File (T1FF)
• the T4 Summary and T4 Supplementary files (T4Summ and T4Supp)

This will enable the determination of contact between the victim and the criminal justice system, health care system, and employment and social assistance services. A linkage to the Vital Statistics (Deaths) file in the SDLE will be used to validate the linkage of victims of homicide.

Statistics Canada's microdata linkage^Footnote3 and related statistical activities were assessed for privacy in the Social Data Linkage Environment (SDLE) Privacy Impact Assessment^Footnote4 and Statistics Canada's Generic Privacy Impact Assessment^Footnote5.

Statistics Canada will share the subsequent analysis with the CFSEU-BC in the form of aggregated results and any conclusions drawn compiled into a report, which may be further published in a volume of Juristat^Footnote6. Any analysis released outside of Statistics Canada will be fully anonymized and non-confidential, without any direct personal identifiers, which prevents the possibility of identifying individuals. Data used for this project will not be made available in the Research Data Centres nor anywhere outside of Statistics Canada and will be destroyed following the conclusion of the project. 

The personal information elements, method of collection, legal authority for collection, relevant PIB, storage location/system, and purpose of collection are listed in Appendix 1 - Personal Information Elements Table.

Reason for supplement

While the Generic Privacy Impact Assessment (PIA) addresses most of the privacy and security risks related to statistical activities conducted by Statistics Canada, this supplement is being carried out due to the sensitive nature of data surrounding victimization. The supplement also emphasizes that none of the data or resulting analysis will be used for administrative, investigative, or operational uses. As is the case with all PIAs, Statistics Canada's privacy framework ensures that elements of privacy protection and privacy controls are documented and applied.

Necessity and Proportionality

The use of personal information for the activity can be justified against Statistics Canada's Necessity and Proportionality Framework:

1. Necessity: Research has demonstrated that individuals involved in gangs engage in antisocial^Footnote7 and often violent behaviours^Footnote8. In addition to individual adverse health risks for those involved in gangs, including substance abuse, gun carrying, arrest, illicit drug sales, familial hardship, high-risk sexual behaviour, nonfatal intentional injury, and homicide, gangs and their criminal behaviours have a detrimental effect on communities and public safety^Footnote9. British Columbia has observed negative impacts that gangs and gang activity have on the community, such as violence related to drugs, firearms, illegal gaming, and other criminal activity. In fact, the CFSEU-BC data details the more than 500 homicides and attempted homicides with a gang nexus across British Columbia between January 2006 and December 2020, demonstrating the frequency and severity of gang-related violence across the province. These occurrences have impacted more than 30 jurisdictions across the province, and have even occurred within institutions, such as correctional facilities.

   Through this analysis, Statistics Canada aims to provide information that will allow an in-depth understanding of victims of gang-related violence (homicide and attempted homicide) and explore longitudinal trajectories and life histories that have led to individuals becoming victims of gang-related violence. For this reason, the data originating from the CFSEU-BC and, in particular, personal indicators, are needed for linking to administrative data within Statistics Canada's Social Data Linkage Environment (SDLE). Microdata linkage works best using personal indicators such as names, date of birth, and addresses as these most accurately identify the same individuals from different data sources. Without the personal identifiers, an accurate linkage of this administrative data, and therefore this analysis, would not be possible.

   The variables to be included in the linkage and analysis, as well as the rationale for including the various databases/variables, can be found in Appendix 1.

   While data on race is particularly sensitive and could potentially lead to stereotyping and result in harm to certain vulnerable groups, it is being included as a variable to ensure that the life courses of individuals of differing racial backgrounds are captured as accurately as possible, which is in line with Statistics Canada's efforts to perform analysis using disaggregated data^Footnote10. Statistics Canada's Canadian Centre for Justice and Community Safety Statistics (CCJCSS) has years of experience with sensitively and carefully producing reports on gang-related individuals, including Indigenous and other racialized groups, and will ensure that the information is presented in a manner which does not stigmatize particular groups.

   The ability to link information on the same individual through their income, education, immigration, health, and other data across various human services and across the individual's lifespan, prior to becoming a gang victim, is integral to the ability to identify risk factors for gang involvement and victimization.

   This project will help Statistics Canada meet its statistical mandate by providing statistical information and analysis about Canada's social structure to develop and evaluate public policies and programs and to improve public and private decision-making for the benefit of all Canadians. Specifically, this data-driven effort will enhance CFSEU-BC's ability to develop an informed, community-based program that could be funded through Public Safety's Youth Gang Prevention Fund (YGPF) or Crime Prevention Action Fund (CPAF), as well as provincial funding streams. These programs, if successful, could then be applied across the country.

   Further, this project promotes sound statistical standards and practices by improving statistical methods and systems through joint research studies and projects.

2. Effectiveness - Working assumptions: With the personal identifiers from the CFSEU-BC datasets, Statistics Canada will be in a unique position to be able to map the life events of the victims of gang-related homicide and gang-related assisted homicide through the administrative data holdings contained within the SDLE. High quality personal indicators, such as names and dates of birth, are required to ensure that the linkage can be done as accurately as possible.

   The linked data will provide an in-depth understanding of the victims of gang-related violence, including their trajectories and life history to the point of becoming a victim of violence. Integrating these additional administrative data with the victim records will allow Statistics Canada researchers to examine how victims have interacted with different government entities such as the criminal justice system, health care system, and employment and social assistance services, etc., along their life course. More specifically, cluster analysis^Footnote11 of the linked data will allow for the identification of key risk factors associated with the likelihood of joining gangs, coming into contact with police, courts, and corrections, as well as becoming a victim of gang-related violence. Survival analysis^Footnote12 will then be used to estimate the strength of the relationships between risk factors and victimization, which would then allow for an exploration of which interventions would have the most impact. Examples of the linked variables to be analyzed can be found in the appendix.

   With this better understanding stemming from the aggregated analysis, the CFSEU-BC hope to inform better allocation of resources for gang prevention initiatives. The analysis performed for this project will provide policy- and program-relevant results by helping to show which background factors are most strongly associated with gang involvement and gang violence, and this could help shape programs designed to address the identified risk factors.

3. Proportionality: The sample size to be used for this project is relatively small and it is not expected for every member of the sample to be found in each data source, meaning that the pool of linked observations will be even smaller. Any data, despite the sensitivity, which might lead to a linkage is therefore crucial to achieve the goal of this project. All personal information being collected about each affected individual via the CFSEU-BC, despite the sensitivity of any of the elements of personal information, is crucial to this collection to ensure the highest possible quality of linkage and analysis can be performed, resulting in strong and actionable conclusions. The data to be used in this project have already been collected, thus eliminating the need of any additional burden on the victims. The files and variables used represent only those needed to produce high quality aggregated analytical information.

   In the preparation of this project, consultations have been held with the Canadian Centre for Justice and Community Safety Statistics (CCJCSS), the Data Ethics Committee (DEC), the Office of Privacy Management and Information Coordination (OPMIC), and SDLE at Statistics Canada, as well as the CFSEU-BC, to ensure that only that data which is necessary is included in this project.

   While the data being used for this project are sensitive, their analysis will allow the CFSEU-BC to enhance prevention and intervention efforts for at-risk individuals by informing policy and helping programs aimed at preventing British Columbians from entering into a criminal lifestyle. As mentioned above, these efforts aim to protect the lives and wellbeing of those at risk.

4. Alternatives: The PRIME and CPIC data being provided by the CFSEU-BC are records that are only available from the Royal Canadian Mounted Police (RCMP) in British Columbia. There is no alternative source for this data currently available to Statistics Canada other than contacting each of the regional RCMP detachments individually. Collecting this information directly from the victims would create an increased and undue burden on the victims and is not possible in all cases.

Mitigation factors

Information that will be provided by the CFSEU-BC for this analysis includes:

• names
• date of birth
• race
• last known address or minimum postal code
• criminal convictions
• criminal charges
• outstanding warrants and charges
• records of discharge

These data are sensitive as they concern the victims of gang-related homicide and gang-related assisted homicide, and may include data on minors.

The overall risk of harm to the survey respondents has been deemed manageable with existing Statistics Canada safeguards that are described in Statistics Canada's Generic Privacy Impact Assessment, of which the following is of particular importance for this project: upon receipt of the files, personal identifiers will be separated from the other data and replaced with an anonymized linkage key. The personal identifiers will be stored securely and separately from the analytical file and will be available only to the project team at Statistics Canada on a need-to-know basis.

It should be noted that no investigative file information will be disclosed by the CFSEU-BC to Statistics Canada, and Statistics Canada will not be providing any identifiers to the CFSEU-BC. The data will only be used for research purposes (i.e., analysis and the development of aggregate reports for publication), and will not be used for administrative, investigative, or operational purposes.

Conclusion

This assessment concludes that, with the existing Statistics Canada safeguards, any remaining risks are such that Statistics Canada is prepared to accept and manage the risk.

References

• Adams Jennifer J, Pizarro Jesenia M. "Patterns of Specialization and Escalation in the Criminal Careers of Gang and Non-Gang Homicide Offenders." Criminal Justice and Behaviour 41, no. 2 (2013): 237-255.
• Babchishin, K.M., Keown, L-A., & Mularczyk, K.P. Economic outcomes of Canadian federal offenders. Public Safety Canada, 2021.
• Boyce Jillian, Te Sun, Brennan Shannon. Economic profiles of offenders in Saskatchewan. Juristat, Statistics Canada, 2018.
• C., Pyrooz David. "From Colors and Guns to Caps and Gowns? The Effects of Gang Membership on Educational Attainment." Journal of Research in Crime and Delinquency 51, no. 1 (2014): 56-87.
• Felson RB, Staff J. "Committing Economic Crime for Drug Money." Crime and Delinquency 63, no. 4 (2017): 375-390.
• Ibrahim, Dyna. Violent victimization, discrimination and perceptions of safety: An immigrant perspective, Canada, 2014. Juristat, Statistics Canada, 2018.
• May JP, Hemenway D, Hall A. "Do criminals go to the hospital when they are shot?" Injury Prevention 8 (2002): 236-238.

Acronyms used:

CCJCSS

Canadian Centre for Justice and Community Safety Statistics

CISWS

Centre for Income and Socioeconomics Well-being Statistics

CLMI

Centre for Labour Market Information

CPHD

Centre for Population Health Data

CCES

Canadian Centre for Education Statistics

DSS

Diversity and Sociocultural Statistics

COD

Census Operations Division

In line with the Government of Canada's priority to make more detailed data accessible on gender and diversity characteristics to support and inform the development of equitable policies and programs, Budget 2018 committed funds for Statistics Canada to create the Centre for Gender, Diversity and Inclusion Statistics (CGDIS). While the original focus of the CGDIS was mainly on Gender-based Analysis Plus (GBA Plus), the scope and mandate broadened over time and now include other groups such as 2SLGBTQI+ and racialized groups.

Through its work, the CGDIS aims to:

• Address important gaps in available data and analysis to make detailed data accessible for increased analysis on gender, diversity and inclusion (GDI) in Canada;
• Support data development and capacity-building strategies to measure GDI outcomes; and
• Increase knowledge and capacity on GDI.

These measures extend to conducting intersectional analyses and contributing to training initiatives that will help build an understanding of the barriers that different groups face and how best to support them with evidence-based policies.

The CGDIS strives to achieve its mandate through the following three objectives:

• Reporting to Canadians about the state and progress of GDI in Canada;
• Generating new information to increase knowledge and develop new concepts and measures to address intersecting identity characteristics; and
• Building statistical capacity to increase knowledge of GDI and GBA Plus.

Moreover, as Statistics Canada's centre of excellence for GDI-related data, the CGDIS has also been assigned a key role in supporting the Disaggregated Data Action Plan, which aims to fill data and knowledge gaps around GDI.

This evaluation was conducted by Statistics Canada in accordance with the Treasury Board Policy on Results and Statistics Canada's Integrated Risk-Based Audit and Evaluation Plan (2021/2022 to 2025/2026). The objective of the evaluation is to assess the relevance of the CGDIS, its effectiveness in achieving intended results and its readiness to move forward. Effectiveness was examined in terms of its progress towards its objectives.

The CGDIS made progress on all three key objectives and has met the key deliverables outlined in its strategic proposal. The Gender, Diversity and Inclusion Statistics (GDIS) Hub was launched in September 2018, and the Centre delivered several products over the period. In addition, GBA Plus training material was developed in collaboration with Women and Gender Equality Canada and the Canada School of Public Service, and hub tours were delivered.

The CGDIS' engagement strategy promoted the awareness and use of the GDIS Hub and related products but mainly among federal government organizations (FGOs). Overall, the CGDIS met the needs of most FGOs, particularly those who were regular clients of the Centre. While the needs of non-FGOs were met to a lesser extent, most of them still supported the work of the CGDIS and underscored the importance of the GDIS Hub. Data needs varied across user groups, but they all expressed a desire to have more disaggregated data to better understand the intersectionality as opposed to binary interactions. Many opportunities for improvements were also noted for the presentation of data, overall functionality of the Hub and outreach efforts to non-FGOs.

The CGDIS has strategically transformed its organization to adapt and evolve. However, gaps in its overall program management, oversight and capacity are risks. Having robust planning and prioritization processes, relevant performance measurement, clearly defined roles and responsibilities, and proper governance are key considerations as the CGDIS moves forward. A more strategic targeted approach is also required to improve outreach and engagement with non-FGOs.

The evaluation proposed the following three recommendations:

Recommendation 1

The Assistant Chief Statistician, Social, Health and Labour Statistics Field (Field 8), should ensure that the CGDIS:

• Establishes a recurring activity prioritization and decision-making process at the CGDIS level which would facilitate the ongoing review and rebalancing of activities; and
• Develops and implements key performance measures that will support the monitoring of activities in view of the objectives set forth by the Centre.

Recommendation 2

The Assistant Chief Statistician, Social, Health and Labour Statistics Field (Field 8), should ensure that the CGDIS:

• Establishes or leverages a senior-level governance body to provide guidance; and
• Formalizes roles and responsibilities with internal partners such as other program areas.

Recommendation 3

The Assistant Chief Statistician, Social, Health and Labour Statistics Field (Field 8), should ensure that the CGDIS takes steps to broaden and enhance its outreach, consultation and engagement efforts to include external non-FGO stakeholders.

Evaluation Report

August 2023

How the report is structured

• The report in short
• Acronyms and abbreviations
• What is covered
• What we learned
  • 1. Effectiveness: Progress towards objectives
  • 2. Effectiveness and relevance: Awareness and usefulness
  • 3. Moving forward
• How to improve the Centre
• Management response and action plan
• Appendix A: Examples of data needs on intersectionality
• Appendix B: Suggested improvements to the Gender, Diversity and Inclusion Statistics Hub

The report in short

In line with the Government of Canada's priority to make more detailed data accessible on gender and diversity characteristics to support and inform the development of equitable policies and programs, Budget 2018 committed funds for Statistics Canada to create the Centre for Gender, Diversity and Inclusion Statistics (CGDIS). While the original focus of the CGDIS was mainly on Gender-based Analysis Plus (GBA Plus), the scope and mandate broadened over time and now include other groups such as 2SLGBTQI+ and racialized groups.

Through its work, the CGDIS aims to:

• Address important gaps in available data and analysis to make detailed data accessible for increased analysis on gender, diversity and inclusion (GDI) in Canada;
• Support data development and capacity-building strategies to measure GDI outcomes; and
• Increase knowledge and capacity on GDI.

These measures extend to conducting intersectional analyses and contributing to training initiatives that will help build an understanding of the barriers that different groups face and how best to support them with evidence-based policies.

The CGDIS strives to achieve its mandate through the following three objectives:

1. Reporting to Canadians about the state and progress of GDI in Canada;
2. Generating new information to increase knowledge and develop new concepts and measures to address intersecting identity characteristics; and
3. Building statistical capacity to increase knowledge of GDI and GBA Plus.

Moreover, as Statistics Canada's centre of excellence for GDI-related data, the CGDIS has also been assigned a key role in supporting the Disaggregated Data Action Plan, which aims to fill data and knowledge gaps around GDI.

This evaluation was conducted by Statistics Canada in accordance with the Treasury Board Policy on Results and Statistics Canada's Integrated Risk-Based Audit and Evaluation Plan (2021/2022 to 2025/2026). The objective of the evaluation is to assess the relevance of the CGDIS, its effectiveness in achieving intended results and its readiness to move forward. Effectiveness was examined in terms of its progress towards its objectives.

The evaluation methodology consisted of a document review and interviews. Interviews were conducted with Statistics Canada's staff (i.e., CGDIS staff, staff from other divisions that partnered or worked with the CGDIS, and regional staff), as well as with partners and users external to Statistics Canada. The findings outlined in this report are based on the triangulation of these data collection methods.

Key findings and recommendations

The CGDIS made progress on all three key objectives and has met the key deliverables outlined in its strategic proposal. The Gender, Diversity and Inclusion Statistics (GDIS) Hub was launched in September 2018, and the Centre delivered several products over the period. In addition, GBA Plus training material was developed in collaboration with Women and Gender Equality Canada and the Canada School of Public Service, and hub tours were delivered.

The CGDIS' engagement strategy promoted the awareness and use of the GDIS Hub and related products but mainly among federal government organizations (FGOs). Overall, the CGDIS met the needs of most FGOs, particularly those who were regular clients of the Centre. While the needs of non-FGOs were met to a lesser extent, most of them still supported the work of the CGDIS and underscored the importance of the GDIS Hub. Data needs varied across user groups, but they all expressed a desire to have more disaggregated data to better understand the intersectionality as opposed to binary interactions. Many opportunities for improvements were also noted for the presentation of data, overall functionality of the Hub and outreach efforts to non-FGOs.

The CGDIS has strategically transformed its organization to adapt and evolve. However, gaps in its overall program management, oversight and capacity are risks. Having robust planning and prioritization processes, relevant performance measurement, clearly defined roles and responsibilities, and proper governance are key considerations as the CGDIS moves forward. A more strategic targeted approach is also required to improve outreach and engagement with non-FGOs.

In light of these findings, the following recommendations are proposed:

Recommendation 1

The Assistant Chief Statistician, Social, Health and Labour Statistics Field (Field 8), should ensure that the CGDIS:

• Establishes a recurring activity prioritization and decision-making process at the CGDIS level which would facilitate the ongoing review and rebalancing of activities; and
• Develops and implements key performance measures that will support the monitoring of activities in view of the objectives set forth by the Centre.

Recommendation 2

The Assistant Chief Statistician, Social, Health and Labour Statistics Field (Field 8), should ensure that the CGDIS:

• Establishes or leverages a senior-level governance body to provide guidance; and
• Formalizes roles and responsibilities with internal partners such as other program areas.

Recommendation 3

The Assistant Chief Statistician, Social, Health and Labour Statistics Field (Field 8), should ensure that the CGDIS takes steps to broaden and enhance its outreach, consultation and engagement efforts to include external non-FGO stakeholders.

Acronyms and abbreviations

CGDIS

Centre for Gender, Diversity and Inclusion Statistics

DDAP

Disaggregated Data Action Plan

FGO

Federal government organization

GBA Plus

Gender-based Analysis Plus

GDI

Gender, diversity and inclusion

GDIS

Gender, Diversity and Inclusion Statistics

2SLGBTQI+

Two-spirit, lesbian, gay, bisexual, transgender, queer, intersex and additional sexually and gender diverse

WAGE

Women and Gender Equality Canada

What is covered

The evaluation was conducted in accordance with the Treasury Board Policy on Results and Statistics Canada's Integrated Risk-Based Audit and Evaluation Plan (2021/2022 to 2025/2026). The objective of the evaluation is to assess the relevance of the Centre for Gender, Diversity and Inclusion Statistics (CGDIS), its effectiveness in achieving intended results and its readiness to move forward. Effectiveness was examined in terms of its progress towards its objectives.

The Centre for Gender, Diversity and Inclusion Statistics

Mandate and objectives

In line with the Government of Canada's priority to make more detailed data accessible on gender and diversity characteristics to support and inform the development of equitable policies and programs, Budget 2018 committed funds for Statistics Canada to create the CGDIS. While the original focus of the Centre was mainly on Gender-based Analysis Plus (GBA Plus)^{Footnote 1}, the scope and mandate broadened over time and now include other groups such as 2SLGBTQI+ and racialized groups.

Through its work, the CGDIS aims to:

• Address important gaps in available data and analysis to make detailed data accessible for increased analysis on gender, diversity and inclusion (GDI);
• Support data development and capacity-building strategies to measure GDI outcomes; and
• Increase knowledge and capacity on GDI in Canada.

These measures extend to conducting intersectional analyses and contributing to training initiatives that will help build an understanding of the barriers that different groups face and how best to support them with evidence-based policies.

The CGDIS strives to achieve its mandate through the following three objectives:

1. Reporting to Canadians about the state and progress of GDI in Canada;
2. Generating new information to increase knowledge and develop new concepts and measures to address intersecting identity characteristics; and
3. Building statistical capacity to increase knowledge of GDI and GBA Plus.

Budget 2021 also committed funds to Statistics Canada to implement the Disaggregated Data Action Plan (DDAP), which aims to fill data and knowledge gaps around GDI. The funding is intended to enhance statistics on diverse populations and support more representative data collection. In doing so, the DDAP is expected to support the Government's and society's efforts to address gender gaps and systemic racism. As Statistics Canada's centre of excellence for GDI-related data, the CGDIS has also been assigned a key role in supporting the DDAP.

Key activities

Table 1 below highlights the CGDIS' key activities under each of its three objectives, including examples of actions.

Structure

As depicted by Figure 1, the CGDIS is led by an assistant director who reports to the Director of the Diversity and Sociocultural Statistics Division. The division falls under the responsibility of the Director General of the Justice, Diversity and Population Statistics Branch, which is within the Social, Health and Labour Statistics Field.

At the time of the evaluation, the CGDIS was comprised of the following two sections^{Footnote 2}:

• Leadership, Engagement and Partnership; and
• Research, Analysis and Subject Matter.

Both sections directly mirrored the three key objectives of the CGDIS. The Leadership, Engagement and Partnership section largely delivered on the CGDIS' Reporting to Canadians and Building statistical capacity objectives, while the Research, Analysis and Subject Matter section largely delivered on the Generating new information objective.

The Leadership, Engagement and Partnership section was responsible for updating and maintaining the GDIS Hub, delivering GDIS Hub tours, conducting engagement and outreach activities, and holding consultations to ensure that the Hub is meeting the needs of users.

The Research, Analysis and Subject Matter section consisted of two teams, each led by a chief:

• Gender Research and GBA Plus Corporate Reporting; and
• Immigration and Ethnocultural Statistics and the DDAP Secretariat.

The GBA Plus Corporate Reporting team was established to respond to corporate requests, including reviewing documents such as Treasury Board submissions, and to ensure that the GBA Plus lens and analysis were complete and integrated. Immigration and Ethnocultural Statistics was previously a centre on its own at Statistics Canada; however, because of the broadening mandate of the CGDIS and the resulting overlap, it was subsequently integrated into the CGDIS. Finally, the DDAP Secretariat, responsible for monitoring the implementation of the DDAP across Statistics Canada, was added.

To help with the high volume of requests that the CGDIS receives, a SWAT Team was established to channel ad hoc and urgent requests to the appropriate areas in the Centre for action. However, since the SWAT Team does not have the authority to assign requests to other divisions within or outside the field, it is dependent on their availability to help.

The evaluation

The scope of the evaluation included the key activities of the CGDIS, which support its three objectives (namely, reporting to Canadians, generating new information and building statistical capacity). Nonetheless, activities undertaken by the CGDIS beyond the three objectives were also captured to provide a complete picture of the activities performed by the Centre.

The scope was established in consultation with CGDIS management.

The evaluation was conducted from January to November 2022. The three evaluation issues and questions that were identified for review are outlined in Table 2.

Guided by a utilization-focused evaluation approach, the data collection methods outlined in Figure 2 were used.

Three main limitations were identified, and mitigation strategies were employed, as outlined in Table 3.

What we learned

1. Effectiveness: Progress towards objectives

Summary

The CGDIS made progress on all three key objectives and has met the key deliverables outlined in its strategic proposal. The GDIS Hub was launched in September 2018, and the Centre delivered several products over the period. In addition, GBA Plus training materials were developed in collaboration with Women and Gender Equality Canada (WAGE) and the Canada School of Public Service, and hub tours were delivered.

One of the CGDIS key deliverables is the GDIS Hub. Launched in 2018, the Hub brings together GDI data from several Statistics Canada sources and presents the information in a single interactive analytical environment.

When the CGDIS was first established, its key activities were set forth by senior management and guided by the original mandate of its strategic proposal, namely, to deliver the GDIS Hub and to provide GBA Plus information.

The GDIS Hub is a platform on the Statistics Canada website which brings together GDI-related data from several Statistics Canada sources and presents the information in a single interactive analytical environment. It provides users with consolidated access to research and detailed statistical information. It also includes links to recent releases, key indicators, a data visualization tool, infographics, information on the DDAP and engagement opportunities.

Subject-specific pages within the GDIS Hub include:

• accessibility statistics, which are produced in collaboration with Employment and Social Development Canada;
• the Sex, Gender and Sexual Orientation Statistics Hub, which includes indicators for the Gender Results Framework;
• the Dimensions of Poverty Hub;
• immigration and ethnocultural diversity statistics;
• statistics on Indigenous peoples;
• language statistics;
• statistics on older adults and population aging; and
• rural Canada statistics.

While the original scope was for the CGDIS to create a statistical hub that would present data and products on the topic of gender, the GDIS Hub has expanded to include the concepts of diversity and inclusion.

The planning and development of the GDIS Hub began during the summer of 2018, and the launch took place in September 2018. The CGDIS was required to launch the Hub six weeks after the Centre was first established; given the short turnaround, no formal consultations took place with stakeholders. However, a crowdsourcing consultation did take place soon after the launch to gather input from Canadians to inform continued development.

In addition to the GDIS Hub, the Centre delivered many products and services under each of its three key objectives. These included GBA Plus training materials, which were developed in collaboration with WAGE and the Canada School of Public Service, and hub tours.

In addition to the creation, launch and upgrade of the GDIS Hub, the Centre has delivered many other products and services under each of its three objectives.

Under the Reporting to Canadians objective, the CGDIS launched the newly developed Sex, Gender and Sexual Orientation Statistics Hub; included a DDAP tile within the GDIS Hub; and tracked the 29 indicators for the Gender Results Framework^{Footnote 3}.

Under Generating new information, the CGDIS delivered the portrait of Canada's Black population; developed products pertaining to definitions and addressing measurement issues with respect to racism and discrimination; undertook and released research and analytical products under letters of agreement with other federal government organizations (FGOs); and produced infographics to augment the presentation of related data.

Finally, under its Building statistical capacity objective, the CGDIS established Statistics Canada's GBA Plus Responsibility Network to further spread GBA Plus knowledge and awareness across the agency and to support timeliness with corporate requests with GBA Plus components (e.g., GBA Plus annexes in funding proposals). The CGDIS also provided GDIS Hub tours, which are training sessions that walk participants through the GDIS Hub's different features and information. It also developed GBA Plus training material in collaboration with WAGE and the Canada School of Public Service.

It was also noted that the CGDIS has met the key implementation milestones in its strategic proposal and that targets in its performance measurement framework were either being met or were under development. With the key deliverables from the proposal met, activities evolved to correspond with the Centre's expanding scope and mandate.

2. Effectiveness and relevance: Awareness and usefulness

Summary

The CGDIS' engagement strategy promoted the awareness and use of the GDIS Hub and related products but mainly among FGOs. Overall, the CGDIS met the needs of most FGOs, particularly those who were regular clients of the Centre. While the needs of non-FGOs were met to a lesser extent, most of them still supported the work of the CGDIS and underscored the importance of the GDIS Hub. Data needs varied across user groups, but they all expressed a desire to have more disaggregated data to better understand the intersectionality as opposed to binary interactions. Many opportunities for improvements were also noted for the presentation of data, overall functionality of the Hub and outreach efforts to non-FGOs.

The CGDIS promoted the awareness of the GDIS Hub by engaging external stakeholders in various ways; many communication channels, both formal and informal, and social media platforms were leveraged.

The CGDIS engaged external stakeholders in various ways and leveraged many communication channels. This included the ongoing engagement of existing clients (e.g., WAGE, Canadian Heritage), where regular discussions took place to collaboratively identify research priorities to fill data gaps and create new GDI products. One of the various GDI initiatives the Centre is involved in is the Justice Data Modernization initiative, which is a data and research initiative led by the Department of Justice Canada and Statistics Canada to improve the collection and use of disaggregated data in view of addressing the over-representation of Indigenous, Black and racialized people in the criminal justice system.

The CGDIS also participates in various committees, networks and working groups, such as the Sexual Orientation Standards Working Group, which conducts consultations with various stakeholders, including 2SLGBTQI+ experts, academic groups and the general public. The CGDIS also engaged external stakeholders through Statistics Canada's regional representatives, who serve as a point of contact between the public and the agency. For example, the CGDIS delivered a series of webinars for the Library of Parliament through this channel. The Centre also maintains a social media presence reaching out to the public on several digital platforms.

The CGDIS' engagement strategy promoted the awareness of the GDIS Hub and research and analytical products, particularly among interviewees from FGOs who had worked with the Centre.

Most external interviewees, especially users from FGOs who had worked directly with the CGDIS either as a client of the Centre, were aware of the GDIS Hub and the CGDIS' research and analytical products either through a letter of agreement/memorandum of understanding, or as a partner helping to develop analytical products or provide input. Most were made aware of the CGDIS through colleagues, or through the various official messages (e.g.: Budget 2018 or the email announcing the CGDIS' launch) or from the notifications from Statistics Canada's official release bulletin, The Daily. Some also discovered the GDIS Hub and the research and analytical products by navigating through Statistics Canada's website or via an Internet search engine, such as Google.

Nearly all of those who were aware of the GDIS Hub or the CGDIS' research and analytical products have used them. However, the frequency of use reported by users of the GDIS Hub varied greatly. Some used it daily, while others reported that they use it only occasionally. The few who did not use the Hub had access to other sources of data to conduct their work. A few interviewees mentioned that they were uncertain whether the research and analytical products they accessed were from the CGDIS.

Notes: Among the external interviewees, 70% (n=30) were from federal government organizations (FGOs), who were the main target audience for the Gender, Diversity and Inclusion Statistics (GDIS) Hub.

Most external interviewees were unaware of training and learning opportunities.

The CGDIS partnered with FGOs to build and enhance the statistical knowledge and literacy of policy analysts and researchers on GDI by contributing to various learning activities. These included collaborating with WAGE and the Canada School of Public Service to develop training material for GBA Plus courses, conducting GDIS Hub tours, delivering workshops (e.g., data interpretation workshops), and presenting to specific user groups (e.g., webinars to researchers of the Library of Parliament).

However, there was a gap in the awareness of the training and learning opportunities. Nearly all the interviewees from non-FGOs and 67% of the interviewees from FGOs were unaware of the GDIS Hub tours and learning activities provided by the CGDIS. All the interviewees who had participated in the hub tours were from FGOs who were either clients of the CGDIS or had partnered with it.

Furthermore, while the hub tours were offered to promote the GDIS Hub when it was launched, they were no longer promoted afterwards but were available upon request only. Many external interviewees, from both FGOs and non-FGOs, indicated that they and their teams would have benefitted from the hub tours, workshops and presentations.

Overall, the CGDIS met the needs of most interviewees from FGOs, particularly those who were ongoing, regular clients of the Centre; many noted that without the Hub and the research and analytical products, their ability to carry out their work effectively and efficiently would be greatly hindered.

Interviewees from FGOs used the GDIS Hub and the CGDIS' research and analytical products to support their work in advancing their organizational agenda on GDI. This work included meeting organizational requirements on GBA Plus, analyzing the implications of policies and programs through a GBA Plus or GDI lens, and informing various governmental initiatives on GDI-related matters.

Many of the interviewees from FGOs reported that without the GDIS Hub and the research and analytical products, their ability to carry out their work efficiently would have been greatly hindered. Those who participated in the hub tours or training provided by the CGDIS also reported that these sessions helped to reduce the learning curve on aspects of their work, such as finding specific GDI data.

While the needs of interviewees from non-FGOs were met to a lesser extent than those from FGOs, most of them still supported the work of the CGDIS and underscored the importance of the GDIS Hub.

Interviewees from non-FGOs, such as those from academia and not-for-profit organizations, also used the GDIS Hub and the research and analytical products to support their various GDI data needs. These needs included conducting research, monitoring GDI trends and related impacts on different groups, providing information for decision-making to their stakeholders, teaching and raising awareness, communicating with the media, and complementing other data sources.

Although the CGDIS did meet some of the needs of non-FGOs, it was to a lesser extent than for those from FGOs. Nonetheless, nearly all still supported the work of the CGDIS and underscored the importance of the GDIS Hub. Some noted that the GDIS Hub was particularly crucial for smaller not-for-profit organizations which lack the capacity to perform their own extensive analyses due to limited resources. For these organizations, the GDIS Hub provided quick access to some GDI data that supported their work.

Overall, despite some of its limitations, many interviewees noted that the GDIS Hub made GDI data more accessible to Canadians. For some interviewees, not having the GDIS Hub would be detrimental to their work in advancing GDI. One interviewee mentioned that without the Hub, Statistics Canada's reputation as a supporter of the Government of Canada's GDI priority could be undermined.

Although specific data needs varied across user groups, the general consensus was a desire for more disaggregated data to better understand the intersectionality as opposed to binary interactions.

External interviewees identified data needs for at least the following six different population groups: gender groups, racialized groups, Indigenous peoples, immigrants and newcomers, persons with disabilities, and 2SLGBTQI+ groups.

For these population groups, external interviewees were mostly interested in having data on the following six dimensions: population and demography, including sexual orientation as a demographic variable; health and health care; labour and employment; income and wealth; housing and community; and violence and abuse.

Almost all external interviewees expressed a desire to better understand the intersectionality between these various dimensions and their impact on sub-population groups (for example, being able to make a statement such as the following: "The general population experience is […], which is amplified for populations who are also members of the 2SLGBTQI+ community, and further amplified for members who are Black and living with disabilities"). At the same time, some interviewees recognized that it would not always be possible to obtain their desired level of disaggregated data given the need for confidentiality to be protected by Statistics Canada. While Statistics Canada strives to produce more detailed information, it must also ensure confidentiality and privacy are maintained.

Table 4 in Appendix A provides examples of data needs on intersectionality identified by external interviewees.

Several opportunities were identified to enhance the GDIS Hub and its content.

While the GDIS Hub was initially launched in 2018 without client testing or consultation, it was later updated in 2021 to reflect the feedback gathered from a crowdsourcing consultation conducted in 2018, as well as the CGDIS' expanded scope. While some interviewees noted improvements to the GDIS Hub, they largely pertained to the quantity of information.

Many interviewees, particularly those from non-FGOs, identified opportunities for improvement regarding how data were presented in the GDIS Hub. One area for improvement was terminology. For example, many noted the need to have more clarity and consistency on terms such as "community," "ethnocultural group," "visible minority" and "racialized." Furthermore, it was mentioned that there are instances where the GDIS Hub's definitions are inconsistent with other parts of the Statistics Canada website. For example, "non-binary gender identities" is used in one area and "male or female" is used in another. Finally, some interviewees also pointed out the importance of not conflating certain GDI concepts, such as lumping "persons with disabilities" under "accessibility" or "sexual orientation" under "gender identities."

For many, timeliness is one of the GDIS Hub's main challenges, as nearly real-time data are what is desired. For example, labour market information that is one or two years old was viewed as being not useful for planning purposes. Interviewees also noted that some features or data in the Hub are not kept up to date, rendering the information unreliable or irrelevant.

Some interviewees noted that the data presented could be more useful if they were supplemented with contextual information, such as an introductory paragraph, background information or footnotes. Supporting information is deemed necessary to help users better understand the social and cultural dimensions of inequity issues for certain population groups. Data alone without this information could be misinterpreted or misused.

Many of the interviewees, particularly those from non-FGOs, did not find the GDIS Hub to be user-friendly. Most noted that it was difficult to find the information that they needed. As such, several opportunities were identified to enhance the user experience by improving the GDIS Hub's overall functionality. One of the areas for enhancement pertained to its design and layout, such as how the GDIS Hub is organized visually and its ease of navigation. Another area was improving the Hub's search function so that users could find the information they are looking for more easily. The final key enhancement was the use of more data visualization tools, such as infographics and charts.

Table 5 in Appendix B provides further examples of improvements to the GDIS Hub suggested by external interviewees.

It is important to note that many aspects of the Hub fall outside the control of the CGDIS; technically and functionally, the Hub (and more broadly the Statistics Canada website) is based on corporate solutions supported by corporate resources, and content from other parts of Statistics Canada falls under the responsibility of those groups. For example, the presentation of the data and the overall functionality of the Hub are dependent on the structure of the website and availability of information technology resources, which are factors beyond the control of the CGDIS. In addition, the current Statistics Canada website follows a subject structure that does not include the representative groups and the intersectional identity factors.

Outreach efforts to non-FGOs could be improved.

Most interviewees encouraged the CGDIS to enhance its outreach efforts to further promote awareness of the Hub and related products and services. Opportunities for improvement in this area included having more frequent communication on GDIS Hub updates. Having a sign-up option in the Hub for users to receive updates would help support this enhancement. Having a dedicated point of contact on the Hub for users to ask questions through a live chat function or general mailbox was also suggested.

Another opportunity is for the CGDIS to enhance its outreach efforts to non-FGOs. These non-FGOs include:

• organizations with a social purpose and grassroots organizations;
• academics;
• networks of immigrant employment service and settlement agencies across Canada, many of which have their own provincial or municipal networks;
• immigrant employment councils; and
• chambers of commerce.

These organizations often work directly with local and diverse communities and have their own channels and networks that could be leveraged to help raise awareness of the CGDIS. For example, universities and social science associations such as the Canadian Sociological Association and the Canadian Population Society would be groups that could disseminate information about the CGDIS. Beyond outreach, the CGDIS could develop closer relationships with these organizations to leverage their expertise, experience, networks and ideas.

3. Moving forward

Summary

The CGDIS has strategically transformed its organization to adapt and evolve. However, gaps in its overall program management, oversight and capacity are risks. Having robust planning and prioritization processes, relevant performance measurement, clearly defined roles and responsibilities, and proper governance are key considerations as the CGDIS moves forward. A more strategic targeted approach is also required to improve outreach and engagement with non-FGOs.

Given the broad mandate of the CGDIS and its prominence in the current social and political environment, the demands on the Centre are significant and growing. The Centre receives both external requests from stakeholders and internal requests from senior management and other program areas. It undertakes a vast array of activities, including:

• Providing expertise on frameworks, papers, and definitions and terminology;
• Disseminating data for FGOs through the GDIS Hub;
• Fulfilling contractual work under letters of agreement and memoranda of understanding; and
• Performing a coordination function for interactions between FGOs such as WAGE and other Statistics Canada divisions.

Program areas work with the CGDIS on developing standards and concepts, conducting analyses, disseminating products and infographics, and actioning requests for information and support (both on an ad hoc basis and on an ongoing basis, such as through letters of agreement and memoranda of understanding).

Regarding ad hoc requests that the CGDIS receives, it should be noted that some fall outside of the Centre's three objectives. Examples include some corporate reporting responsibilities and speech and presentation materials for the field. Furthermore, the Centre also receives requests that are not related to its mandate, such as employment equity requests that pertain to human resources. These requests add to the overall burden the Centre faces.

The CGDIS has taken progressive steps to meet its objectives and mature as a Centre; this includes aligning its organizational structure, establishing a SWAT Team and a GBA Plus Corporate Reporting Team, incorporating the DDAP Secretariat, and updating its planning processes.

In exploring the Centre's readiness to meet upcoming challenges, several dimensions of its program management were examined: governance, planning and prioritization, roles and responsibilities, capacity, and connection to stakeholders.

There is no formal governance body to provide guidance to the CGDIS on areas such as priorities, accountabilities, and roles and responsibilities.

The CGDIS follows Statistics Canada's regular governance structure (i.e., Tier 1 committees); the Centre falls under the responsibility of the Diversity and Sociocultural Statistics Division within the Justice, Diversity and Population Statistics Branch. There is no additional oversight, advisory or other formal governance body in place to provide guidance on areas such as priorities, accountabilities, and roles and responsibilities. While the Centre participated in working groups such as the Sexual Orientation Standards Working Group and the DDAP Engagement and Communications Working Group, managed the Advisory Committee on Ethnocultural and Immigration Statistics, and operated the GBA Plus Responsibility Network, none of these provide the Centre with organizational strategic-level guidance.

Several considerations are taken into account by the CGDIS when identifying and prioritizing activities, including alignment with government-wide and agency priorities, input from stakeholders, and obligations under letters of agreement and memoranda of understanding.

The process to identify and prioritize key activities takes place at the division, Centre and section levels. It includes a bottom-up approach whereby input is provided by the sections to management. All levels take similar information into consideration: Government of Canada, Statistics Canada and divisional priorities and objectives; emerging trends; input from clients and internal and external stakeholders; and obligations under letters of agreement and memoranda of understanding. For example, the Research, Analysis, and Subject Matter section has an annual unit research plan that is developed in consultation with its partners (e.g., Canadian Heritage, WAGE and others) and in alignment with Government of Canada and Statistics Canada priorities. At the section level, each section independently identifies and prioritizes its key activities according to its respective objectives and informs management. The sections are ultimately responsible for operationalizing activities.

Working relationships between partner divisions and the CGDIS are mostly informal in nature.

As noted previously, the work of the CGDIS is often intertwined with other areas of Statistics Canada. Leadership, input and support from the CGDIS are viewed as invaluable by internal partners. CGDIS analysts are viewed as subject-matter experts and are often tasked with new requests and activities for cross-cutting work, which frequently overlaps with other program areas. Interviewees noted that this raises some challenges in terms of clarity around accountability, such as who should be the lead. In addition, it was also noted that operational discussions between the CGDIS and other program areas are generally informal in nature and occur at the working level. This may result in varying roles and relationships that are people-dependent; this is a risk given challenges around capacity and an increasing volume of requests.

Finally, while the CGDIS' mandate and objectives are aligned with the DDAP, many interviewees noted that the relationship between the two, including roles and responsibilities, lacked clarity.

A lack of resources was a significant concern; growing demands have placed significant pressure on the Centre.

A lack of capacity and resources to respond to significant and growing demands was a concern identified by many internal interviewees. There was a strong belief that as the scope and volume of work have increased for the CGDIS, capacity and resources have not increased correspondingly. The CGDIS has recognized this and is trying to build up its human resource capacity^{Footnote 4}. However, many reported that it is challenging to find the right complement of individuals with the required skills, lived experiences and agile mindsets.

Some partners and stakeholders noted there were delays for some deliverables from the CGDIS. They also questioned whether the Centre could meet its many demands given its capacity challenges. Additionally, turnover and fatigue among staff were noted by many interviewees. In addition to establishing the SWAT Team, there are also efforts to leverage corporate resources, such as those from the Strategic Engagement Field and the Data Analytics as a Service Division, to help inform the CGDIS' external consultations and to assess the behavioural user experience of the GDIS Hub, respectively.

While the CGDIS maintains good working relationships with its key FGO stakeholders, engagement with those from non-FGOs was lacking.

Overall, the CGDIS is meeting the needs of the FGOs it works with on a regular basis. Regular communication takes place with these stakeholders, and their needs are well understood and are considered in planning. For non-FGOs such as academia and not-for-profit organizations, their needs are being met to a lesser degree. However, the mandate and objectives of the CGDIS still resonated with them.

More recently, the CGDIS has moved to expand and formalize its consultations and engagements. For example, the CGDIS has had consultations on the standard on sexual orientation, and a communication plan on the standard for visible minorities is in development. Some other activities include giving presentations on the GDIS Hub organized through Statistics Canada regional representatives and formally gathering feedback from its training session.

The CGDIS recognizes its engagements and consultations need to be expanded and is currently developing a plan in consultation with the Stakeholder Relations and Engagement Division to identify gaps in addressing external stakeholders' needs, broaden the current pool of users, and inform the next iterations of the GDIS Hub and related CGDIS products and services.

Having robust planning and prioritization processes, relevant performance measurement, clearly defined roles and responsibilities, and proper governance are key considerations as the CGDIS moves forward. A more strategic targeted approach is also required to improve outreach and engagement with non-FGOs.

As Statistics Canada's centre for expertise on GDI statistics, the CGDIS plays a vital role in leading, coordinating and supporting activities in a highly visible evolving domain. Current demands are significant and will increase further under the DDAP. Within this context, proper governance, robust formal planning and prioritization processes, and relevant performance indicators are imperative to efficiently and effectively deliver products and services that align with the needs and priorities of users and stakeholders.

As the CGDIS enhances its planning processes, it should consider establishing a recurring activity prioritization and decision-making process at the CGDIS level. This would allow priorities to be regularly reviewed and rebalanced. The process would include bottom-up input and top-down guidance and facilitate the examination of priorities across and between sections. Supporting the planning and prioritization processes would be a robust performance measurement framework (with indicators and operational metrics) to monitor progress and performance and to highlight areas of challenge, such as capacity.

Given the strong links to other program areas in Statistics Canada, a senior-level governance body to provide guidance on areas of priorities, roles and responsibilities, and accountabilities should be considered. The body should have broad representation so that a more holistic perspective is provided. For example, the new body could help establish accountabilities when requests or projects overlap between the CGDIS and other program areas (i.e., who leads and under what circumstances). In addition, the CGDIS should move to formalize its relationship with other areas to ensure roles and responsibilities are clear and appropriate.

While the CGDIS maintains strong relationships with its key FGOs, the outreach to and engagement of non-FGOs are recognized gaps. While recent activities have tended to be more encompassing, a more strategic targeted approach is required given that non-FGOs are a very diverse group.

How to improve the Centre

Recommendation 1

The Assistant Chief Statistician, Social, Health and Labour Statistics Field (Field 8), should ensure that the CGDIS:

• Establishes a recurring activity prioritization and decision-making process at the CGDIS level which would facilitate the ongoing review and rebalancing of activities; and
• Develops and implements key performance measures that will support the monitoring of activities in view of the objectives set forth by the Centre.

Recommendation 2

The Assistant Chief Statistician, Social, Health and Labour Statistics Field (Field 8), should ensure that the CGDIS:

• Establishes or leverages a senior-level governance body to provide guidance; and
• Formalizes roles and responsibilities with internal partners such as other program areas.

Recommendation 3

The Assistant Chief Statistician, Social, Health and Labour Statistics Field (Field 8), should ensure that the CGDIS takes steps to broaden and enhance its outreach, consultation and engagement efforts to include external non-FGO stakeholders.

Management response and action plan

Recommendation 1

The Assistant Chief Statistician, Social, Health and Labour Statistics Field (Field 8), should ensure that the CGDIS:

• Establishes a recurring activity prioritization and decision-making process at the CGDIS level which would facilitate the ongoing review and rebalancing of activities; and
• Develops and implements key performance measures that will support the monitoring of activities in view of the objectives set forth by the Centre.

Management response

Management agrees with the recommendation.

Recurring activity prioritization and decision-making process

• The CGDIS will establish a recurring activity prioritization and decision-making process that uses a Gantt chart tracker.
• The tracker will support the management of incoming and ad hoc requests, as well as the prioritization of planned activities on an ongoing basis. The tracker will also outline the resources to support these priorities and will be reviewed regularly and readjusted as needed to rebalance activities and in light of changing priorities.
• The tracker will include a ranking of activities (high, medium and low) based on a number of criteria, such as urgency, cost recovery or client-funded, and linkages and interdependencies with other program areas.

Key performance measures

• The CGDIS will develop and implement key performance measures based on SMART (specific, measurable, achievable, relevant and time-bound) principles to monitor its activities, including the reporting on the GBA Plus and DDAP indicators.

Deliverables and timelines

• A centre-wide, recurring prioritization and decision-making process that is supported by a CGDIS project tracker will be delivered by September 2023.
• Pilot measures, which will be adjusted over time, as required, will be delivered by April 2024.

Recommendation 2

The Assistant Chief Statistician, Social, Health and Labour Statistics Field (Field 8), should ensure that the CGDIS:

• Establishes or leverages a senior-level governance body to provide guidance; and
• Formalizes roles and responsibilities with internal partners such as other program areas.

Management response

Management agrees with the recommendation.

Governance

• The CGDIS will leverage an existing governance structure, in particular the DDAP governance, as a governing body to provide guidance and to enable the Centre to align its work better strategically and to enable collaboration with other programs. This will help the Centre to meet emerging needs from its users, as well as align demands based on resources.

Roles and responsibilities

• The CGDIS will formalize its roles and responsibilities in collaboration with internal partners, assess current collaborations, and identify opportunities for further collaboration as needed, with the aim of reducing costs and improving timeliness. As part of this assessment, readiness and capacity of internal partners will also be considered.

Deliverables and timelines

• Updated terms of reference for the DDAP governance reflecting the additional responsibilities will be delivered by October 2023.
• Documented roles and responsibilities developed in collaboration with internal partners will be delivered by April 2024.

Recommendation 3

The Assistant Chief Statistician, Social, Health and Labour Statistics Field (Field 8), should ensure that the CGDIS takes steps to broaden and enhance its outreach, consultation and engagement efforts to include external non-FGO stakeholders.

Management response

Management agrees with the recommendation.

• The CGDIS will continue to maintain the existing engagement with key federal departments. Furthermore, the CGDIS will expand its engagement with community groups.
• The Centre will continue to participate in and use its partners' consultation activities with stakeholders to inform its research priorities.
• The Centre will also develop an engagement plan for non-governmental organizations (which will include a list of organizations and timelines) and undertake regular consultations with external non-governmental organization stakeholders on the Centre's research priorities and emerging issues.
• The engagement plan will use the Engagement Playbook developed by the Stakeholder Relations and Engagement Division.

Deliverables and timelines

• An engagement plan for non-governmental organizations will be approved by the director by August 2023 and refreshed on an annual basis.

Appendix A – Examples of data needs on intersectionality

Appendix B: Suggested improvements to the Gender, Diversity and Inclusion Statistics Hub

Why do we conduct this survey?

The purpose of this survey is to collect up-to-date information on the number of livestock on your agricultural operation. The data are used by agricultural industry analysts and producers to make production and marketing decisions, and by government analysts to monitor the livestock industry and develop agricultural policies in Canada.

Your information may also be used by Statistics Canada for other statistical and research purposes.

Your participation in this survey is required under the authority of the Statistics Act.

Other important information

Authorization to collect this information

Data are collected under the authority of the Statistics Act, Revised Statutes of Canada, 1985, Chapter S-19.

Confidentiality

By law, Statistics Canada is prohibited from releasing any information it collects that could identify any person, business, or organization, unless consent has been given by the respondent, or as permitted by the Statistics Act. Statistics Canada will use the information from this survey for statistical purposes only.

Record linkages

To enhance the data from this survey and to reduce the response burden, Statistics Canada may combine the acquired data with information from other surveys or from administrative sources.

Data-sharing agreements

To reduce respondent burden, Statistics Canada has entered into data-sharing agreements with provincial and territorial statistical agencies and other government organizations, which have agreed to keep the data confidential and use them only for statistical purposes. Statistics Canada will only share data from this survey with those organizations that have demonstrated a requirement to use the data.

Section 11 of the Statistics Act provides for the sharing of information with provincial and territorial statistical agencies that meet certain conditions. These agencies must have the legislative authority to collect the same information, on a mandatory basis, and the legislation must provide substantially the same provisions for confidentiality and penalties for disclosure of confidential information as the Statistics Act. Because these agencies have the legal authority to compel businesses to provide the same information, consent is not requested and businesses may not object to the sharing of the data.

For this survey, there are Section 11 agreements with the provincial statistical agencies of Newfoundland and Labrador, Nova Scotia, New Brunswick, Quebec, Ontario, Manitoba, Saskatchewan, Alberta and British Columbia. The shared data will be limited to information pertaining to business establishments located within the jurisdiction of the respective province.

Section 12 of the Statistics Act provides for the sharing of information with federal, provincial or territorial government organizations. Under Section 12, you may refuse to share your information with any of these organizations by writing a letter of objection to the Chief Statistician, specifying the organizations with which you do not want Statistics Canada to share your data and mailing it to the following address:

Chief Statistician of Canada
Statistics Canada
Attention of Director, Enterprise Statistics Division
150 Tunney's Pasture Driveway
Ottawa, Ontario
K1A 0T6

You may also contact us by email at statcan.esdhelpdesk-dsebureaudedepannage.statcan@statcan.gc.ca or by fax at 613-951-6583.

For this survey, there are Section 12 agreements with the Prince Edward Island statistical agency, the Manitoba Agriculture and Resource Development as well as with the Ontario Ministry of Agriculture, Food and Rural Affairs.

For agreements with provincial and territorial government organizations, the shared data will be limited to information pertaining to business establishments located within the jurisdiction of the respective province or territory.

Business or organization and contact information

1. Verify or provide the business or organization's legal and operating name and correct where needed.

Note: Legal name modifications should only be done to correct a spelling error or typo.

Legal Name

The legal name is one recognized by law, thus it is the name liable for pursuit or for debts incurred by the business or organization. In the case of a corporation, it is the legal name as fixed by its charter or the statute by which the corporation was created.

Modifications to the legal name should only be done to correct a spelling error or typo.

To indicate a legal name of another legal entity you should instead indicate it in question 3 by selecting 'Not currently operational' and then choosing the applicable reason and providing the legal name of this other entity along with any other requested information.

Operating Name

The operating name is a name the business or organization is commonly known as if different from its legal name. The operating name is synonymous with trade name.

• Legal name:
• Operating name (if applicable):

2. Verify or provide the contact information of the designated business or organization contact person for this questionnaire and correct where needed.

Note: The designated contact person is the person who should receive this questionnaire. The designated contact person may not always be the one who actually completes the questionnaire.

• First name:
• Last name:
• Title:
• Preferred language of communication:
  • English
  • French
• Mailing address (number and street):
• City:
• Province, territory or state:
• Postal code or ZIP code:
• Country:
  • Canada
  • United States
• Email address:
• Telephone number (including area code):
• Extension number (if applicable):
  The maximum number of characters is 10.
• Fax number (including area code):

3. Verify or provide the current operational status of the business or organization identified by the legal and operating name above.

• Operational
• Not currently operational
  Why is this business or organization not currently operational?
  • Seasonal operations
    • When did this business or organization close for the season?
      • Date
    • When does this business or organization expect to resume operations?
      • Date
  • Ceased operations
    • When did this business or organization cease operations?
      • Date
    • Why did this business or organization cease operations?
      • Bankruptcy
      • Liquidation
      • Dissolution
      • Other - Specify the other reasons for ceased operations
  • Sold operations
    • When was this business or organization sold?
      • Date
    • What is the legal name of the buyer?
  • Amalgamated with other businesses or organizations
    • When did this business or organization amalgamate?
      • Date
    • What is the legal name of the resulting or continuing business or organization?
    • What are the legal names of the other amalgamated businesses or organizations?
  • Temporarily inactive but will re-open
    • When did this business or organization become temporarily inactive?
      • Date
    • When does this business or organization expect to resume operations?
      • Date
    • Why is this business or organization temporarily inactive?
  • No longer operating due to other reasons
    • When did this business or organization cease operations?
      • Date
    • Why did this business or organization cease operations?

4. Verify or provide the current main activity of the business or organization identified by the legal and operating name above.

Note: The described activity was assigned using the North American Industry Classification System (NAICS).

This question verifies the business or organization's current main activity as classified by the North American Industry Classification System (NAICS). The North American Industry Classification System (NAICS) is an industry classification system developed by the statistical agencies of Canada, Mexico and the United States. Created against the background of the North American Free Trade Agreement, it is designed to provide common definitions of the industrial structure of the three countries and a common statistical framework to facilitate the analysis of the three economies. NAICS is based on supply-side or production-oriented principles, to ensure that industrial data, classified to NAICS, are suitable for the analysis of production-related issues such as industrial performance.

The target entity for which NAICS is designed are businesses and other organizations engaged in the production of goods and services. They include farms, incorporated and unincorporated businesses and government business enterprises. They also include government institutions and agencies engaged in the production of marketed and non-marketed services, as well as organizations such as professional associations and unions and charitable or non-profit organizations and the employees of households.

The associated NAICS should reflect those activities conducted by the business or organizational units targeted by this questionnaire only, as identified in the 'Answering this questionnaire' section and which can be identified by the specified legal and operating name. The main activity is the activity which most defines the targeted business or organization's main purpose or reason for existence. For a business or organization that is for-profit, it is normally the activity that generates the majority of the revenue for the entity.

The NAICS classification contains a limited number of activity classifications; the associated classification might be applicable for this business or organization even if it is not exactly how you would describe this business or organization's main activity.

Please note that any modifications to the main activity through your response to this question might not necessarily be reflected prior to the transmitting of subsequent questionnaires and as a result they may not contain this updated information.

The following is the detailed description including any applicable examples or exclusions for the classification currently associated with this business or organization.

Description and examples

• This is the current main activity
• This is not the current main activity
  Provide a brief but precise description of this business or organization's main activity:
  e.g., breakfast cereal manufacturing, shoe store, software development

Main activity

5. You indicated that [NAICS code] is not the current main activity. Was this business or organization's main activity ever classified as[NAICS description]?

• Yes
  When did the main activity change?
  Date:
• No

6. Search and select the industry activity classification that best corresponds to this business or organization's main activity.

Select this business or organization's activity sector (optional)

• Farming or logging operation
• Construction company or general contractor
• Manufacturer
• Wholesaler
• Retailer
• Provider of passenger or freight transportation
• Provider of investment, savings or insurance products
• Real estate agency, real estate brokerage or leasing company
• Provider of professional, scientific or technical services
• Provider of health care or social services
• Restaurant, bar, hotel, motel or other lodging establishment
• Other sector

7. You have indicated that the current main activity of this business or organization is: Main activity. Are there any other activities that contribute significantly (at least 10%) to this business or organization's revenue?

• Yes, there are other activities
  Provide a brief but precise description of this business or organization's secondary activity:
  e.g., breakfast cereal manufacturing, shoe store, software development
• No, that is the only significant activity

8. Approximately what percentage of this business or organization's revenue is generated by each of the following activities?

When precise figures are not available, provide your best estimates.

Cattle and calves

1. On YYYY-MM-DD do you expect to have any cattle or calves on this operation?

Report all cattle and calves regardless of ownership.

Include:

• those that are boarded, custom-fed or fed under contract
• those that are pastured on a community pasture, grazing co-op or Crown land.

Exclude all cattle and calves kept on a farm, ranch, or feedlot operated by someone else.

Inclusions and exclusions

When answering the livestock questions, please include:

• all livestock on your operation as of YYYY-MM-DD, regardless of ownership, including livestock pastured, custom fed or fed under contract for others
• all livestock owned by the operator and held on Crown land, community pastures and grazing projects.

Exclude livestock which are owned by you but kept on a farm, ranch, or feedlot operated by someone else.

Community pastures, grazing associations, Crown land: a community pasture or grazing reserve can be a federal, provincial or municipal land operated by a manager and rented to livestock producers for pasturing animals at a fixed fee per head. A co-operative grazing association is a group of people who usually incorporate and rent or lease land for a common grazing area.

Note: forest reserves fall under the category of grazing reserve. Crown land is land owned by the government (municipal, provincial or federal) and generally managed by the government. Crown land does not necessarily have to be used for the purpose of grazing livestock, although grazing does take place on Crown land, particularly in British Columbia.

Fed under contract / custom feeding: livestock are fed under a pre-arranged agreement with a company (for example, feed mill) or another producer to feed the cattle or hogs to market weight. Usually the "feed" operator owns the buildings and supplies the labour but does not own the livestock.

Feedlot (cattle): feedlots are operations where livestock are fattened for market. A feedlot operation may own the animals, or may feed them for other operators for a fee, or both.

Note: feedlots are more applicable to cattle.

Feeding and finishing operations (pigs): feeding and finishing operations are applicable to pigs. Hog feeding and finishing operations are operations in which hogs are fed to market weight. Usually there are no breeding sows or boars in these operations other than those culled from a breeding herd, being fattened for slaughter.

Slaughtered for own consumption: if there are any livestock (cattle, hogs, or sheep) which will be slaughtered for personal consumption, include that livestock in inventory counts. For example, if a dairy operator has one pig which will be slaughtered for personal consumption, include this pig in inventory counts.

• Yes
• No

Cattle and calves - Inventory

2. How many of the following do you expect to have on this operation on YYYY-MM-DD?

Include all cattle and calves on this operation, regardless of ownership.

Exclude all cattle and calves kept on a farm, ranch, or feedlot operated by someone else.

Cattle and calves

Bulls: male cattle which have not been castrated, 1 year and over, which are or will be kept for breeding purposes or for slaughter.

Calves: cattle of either sex, under 1 year old.

Calving: a term used when referring to cattle, meaning to give birth.

Cow: female cattle which have calved at least once, being used for the production of dairy or for the reproduction of beef calves. Include "first calf heifers".

Heifers: female cattle over 1 year old which have never calved, used (or to be used) for breeding or fed for slaughter.

Steers: castrated male cattle, 1 year and over, being fed for slaughter.

Cattle and calves - production

3. How many calves were born alive on this operation in the last six months, between YYYY-MM-DD and YYYY-MM-DD?

Cattle and calves

Bulls: male cattle which have not been castrated, 1 year and over, which are or will be kept for breeding purposes or for slaughter.

Calves: cattle of either sex, under 1 year old.

Calving: a term used when referring to cattle, meaning to give birth.

Cow: female cattle which have calved at least once, being used for the production of dairy or for the reproduction of beef calves. Include "first calf heifers".

Heifers: female cattle over 1 year old which have never calved, used (or to be used) for breeding or fed for slaughter.

Steers: castrated male cattle, 1 year and over, being fed for slaughter.

Number of calves:

4. How many cows and heifers do you expect to calve on this operation in the next six months, between YYYY-MM-DD and YYYY-MM-DD?

Cattle and calves

Bulls: male cattle which have not been castrated, 1 year and over, which are or will be kept for breeding purposes or for slaughter.

Calves: cattle of either sex, under 1 year old.

Calving: a term used when referring to cattle, meaning to give birth.

Cow: female cattle which have calved at least once, being used for the production of dairy or for the reproduction of beef calves. Include "first calf heifers".

Heifers: female cattle over 1 year old which have never calved, used (or to be used) for breeding or fed for slaughter.

Steers: castrated male cattle, 1 year and over, being fed for slaughter.

Number of cows and heifers:

Pigs

5. On YYYY-MM-DD do you expect to have any pigs on this operation?

Report all pigs regardless of ownership.

Include:

• those that are boarded, custom-fed or fed under contract
• those that are pastured on a community pasture, grazing co-op or Crown land.

Exclude all pigs kept on a farm, ranch, or feedlot operated by someone else.

Inclusions and exclusions

When answering the livestock questions, please include:

• all livestock on your operation as of YYYY-MM-DD, regardless of ownership, including livestock pastured, custom fed or fed under contract for others
• all livestock owned by the operator and held on Crown land, community pastures and grazing projects.

Exclude livestock which are owned by you but kept on a farm, ranch, or feedlot operated by someone else.

Community pastures, grazing associations, Crown land: a community pasture or grazing reserve can be a federal, provincial or municipal land operated by a manager and rented to livestock producers for pasturing animals at a fixed fee per head. A co-operative grazing association is a group of people who usually incorporate and rent or lease land for a common grazing area.

Note: forest reserves fall under the category of grazing reserve. Crown land is land owned by the government (municipal, provincial or federal) and generally managed by the government. Crown land does not necessarily have to be used for the purpose of grazing livestock, although grazing does take place on Crown land, particularly in British Columbia.

Fed under contract / custom feeding: livestock are fed under a pre-arranged agreement with a company (for example, feed mill) or another producer to feed the cattle or hogs to market weight. Usually the "feed" operator owns the buildings and supplies the labour but does not own the livestock.

Feedlot (cattle): feedlots are operations where livestock are fattened for market. A feedlot operation may own the animals, or may feed them for other operators for a fee, or both.

Note: feedlots are more applicable to cattle.

Feeding and finishing operations (pigs): feeding and finishing operations are applicable to pigs. Hog feeding and finishing operations are operations in which hogs are fed to market weight. Usually there are no breeding sows or boars in these operations other than those culled from a breeding herd, being fattened for slaughter.

Slaughtered for own consumption: if there are any livestock (cattle, hogs, or sheep) which will be slaughtered for personal consumption, include that livestock in inventory counts. For example, if a dairy operator has one pig which will be slaughtered for personal consumption, include this pig in inventory counts.

• Yes
• No
  Were there any pigs on this operation during the last six months, between YYYY-MM-DD and YYYY-MM-DD?

• Yes
• No

Pigs - inventory

6. How many of the following do you expect to have on this operation on YYYY-MM-DD?

Include all pigs on this operation, regardless of ownership.

Exclude all pigs kept on a farm, ranch, or feedlot operated by someone else.

Pigs

Boars: non-castrated male pigs, 6 months and older, used or to be used (or sold) for breeding purposes.

Bred gilts: female pigs which have never farrowed but which have been bred; they are intended for breeding purposes.

Farrowing: term used when referring to pigs, meaning "to give birth".

Feeders: market pigs that are 50 to 119 pounds (23 to 53 kilograms) or 120 to 179 pounds (54 to 81 kilograms).

Note: sometimes referred to as grower pigs.

Finishers: market pigs over 179 pounds (81 kilograms) which are being fed for slaughter.

Gilts: female pigs which have never farrowed and are intended for breeding. Gilts intended for breeding may or may not be bred.

Note: gilts are younger than bred gilts.

Hog: a general term used to describe any type of pig.

Market pigs: consists of "feeders (growers)" and "finishers" which are over 50 pounds (23 kilograms). The general term 'market pigs' is to differentiate from pigs for breeding.

Piglet: a general term used to describe a new born pig.

Slaughter hogs: pigs which are approximately 220 to 240 pounds (100 to 110 kilograms) and are ready to be sold or slaughtered.

Sows: female pigs which have farrowed at least once.

Stillborn: born dead.

Suckling pigs: young pigs under 15 pounds (7 kilograms), which have not been weaned.

Weaners, Weanling, Nursery or Starter: pigs of either sex, 15 to 49 pounds (7 to 22 kilograms), which have recently been weaned.

Weaning: switching a young animal from mother's milk to another source of food.

Pigs - inventory

7. How many of the [number] market pigs are in each of the following categories?

Pigs

Boars: non-castrated male pigs, 6 months and older, used or to be used (or sold) for breeding purposes.

Bred gilts: female pigs which have never farrowed but which have been bred; they are intended for breeding purposes.

Farrowing: term used when referring to pigs, meaning "to give birth".

Feeders: market pigs that are 50 to 119 pounds (23 to 53 kilograms) or 120 to 179 pounds (54 to 81 kilograms).

Note: sometimes referred to as grower pigs.

Finishers: market pigs over 179 pounds (81 kilograms) which are being fed for slaughter.

Gilts: female pigs which have never farrowed and are intended for breeding. Gilts intended for breeding may or may not be bred.

Note: gilts are younger than bred gilts.

Hog: a general term used to describe any type of pig.

Market pigs: consists of "feeders (growers)" and "finishers" which are over 50 pounds (23 kilograms). The general term 'market pigs' is to differentiate from pigs for breeding.

Piglet: a general term used to describe a new born pig.

Slaughter hogs: pigs which are approximately 220 to 240 pounds (100 to 110 kilograms) and are ready to be sold or slaughtered.

Sows: female pigs which have farrowed at least once.

Stillborn: born dead.

Suckling pigs: young pigs under 15 pounds (7 kilograms), which have not been weaned.

Weaners, Weanling, Nursery or Starter: pigs of either sex, 15 to 49 pounds (7 to 22 kilograms), which have recently been weaned.

Weaning: switching a young animal from mother's milk to another source of food.

Pigs - farrowings

8. Please provide the total number of farrowings, the average number of piglets per litter and the total piglets born in the last six months between YYYY-MM-DD and YYYY-MM-DD.

Include pigs born alive and stillborn.

Total number of farrowings: this question is asking to report the total number of farrowings in the last 6 months. If a sow farrowed two times in the last 6 months this would be reported as two farrowings.

Average number of piglets born per litter: this question is asking to report the average number of piglets born per litter during the last 6 months. Some respondents interpret this to mean how many total piglets were born during the last six months. The data we are looking for is the average number of piglets born per sow. For example: If a respondent has 100 sows and each sow has 10 piglets born per litter. The correct response would be on average 10 piglets born per litter. Include piglets born alive and stillborn.

Total piglets born: this question is asking to report the total number of piglets born in the last 6 months. This question is autofilled if the total number of farrowings and the average number of piglets born per litter are reported. Total number of farrowings in the last 6 months multiplied by average number of piglets born per litter equals the total piglets born in the last 6 months. If the respondent is not able to report the total number of farrowings or average number of piglets born, the respondent should manually enter the total number of piglets born in the last 6 months. Include piglets born alive and stillborn.

Total number of farrowings X average number of piglets per litter.

9. Compared with the last six months, do you expect the number of farrowings to increase, decrease, or stay the same in the next six months, between YYYY-MM-DD and YYYY-MM-DD?

Pigs

Boars: non-castrated male pigs, 6 months and older, used or to be used (or sold) for breeding purposes.

Bred gilts: female pigs which have never farrowed but which have been bred; they are intended for breeding purposes.

Farrowing: term used when referring to pigs, meaning "to give birth".

Feeders: market pigs that are 50 to 119 pounds (23 to 53 kilograms) or 120 to 179 pounds (54 to 81 kilograms).

Note: sometimes referred to as grower pigs.

Finishers: market pigs over 179 pounds (81 kilograms) which are being fed for slaughter.

Gilts: female pigs which have never farrowed and are intended for breeding. Gilts intended for breeding may or may not be bred.

Note: gilts are younger than bred gilts.

Hog: a general term used to describe any type of pig.

Market pigs: consists of "feeders (growers)" and "finishers" which are over 50 pounds (23 kilograms). The general term 'market pigs' is to differentiate from pigs for breeding.

Piglet: a general term used to describe a new born pig.

Slaughter hogs: pigs which are approximately 220 to 240 pounds (100 to 110 kilograms) and are ready to be sold or slaughtered.

Sows: female pigs which have farrowed at least once.

Stillborn: born dead.

Suckling pigs: young pigs under 15 pounds (7 kilograms), which have not been weaned.

Weaners, Weanling, Nursery or Starter: pigs of either sex, 15 to 49 pounds (7 to 22 kilograms), which have recently been weaned.

Weaning: switching a young animal from mother's milk to another source of food.

• Increase
  What is the expected percentage increase?
• Decrease
  What is the expected percentage decrease?
• Stay the same

10. Of the [number] piglets born during the last six months, between YYYY-MM-DD and YYYY-MM-DD, what percentage were stillborn, died or were destroyed before weaning?

Pigs

Boars: non-castrated male pigs, 6 months and older, used or to be used (or sold) for breeding purposes.

Bred gilts: female pigs which have never farrowed but which have been bred; they are intended for breeding purposes.

Farrowing: term used when referring to pigs, meaning "to give birth".

Feeders: market pigs that are 50 to 119 pounds (23 to 53 kilograms) or 120 to 179 pounds (54 to 81 kilograms).

Note: sometimes referred to as grower pigs.

Finishers: market pigs over 179 pounds (81 kilograms) which are being fed for slaughter.

Gilts: female pigs which have never farrowed and are intended for breeding. Gilts intended for breeding may or may not be bred.

Note: gilts are younger than bred gilts.

Hog: a general term used to describe any type of pig.

Market pigs: consists of "feeders (growers)" and "finishers" which are over 50 pounds (23 kilograms). The general term 'market pigs' is to differentiate from pigs for breeding.

Piglet: a general term used to describe a new born pig.

Slaughter hogs: pigs which are approximately 220 to 240 pounds (100 to 110 kilograms) and are ready to be sold or slaughtered.

Sows: female pigs which have farrowed at least once.

Stillborn: born dead.

Suckling pigs: young pigs under 15 pounds (7 kilograms), which have not been weaned.

Weaners, Weanling, Nursery or Starter: pigs of either sex, 15 to 49 pounds (7 to 22 kilograms), which have recently been weaned.

Weaning: switching a young animal from mother's milk to another source of food.

Percentage:

Sheep and lambs

11. On YYYY-MM-DD do you expect to have any sheep or lambs on this operation?

Report all sheep or lambs regardless of ownership.

Include:

• those that are boarded, custom-fed or fed under contract
• those that are pastured on a community pasture, grazing co-op or Crown land.

Exclude all sheep and lambs kept on a farm, ranch, or feedlot operated by someone else.

Inclusions and exclusions

When answering the livestock questions, please include:

• all livestock on your operation as of YYYY-MM-DD, regardless of ownership, including livestock pastured, custom fed or fed under contract for others
• all livestock owned by the operator and held on Crown land, community pastures and grazing projects.

Exclude livestock which are owned by you but kept on a farm, ranch, or feedlot operated by someone else.

Community pastures, grazing associations, Crown land: a community pasture or grazing reserve can be a federal, provincial or municipal land operated by a manager and rented to livestock producers for pasturing animals at a fixed fee per head. A co-operative grazing association is a group of people who usually incorporate and rent or lease land for a common grazing area.

Note: forest reserves fall under the category of grazing reserve. Crown land is land owned by the government (municipal, provincial or federal) and generally managed by the government. Crown land does not necessarily have to be used for the purpose of grazing livestock, although grazing does take place on Crown land, particularly in British Columbia.

Fed under contract / custom feeding: livestock are fed under a pre-arranged agreement with a company (for example, feed mill) or another producer to feed the cattle or hogs to market weight. Usually the "feed" operator owns the buildings and supplies the labour but does not own the livestock.

Feedlot (cattle): feedlots are operations where livestock are fattened for market. A feedlot operation may own the animals, or may feed them for other operators for a fee, or both.

Note: feedlots are more applicable to cattle.

Feeding and finishing operations (pigs): feeding and finishing operations are applicable to pigs. Hog feeding and finishing operations are operations in which hogs are fed to market weight. Usually there are no breeding sows or boars in these operations other than those culled from a breeding herd, being fattened for slaughter.

Slaughtered for own consumption: if there are any livestock (cattle, hogs, or sheep) which will be slaughtered for personal consumption, include that livestock in inventory counts. For example, if a dairy operator has one pig which will be slaughtered for personal consumption, include this pig in inventory counts.

• Yes
• No
  Were there any sheep or lambs kept on this operation in the last six months, between YYYY-MM-DD and YYYY-MM-DD?

• Yes
• No

Sheep and lambs - Inventory

12. How many of the following do you expect to have on this operation on YYYY-MM-DD?

Include all sheep or lambs on this operation, regardless of ownership.

Exclude all sheep and lambs kept on a farm, ranch, or feedlot operated by someone else.

Sheep and lambs

Rams: non-castrated male sheep kept for breeding.

Ewes: female sheep kept for breeding.

Replacement lambs: replacement lambs are lambs that are being kept for breeding purposes. Include lambs born on the operation and lambs purchased from other sources. Also include lambs born and still located on the operation that will eventually be sold to other farms for breeding purposes.

Market lambs: market lambs are male or female lambs that are raised with the intent for slaughter.

Sheep and lambs - production

13. How many lambs were born on this operation in the last six months, between YYYY-MM-DD and YYYY-MM-DD?

Include lambs born alive and stillborn.

Sheep and lambs

Rams: non-castrated male sheep kept for breeding.

Ewes: female sheep kept for breeding.

Replacement lambs: replacement lambs are lambs that are being kept for breeding purposes. Include lambs born on the operation and lambs purchased from other sources. Also include lambs born and still located on the operation that will eventually be sold to other farms for breeding purposes.

Market lambs: market lambs are male or female lambs that are raised with the intent for slaughter.

Number of lambs:

14. How many sheep and lambs died on this operation, including those killed by disease or predators, in the last six months, between YYYY-MM-DD and YYYY-MM-DD?

Exclude those slaughtered for meat.

Sheep and lambs

Rams: non-castrated male sheep kept for breeding.

Ewes: female sheep kept for breeding.

Replacement lambs: replacement lambs are lambs that are being kept for breeding purposes. Include lambs born on the operation and lambs purchased from other sources. Also include lambs born and still located on the operation that will eventually be sold to other farms for breeding purposes.

Market lambs: market lambs are male or female lambs that are raised with the intent for slaughter.

Number of sheep and lambs:

15. How many lambs do you expect to be born on this operation in the next six months, between YYYY-MM-DD and YYYY-MM-DD?

Sheep and lambs

Rams: non-castrated male sheep kept for breeding.

Ewes: female sheep kept for breeding.

Replacement lambs: replacement lambs are lambs that are being kept for breeding purposes. Include lambs born on the operation and lambs purchased from other sources. Also include lambs born and still located on the operation that will eventually be sold to other farms for breeding purposes.

Market lambs: market lambs are male or female lambs that are raised with the intent for slaughter.

Number of lambs:

Agricultural production

16. Which of the following agricultural products are currently being produced on this operation?

Select all that apply.

• Field crops
• Hay
• Summerfallow
• Potatoes
• Fruit, berries and nuts
• Vegetables
• Sod
• Nursery products
• Greenhouse products
• Cattle and calves
  Include beef or dairy.
• Pigs
• Sheep and lambs
• Mink
• Fox
• Hens and chickens
• Turkeys
• Maple taps
• Honey bees
• Mushrooms
• Other
  Specify agricultural products:
• Not producing agricultural products

Area in crops

17. What area of this operation is used for the following crops?

Report the areas only once, even if used for more than one crop type.

Exclude land used by others.

Greenhouse area

18. What is the total area under glass, plastic or other protection used for growing plants?

Total area:

Unit of measure:

• square feet
• square metres

Livestock (excluding birds)

19. How many of the following animals are on this operation?

Report all animals on this operation, regardless of ownership, including those that are boarded, custom-fed or fed under contract.

Include all animals kept by this operation, regardless of ownership, that are pastured on a community pasture, grazing co-op or public land.

Exclude animals owned but kept on a farm, ranch or feedlot operated by someone else.

Birds

20. How many of the following birds are on this operation?

Report all poultry on this operation, regardless of ownership, including those grown under contract.

Include poultry for sale and poultry for personal use.

Exclude poultry owned but kept on an operation operated by someone else.

Maple taps

21. What was the total number of taps made on maple trees last spring?

Total number of taps:

Honey bees

22. How many live colonies of honey bees (used for honey production or pollination) are owned by this operation?

Include bees owned, regardless of location.

Number of colonies:

Mushrooms

23. What is the total mushroom growing area (standing footage) on this operation?

Include mushrooms grown using beds, trays, tunnels or logs.

Total area:

Unit of measure:

• square feet
• square metres

Changes or events

1. Indicate any changes or events that affected the reported values for this business or organization, compared with the last reporting period.

Select all that apply.

• Strike or lock-out
• Exchange rate impact
• Price changes in goods or services sold
• Contracting out
• Organizational change
• Price changes in labour or raw materials
• Natural disaster
• Recession
• Change in product line
• Sold business or business units
• Expansion
• New or lost contract
• Plant closures
• Acquisition of business or business units
• Other
  Specify the other changes or events:
• No changes or events

Contact person

1. Statistics Canada may need to contact the person who completed this questionnaire for further information.

Is [Provided Given Names], [Provided Family Name] the best person to contact?

• Yes
• No

Who is the best person to contact about this questionnaire?

• First name:
• Last name:
• Title:
• Email address:
• Telephone number (including area code):
• Extension number (if applicable):
  The maximum number of characters is 5.
• Fax number (including area code):

Feedback

1. How long did it take to complete this questionnaire?

Include the time spent gathering the necessary information.

• Hours:
• Minutes:

2. Do you have any comments about this questionnaire?