STATUTORY STRUCTURE

The Saskatchewan Human Rights Commission is an independent statutory body established under The Saskatchewan Human Rights Code, 2018. The Code provides for the appointment of board members who constitute the Commission, including the designation of a Chief Commissioner and Deputy Chief Commissioner, and assigns specific statutory responsibilities and decision-making authority under the Code to the Chief Commissioner.

 

ROLE OF THE BOARD OF GOVERNORS

The Board of Governors is responsible for the governance of the Saskatchewan Human Rights Commission. Its responsibilities include establishing strategic direction, approving governance policies, overseeing organizational performance, ensuring accountability, and supporting the Commission in fulfilling its statutory mandate. The Board does not participate in the day-to-day administration or operational management of the Commission.

 

ROLE OF THE CHIEF COMMISSIONER

The Chief Commissioner holds a dual role. Firstly, as Chair of the Board of Governors, the Chief Commissioner provides leadership in effective governance of the Commission. In this capacity, the Chief Commissioner facilitates the work of the Board, provides strategic oversight, promotes accountability, and ensures governance discussions remain aligned with the Commission’s statutory mandate.

Secondly, responsibility for the administration and direction of the Commission’s day-to-day operations rests with the Chief Commissioner. The Chief Commissioner delegates this responsibility to the Executive Director who manages the Commission’s operations under the authority of the Chief Commissioner.

 

ROLE OF THE EXECUTIVE DIRECTOR

The Executive Director is responsible for the operational management and administration of the Commission under the leadership and direction of the Chief Commissioner. The Executive Director oversees staff, supports the implementation of the Commission’s strategic and operational priorities, and manages the Commission’s strategic and operational priorities together with its financial, human resources and administration functions. The Executive Director works with the senior leadership team to ensure the effective and efficient delivery of the Commission’s mandate.

 

ADMINISTRATION OF THE COMMISSION

The Chief Commissioner, as the head of the Commission and the person responsible for the direction of its administration, provides the executive leadership through which the Commission’s administrative functions are carried out. Section 22 of the Code provides the statutory foundation for the administration of the Commission. It authorizes the Commission to appoint or employ the officers and employees it considers necessary for the proper conduct of its business and to determine their respective duties and powers.

 

EMPLOYEES OF THE COMMISSION

Employees of the Commission are not government employees and carry out their duties within the Commission’s administrative and operational structure. Staff perform the functions associated with positions and support the Commission in fulfilling its statutory mandate. Employees are managed through the Commission’s established leadership structure with operational direction flowing through the Executive Director in accordance with the overall direction of the Chief Commissioner.

STRATEGIC DIRECTION, CONTINUOUS IMPROVEMENT, AND PROCESS MODERNIZATION

MISSION, VISION, VALUES

The Saskatchewan Human Rights Commission’s work is guided by its 2025-2029 Strategic Plan and a clear commitment to protecting and advancing human rights across Saskatchewan. Our vision is that Saskatchewan will be a national leader in advancing and protecting human rights and the dignity of all people. Our mission is to promote equality, fairness, and inclusion by protecting and educating all people in Saskatchewan about their rights and responsibilities under The Saskatchewan Human Rights Code, 2018.

Throughout 2025-26, our decisions, actions, and service delivery were grounded in our core values of Accountability, Honesty, Integrity, Respect, Trust, and Transparency. These values informed how we engaged with complainants and respondents, supported communities, conducted investigations, and pursued systemic initiatives. By embedding these principles into our operations, the Commission continued to strengthen public confidence in Saskatchewan’s human rights system.

 

2025-2029 STRATEGIC PLAN

The Commission entered the first year of its 2025-2029 Strategic Plan, establishing a clear roadmap for the next four years. The plan is designed to ensure the Commission remains responsive to emerging human rights challenges while continuing to fulfill its legislated mandate effectively and efficiently. The Strategic Plan identifies five overarching goals:

  • To be recognized as a national leader in the protection and promotion of human rights.
  • To be a visible and trusted leader in advancing human rights understanding in communities throughout Saskatchewan.
  • To strengthen public understanding and support for the Commission’s mandate and value proposition.
  • To build a high-performing, well-managed organization supported by skilled and engaged employees.
  • To modernize service delivery through innovation, technology, and digital transformation.

The Strategic Plan serves as the foundation for annual operational planning, performance measurement, and organizational decision-making.

 

ORGANIZATIONAL PRIORITIES

During the 2025-26 fiscal year, the Commission focused on several key organizational priorities that support both its strategic goals and legislated mandate. A major priority was shifting toward a more proactive and preventative approach to human rights protection. Through expanded public education, employer outreach, community engagement, and systemic initiatives, the Commission sought to address discrimination before it escalated into formal complaints.

Internally, the Commission emphasized performance management, accountability, staff development, and organizational effectiveness to ensure resources were aligned with strategic objectives and public expectations.

 

PROCESS IMPROVEMENTS

Continuous improvement remained a key organizational focus throughout the fiscal year. The Commission continued reviewing its service delivery model with the objective of achieving the shortest time to best decision while ensuring fairness, transparency, and procedural integrity.

Efforts were directed toward streamlining complaint intake, strengthening early resolution opportunities, and enhancing mediation as a timely and effective dispute-resolution mechanism. The Commission also expanded employer support services through the launch of the Business Help Centre, providing practical tools, guidance, and resources designed to prevent human rights issues before they arise.

Lessons learned from complaint resolution, litigation, systemic initiatives, and stakeholder engagement were incorporated into operational planning to improve responsiveness, consistency, and service quality across all areas of the organization.

 

DATA MODERNIZATION

The Commission continued advancing its commitment to modernization through increased use of digital tools, data-informed decision-making, and improved public access to information.

Key initiatives included the expansion of online resources through the Business Help Centre, increased digital outreach through LinkedIn and other online platforms, and ongoing assessment of technology solutions that can improve service delivery and reporting capabilities.

Consistent with the Strategic Plan, the Commission also explored opportunities to modernize records management and data collection processes, including consideration of future customer relationship management solutions and increased automation of administrative and intake functions. The creation of an intake complaint platform will modernize the complaint process by improving accessibility, consistency, and efficiency in how complaints are received and managed.

These initiatives are intended to improve operational efficiency, strengthen performance measurement, and enhance the Commission’s ability to identify trends and emerging human rights issues.

 

RESPONSIBLE STEWARDSHIP

As a publicly funded organization, the Commission is committed to responsible stewardship of financial, human, and technological resources. Throughout 2025-26, the Commission focused on aligning resources with strategic priorities, strengthening accountability, and directing resources toward activities that deliver meaningful public benefit.

Guided by evidence-based planning, performance measurement, risk management, and continuous evaluation, the Commission seeks to improve outcomes while ensuring the sustainable and efficient use of public resources. This approach supports the delivery of timely, fair, and effective human rights services and the Commission’s commitment to providing value to the people of Saskatchewan.