ARCHIVED - Human Resources and Social Development Canada

Name of Transfer Payment Program: Aboriginal Human Resources Development Strategy

Start date: April 1, 1999

End date: March 31, 2010

Description: Transfer payments made under the Aboriginal Human Resources Development Strategy are predominantly in the form of contributions to Aboriginal organizations. The Aboriginal Human Resources Development Strategy provides support to Aboriginal organizations to design and deliver:

• Labour market development programs to assist Aboriginal people, including Aboriginal persons with disabilities, prepare for, obtain, and maintain meaningful and sustainable employment;
• Special programs to assist Aboriginal Youth to make successful transitions from school to work or to support their return to school, and;
• Child care programs.

Strategic Outcome: Enhanced Canadian productivity and participation through efficient and inclusive labour markets, competitive workplaces and access to learning.

Results Achieved: There are 80 agreements with aboriginal organizations across Canada. The results achieved are an aggregate total of the results of the 80 agreement holders for 2008-09.

There were 59,782 clients served in 2008-09. Of these, 17,820 were employed and 7,602 returned to school, resulting in unpaid EI benefits of $18,813,372. Total clients served include 1,368 persons with disabilities and 32,005 youth.

Comment(s) on Variance(s): The variance is mainly due to investments in youth aboriginal projects.

Audit and/or Evaluation completed or planned:
Formative/Summative evaluation to be completed in 2009-2010.
Summative evaluation planned for Audit and/or Evaluation completed or planned: 2013-2014.
When published the report will be posted at: http://www.hrsdc.gc.ca/en/gateways/nav/left_nav/publications.shtml
No Audit completed or planned for the reference period.

Name of Transfer Payment Program: Aboriginal Skills and Employment Partnership

Start date: October 3, 2003

End date: March 31, 2012

Description: Aboriginal Skills and Employment Partnership (ASEP) is a nationally managed, opportunity-driven, project based program that promotes increased participation of Aboriginal people in major economic developments through formalized, Aboriginal and private sector partnerships. The provinces and territories must also contribute to the projects and all partners must contribute at least 50% of the total cost of the project. The ASEP program supports multi-year training to employment strategies that are developed and managed by Aboriginal organizations and employers, leading to long-term skilled jobs for Aboriginal people in existing and emerging economic opportunities.

The Aboriginal Skills and Employment Partnership (ASEP) program focuses on sustainable employment for Aboriginal people in major economic industries, leading to lasting benefits for Aboriginal communities, families and individuals. ASEP aims to provide Aboriginal people with the skills they need to participate in economic opportunities such as mining, hydro development, fisheries, tourism, and major construction and infrastructure projects across Canada.

ASEP was initially launched in 2003 as an $85M, five year program supporting nine projects that resulted in over 8,700 Aboriginal people trained and more than 3,200 Aboriginal people found long term sustainable jobs. In 2007, the program was extended to 2012 with an additional $105M supporting sixteen more projects. In Canada’s Economic Action Plan, the Government is investing an additional $100M over three years in ASEP to help Aboriginal people participate in the work force and get the training they need to make the most of employment opportunities.

Strategic Outcome: Enhanced Canadian productivity and participation through efficient and inclusive labour markets, competitive workplaces and access to learning.

Results Achieved: In 2008-09, 2,505 Aboriginal clients were served under the ASEP program, marking an increase from the 2007-08 result of 1,439 clients. Additionally, 2,646 interventions were completed compared to 2,395 last year; 2,055 clients found employment following an ASEP intervention as opposed to 570 in 2007-08.

Comment(s) on Variance(s): The variance is mainly due to re-profiling of funds into future years as there were deferrals of projects to the next fiscal year caused by delays in project proposal start dates.

Audit and/or Evaluation completed or planned:
Formative evaluation is currently underway. Expected completion date is 2009-2010.
Summative evaluation planned for 2011-2012.
When published the report will be posted at: http://www.hrsdc.gc.ca/en/gateways/nav/left_nav/publications.shtml
A Follow-Up Audit of Aboriginal Skills and Employment Partnership is planned for 2010-2011.

Name of Transfer Payment Program: Enabling Fund for Official Language Minority Communities

Start date: April 1, 2005

End date: March 31, 2010

Description: The objective of the Enabling Fund is to strengthen community economic and human resources development in official language minority communities. The Enabling Fund provides funding to Official Language Minority Communities (OLMC) designated organizations, the Réseau de développement économique et d'employabilité (RDÉE) and Community Economic Development and Employability Committees (CEDEC) through contribution agreements so that these organizations can plan, develop and manage community projects and access additional funding for these projects.

Contributions can be made under the Enabling Fund for the Official Language Minority Communities to support activities such as:

• Economic and human resources planning, implementing community development plans, research;
• Creating, implementing and consolidating collaborative projects to enhance the vitality and economic growth of Official Language Minority Communities ;
• Mobilizing community stakeholders; and
• Strengthening local and national structures to improve their capabilities to manage and implement community projects.

Strategic Outcome: Enhanced Canadian productivity and participation through efficient and inclusive labour markets, competitive workplaces and access to learning.

Results Achieved:

• Fourteen agreements were signed with the delegated organizations in the official languages minority communities (OLMCs): thirteen with the Francophone network Réseau de développement économique et d'employabilité (one for each province and territory and one with the umbrella organization) and an agreement with the Community Table as a Quebec Anglophone Network;
• Community projects were implemented in the OLMCs such as feasibility studies to support employability and entrepreneurship.
• The Enabling Funds have leveraged resources from other levels of government and of the private and non-profit sectors to support the delivery of the program in OLMCs.
• Memoranda of Understanding between federal institutions and community partners were signed with both representatives from Anglophone and Francophone minority communities. The Memoranda of Understanding is to help leverage funding and increase cooperation among federal partners to support OLMCs in the areas of human resources and economic development.

Comment(s) on Variance(s): Not applicable.

Audit and/or Evaluation completed or planned:
Formative evaluation to be completed in 2009-2010.
Summative evaluation planned for 2011-2012.
When published the report will be posted at: http://www.hrsdc.gc.ca/en/gateways/nav/left_nav/publications.shtml
No Audit completed or planned for the reference period.

Name of Transfer Payment Program: Labour Market Agreements

Start date: April 1, 2008

End date: March 31, 2014

Description: In Advantage Canada, the Government of Canada set out the goal to create "the best educated, most skilled and most flexible workforce in the world." In Budget 2007, the Government of Canada delivered on this commitment through a New Labour Market Architecture, which included new, six-year bilateral Labour Market Agreements (LMA) with the provinces and territories supported by $500M/yr of new federal investments to address key labour market challenges at local and regional levels.

The LMAs are intended to increase labour force participation of underrepresented groups, ensure that Canadians have the right skills to compete, and encourage employers to provide more training to their workers. The LMAs will provide labour market training to unemployed Canadians who are not eligible for Employment Insurance (EI) and therefore unable to access programs under Part II of the EI Act. In addition to non EI eligible unemployed, the LMAs will also be available to workers with low skills, including those who lack who lack literacy and essential skills.

Strategic Outcome: Enhanced Canadian productivity and participation through efficient and inclusive labour markets, competitive workplaces and access to learning.

Results Achieved: Labour Market Agreements were signed with all 10 provinces.

Comment(s) on Variance(s): The variance is due to amounts re-profiled into future years to allow provinces and territories sufficient flexibility to effectively spend funding while putting new programming in place.

Audit and/or Evaluation completed or planned:
Labour Market Agreements Summative evaluation planned for 2012-Audit and/or Evaluation completed or planned:.
When published the report will be posted at: http://www.hrsdc.gc.ca/en/gateways/nav/left_nav/publications.shtml
No Audit completed or planned for the reference period.

Name of Transfer Payment Program: Labour Market Agreements for Persons with Disabilities

Start date: April 1, 2004

End date: Ongoing

Description: The goal of the Labour Market Agreements for Persons with Disabilities is to improve the employment situation of Canadians with disabilities, by enhancing their employability, increasing the employment opportunities available to them, and building on their existing knowledge base.

Under the Multilateral Framework for Labour Market Agreements for Persons with Disabilities, transfers to provinces are made as 'other transfer payments'. The Government of Canada contributes 50% of the costs incurred by provinces for funded programs and services up to the amount of the federal allocation identified in each bilateral agreement.

Strategic Outcome: Enhanced Canadian productivity and participation through efficient and inclusive labour markets, competitive workplaces and access to learning.

Results Achieved: Based on aggregate information from Labour Market Agreement for Persons with Disabilities Annual Reports, the program appears to be serving approximately 300,000 clients per year. This may include individuals who have participated in multi-year interventions.

Comment(s) on Variance(s): The $3.7 million is earmarked for Territorial funding. Although the Multilateral Framework for the Labour Market Agreements for Persons with Disabilities reflects federal-provincial-territorial consensus, it was not formally endorsed by the territories. The territories have confirmed their support for the principles and direction of the Labour Market Agreements for Persons with Disabilities but have not signed the agreements. They will continue to provide labour market programs for people with disabilities, and will participate in the Labour Market Agreements for Persons with Disabilities in the future if outstanding fiscal arrangement issues are resolved. This situation does not represent a change for the territories, which did not participate in Employability Assistance for People with Disabilities initiative, the predecessor to Labour Market Agreements for Persons with Disabilities.

Audit and/or Evaluation completed or planned:
No evaluation findings as yet, but a demonstration evaluation of the Manitoba Labour Market Agreements for Persons with Disabilities is planned to be completed in 2009.
When published the report will be posted at: http://www.hrsdc.gc.ca/en/gateways/nav/left_nav/publications.shtml
No Audit completed or planned for the reference period.

Name of Transfer Payment Program: Opportunities Fund for Persons with Disabilities

Start date: April 24, 1997

End date: Ongoing

Description: Transfer payments contribute directly to the program objectives by assisting unemployed persons with disabilities who are not normally eligible for Employment Insurance Part II Employment Programs to find, prepare for and maintain employment or become self-employed. Effective and innovative activities are supported, but not limited to, the following:

• encouraging employers to provide individuals with work opportunities and experience;
• working in partnership with organizations for people with disabilities to address barriers to an individual's labour market participation;
• helping individuals increase their employment skill level and;
• helping individuals to start their own business.

http://www.hrsdc.gc.ca/en/disability_issues/funding_programs/opportunities_fund/index.shtml

Transfer payments made under the Opportunities Fund are in the form of contribution agreements to individuals, businesses, not-for-profit organizations and other levels of government.

Strategic Outcome: Enhanced Canadian productivity and participation through efficient and inclusive labour markets, competitive workplaces and access to learning.

Results Achieved: In 2008-09, through Opportunities Fund programming 4,840 people with disabilities were served, with 1,939 of these either employed or returned to school when their action plan was closed. As well, 2,012 reported having achieved enhanced employability during this reporting period.

Comment(s) on Variance(s): Not applicable.

Audit and/or Evaluation completed or planned:
Summative evaluation completed in 2008-2009.
Summative evaluation planned for Audit and/or Evaluation completed or planned:-2014.
The summative evaluation reports that the Opportunities Fund for Persons with Disabilities meets an ongoing need, providing significant intended and positive unintended outcomes to persons with disabilities and the associated employers and workplaces in a cost-effective manner. It estimated that incremental earnings gains exceeded the program costs on a long-term basis ($10,475 over five years versus $4,000 to $8,000 per participant). The evaluation identified room to expand the program as only 51.1% of survey participants were aware of the Opportunity Fund.
When published the report will be posted at: http://www.hrsdc.gc.ca/en/gateways/nav/left_nav/publications.shtml
No Audit completed or planned for the reference period.

Name of Transfer Payment Program: Targeted Initiative for Older Workers

Start date: October 17, 2006

End date: March 31, 2012

Description: The Targeted Initiative for Older Workers is a federal-provincial/territorial cost-shared initiative providing support to unemployed older workers in communities affected by significant downsizing or closures, and/or ongoing high unemployment, through programming aimed at reintegrating them into employment. In situations where there is little likelihood of immediate employment, programming may be aimed at increasing the employability of older workers and ensuring they remain active and productive labour market participants while their communities undergo adjustment.

Provinces and territories are responsible for identifying affected communities to target for activities, design and delivery of projects, and monitoring and reporting on projects. To be eligible to participate in the Initiative, older workers must be unemployed, legally entitled to work in Canada, lack skills needed for successful integration into new employment, live in an eligible community, and normally be aged 55 - 64. Projects must include employment assistance activities such as résumé writing, interview techniques, counselling and job finding clubs, and at least two other employability improvement activities such as prior learning assessment, skills training, work experience, or assistance to start a small business. As well, they must offer income support to participants in the form of allowances, wages or wage subsidies, and involve at least 25 hours per week of activity for participants. Where possible and appropriate, activities will support community economic development strategies and activities. As an example, skills development activities may prepare participants for emerging employment opportunities. Cities and towns with a population greater than 250,000 are not eligible for Initiative programming. Targeted Initiative for Older Workers was implemented as a two-year interim program, but has been extended by three years to March 31, 2012.

Strategic Outcome: Enhanced Canadian productivity and participation through efficient and inclusive labour markets, competitive workplaces and access to learning.

Results Achieved: Agreements have been signed with nine provinces and territories, under which 108 projects have been approved, targeting over 4,000 unemployed older workers.

Comment(s) on Variance(s): The variance is due to re-profiling into 2009-2010 to ensure that federal funding committed through agreements with provinces and territories remains available to them to offer older worker programming.

Audit and/or Evaluation completed or planned:
Formative evaluation to be completed in 2009-2010.
Summative evaluation planned for 2010-2011.
When published the report will be posted at: http://www.hrsdc.gc.ca/en/gateways/nav/left_nav/publications.shtml
No Audit completed or planned for the reference period.

Name of Transfer Payment Program: Youth Employment Strategy

Start date: March 18, 1999

End date: Ongoing

Description: Transfer payments made under the Youth Employment Strategy (YES) are predominantly in the form of contributions from participating departments for wage subsidies for participant youth; or for the development and delivery of youth support services. Such support services include client assessment, case management services and the provision of employability tools, which intend to help participants acquire needed skills. Transfer payments contribute directly to the program objectives by encouraging organizations to create meaningful, skill-enhancing, opportunities for youth.

Strategic Outcome: Enhanced Canadian productivity and participation through efficient and inclusive labour markets, competitive workplaces and access to learning.

Results Achieved:
Total clients served: 16,500
Total clients employed: 6,188
Total clients who returned to school: 1,875

Comment(s) on Variance(s): The variance is due to delays in implementing Skills Link and Career Focus projects, as well the inability of some employers to fill all the positions for which they were approved for Canada Summer Jobs funding, and because some students left their jobs early.

Audit and/or Evaluation completed or planned:
The Summative Evaluation has been completed and is awaiting final approval. Results from this evaluation will be available for the 2009-10 DPR.
A Summative evaluation is planned for Audit and/or Evaluation completed or planned:-2014.
When published the report will be posted at: http://www.hrsdc.gc.ca/en/gateways/nav/left_nav/publications.shtml
An Audit of Youth Employment Strategy is planned for 2011-2012.

Name of Transfer Payment Program: Adult Learning, Literacy and Essential Skills

Start date: April 1, 2006

End date: March 31, 2011

Description: The goal of the Adult Learning, Literacy and Essential Skills Program (ALLESP) is to facilitate the creation of opportunities for Canadians to acquire the learning, literacy and essential skills they need to participate fully in society and to promote lifelong learning through the removal of nonfinancial barriers. The Adult Learning, Literacy and Essential Skills Program is administered by the Office of Literacy and Essential Skills (OLES). Through ALLESP funding, OLES builds knowledge and expertise about what works in upgrading adults’ literacy and essential skills, supports the development, testing and dissemination of literacy and essential skills tools and supports funding recipients in the development and maintenance of effective partnerships and networks. The Adult Literacy and Essential Skills Program is funded from the Consolidated Revenue Fund. Funding is administered through non-statutory grants and contributions.

Additional information can be found at: http://www.hrsdc.gc.ca/eng/workplaceskills/oles/olesindex_en.shtml

Strategic Outcome: Enhanced Canadian productivity and participation through efficient and inclusive labour markets, competitive workplaces and access to learning.

Results Achieved: OLES and its funding recipients work together to ensure that the benefits of literacy and essential skills upgrading are understood, that literacy and essential skills tools and supports are available and used by those who need them and that partners have the capacity to address literacy and essential skills issues.
Results:

• OLES provided core funding to 22 organizations to help them build their management capacity to ensure they are in a position to address literacy and essential skills issues in their jurisdictions and/or among target groups, such as Aboriginal people and official language minority communities. Recipients are also building and sharing literacy and essential skills expertise, brokering tools, supports and best practices, and developing key partnerships and networks.
• OLES also provides project-based funding to achieve these direct outcomes. In 2008/09, OLES held three Calls for Proposals in 2008/09 targeted to the key priority areas of workplace, Aboriginal and community-based approaches to literacy and essential skills.
• OLES works bilaterally with provinces and territories, business, employers, not-for-profit organizations and other partners to explore initiatives for collaboration that improve opportunities for literacy and essential skills upgrading, demonstrate the importance of upgrading and ensure tools and supports are available to those who need them.
• In 2008-09, OLES published 17 new tools including 10 specifically targeted to Apprenticeships and Skilled Trades. OLES tools make up six of the 10 most ordered HRSDC publications.

Comment(s) on Variance(s): The variance is due to delays in financial engagements for several multi-year projects.

Audit and/or Evaluation completed or planned:
Literacy — Planned for 2009-10
Planned Evaluation: A Formative Evaluation of the Adult Learning, Literacy and Essential Skills Program is currently underway. Results are anticipated in September 2009.
A Summative Evaluation will be completed in 2010-2011.
When published the report will be posted at: http://www.hrsdc.gc.ca/eng/publications_resources/evaluation/index.shtml
No Audit completed or planned for the reference period.

Name of Transfer Payment Program: Apprenticeship Incentive Grant

Start date: January 1, 2007

End date: December 31, 2012

Description: The Apprenticeship Incentive Grant aims to promote access to apprenticeships and improve labour mobility by providing a $1,000 grant to registered apprentices in the designated Red Seal trades. This taxable cash grant is designed to reward advancement in the first two years of an apprenticeship program in one of the Red Seal trades, building momentum for apprentices to complete their programs and receive their Red Seal endorsement. Registered apprentices who completed their first or second year of their apprenticeship program in a Red Seal trade designated in the province/territory where they are registered as an apprentice, on or after January 1, 2007, are eligible to apply. The Apprenticeship Incentive Grant provides an incentive for more Canadians to pursue apprenticeships and, taken together with the Apprenticeship Job Creation Tax Credit for employers and the Tradesperson's Tool Deduction, is intended to meet the future need for skilled trades people that is crucial to the sustained growth of the economy. By focusing on the Red Seal trades, for which there are national occupational and training standards, the Apprenticeship Incentive Grant will also support inter-provincial mobility.

Strategic Outcome: Enhanced Canadian productivity and participation through efficient and inclusive labour markets, competitive workplaces and access to learning.

Results Achieved: During 2008-2009, the Department completed the second full year of implementation of the Apprenticeship Incentive Grant, processing 73,416 applications (39% increase over the previous year results) and issuing 53,271 grants to eligible apprentices (73% increase over the previous year results). The Department began developing the Apprenticeship Completion Grant in collaboration with the provincial/territorial apprenticeship authorities.

Comment(s) on Variance(s): The variance is mainly due to lower take-up than what was initially projected based on the 2003 Registered Apprenticeship Information System. Take-up issues were identified and reviewed in the recent formative evaluation of the Apprenticeship Incentive Grant program.

Audit and/or Evaluation completed or planned:
Formative evaluation to be completed in 2009-2010.
Summative evaluation planned for 2010-2011.
Summative evaluation of the Apprenticeship Incentive Grant and Apprenticeship Completion Grant planned for 2011-2012.
When published the report will be posted at: http://www.hrsdc.gc.ca/en/gateways/nav/left_nav/publications.shtml
No Audit completed or planned for the reference period.

Name of Transfer Payment Program: Foreign Credential Recognition Program

Start date: February 2, 2004

End date: May 25, 2010

Description: The Foreign Credential Recognition (FCR) Program provides financial and strategic support to provincial and territorial partners and stakeholders, including Sector Councils, regulatory bodies, immigrant serving organizations and post secondary educational institutions, to develop a pan-Canadian approach to assessing and recognizing foreign credentials within targeted occupations and sectors of the economy to facilitate entry into, and mobility within, the Canadian labour market. The Foreign Credential Recognition Program supports the research and project-based activities of partners and stakeholders to develop tools and processes to assess and recognize foreign credentials in targeted occupations and sectors. The goal of the program is to deliver on its mandate of improving the labour market outcomes of internationally trained workers in targeted occupations and sectors.

Strategic Outcome: Enhanced Canadian productivity and participation through efficient and inclusive labour markets, competitive workplaces and access to learning.

Results Achieved: At the intergovernmental level, the FCR Program has engaged all ten provinces in discussions about strengthening their FCR capacity. Agreements have been negotiated with 7 provinces, the Canada-Alberta working group still functions, and discussions continue with Quebec and Ontario.

A First Ministers meeting in January 2009 directed the Forum of Labour Market Ministers (FLMM) to develop a Foreign Qualifications Recognition (FQR) framework. As such, an ad hoc Federal-Provincial-Territorial working group co-chaired by HRSDC was formed. Representation comprised of membership from federal departments (HRSDC/CIC), provincial and territorial partners. Additional engagement work has been most evident with assessment agencies, post secondary education institutions, national associations and in enhancing provincial/territorial relations. On October 7, 2008, the FCRP held a one-day Federal-Provincial-Territorial Workshop on Immigrant Labour Market Integration (ILMI) in Ottawa. Participants included: director-level representatives from PT ministries responsible for immigration and/or labour market integration; federal representatives--from the HRSDC-FCRP, Citizenship and Immigration, the Foreign Credentials Referral Office, Health Canada, and the Privy Council Office as well as, academics and policy experts in ILMI issues.

The interdepartmental Director General Forum on Immigrant Integration, met twice in FY 2008-2009 (June 26, 2008 and September 25, 2008). The Forum discussed Citizenship and Immigration Canada’s (CIC) Foreign Credentials Referral Office’s (FCRO) overseas strategy and committed to ongoing collaboration and coordination in terms of its development. CIC also shared initial work on the development of a diagnostique/framework for understanding a federal approach to enhancing immigrant integration.

The program’s approach of engagement, diagnostic, tool development, implementation, and follow-up enables the involvement and buy-in of all stakeholders to help address emerging priorities and pressures. FCRP funded 40 projects in occupations that are classified as regulated, 21 in non-regulated and 49 in non-occupation specific projects. Investments have been made with various organizations including the Canadian Nurses Association, Canadian Alliance of Physiotherapy Regulators, Canadian Council of Professional Engineers, Canadian Foundation for Economic Education, Eco Canada, Maytree Foundation, Textile Human Resources Council and the Medical Council of Canada.

By March 31, 2008, the FCR program had made investments that account for approximately 53.7% of the immigrant labour market. By March 31, 2009, these investments had increased to 57.3%.

The program has invested in pilot projects to examine overseas interventions to help address issues associated with FCR processes prior to immigrants arriving in Canada. The Going to Canada-Immigration Portal was improved with content enhancements, full updates to the Guide, a list of Service Canada and CIC Linc Centers, a logging mechanism for organizations to use, and launching third party tool versions for the Foreign Credentials Referral Office (FCRO) and Success BC.

Substantial investments have been made with partners and key stakeholders. By March 31, 2009, the FCR Program had invested in 110 projects with development and dissemination representing approximately 45% (49) of the projects funded. Out of the 110 projects, 79 have been completed and 31 are still in progress.

The Program continues to work with provincial partners and stakeholders to achieve these short, medium and long-term outcomes in order to meet its ultimate objective of enhancing labour market outcomes of foreign trained individuals in targeted occupations and sectors.

Comment(s) on Variance(s): The variance is mainly due to re-profiling to ensure sufficient funds are available in 2009-2010 to fund new and existing multi-year projects that respond to the Government of Canada’s priorities with respect to foreign credential assessment and recognition.

Audit and/or Evaluation completed or planned:
Formative evaluation to be completed in 2009-2010.
Summative evaluation of Foreign Credential Recognition Program and Foreign Qualification Program planned for 2012-Audit and/or Evaluation completed or planned:.
When published the report will be posted at: http://www.hrsdc.gc.ca/en/gateways/nav/left_nav/publications.shtml
An OAG audit on Selecting Foreign Workers-Citizenship and Immigration Canada is in its final stages and results will be tabled to Parliament in November 2009. When published the report will be posted at: http://www.oag-bvg.gc.ca/internet/English/rp_fs_e_25898.html

Name of Transfer Payment Program: Sector Council Program

Start date: June 13, 2002

End date: May 30, 2012

Description: Sector Councils are formal, national partnerships of businesses and workers that address human resources and workplace skills development on a sectoral basis ("Sectoral" refers to a defined area of economic activity, as in a sector of the Canadian economy. Since there are many sectors of the economy are that not defined in pure industrial terms, the term "sectoral" is the encompassing term used to represent those economic sectors of the Canadian economy in which sector councils work). Contribution payments under the Sector Council Program support research and project based activities proposed by Sector Councils and other national organizations (sector-like) working on skills and learning issues.

Sector Council Program supports sector council activities that include:

• Labour market forecasting and analysis;
• National occupational standards;
• Curriculum tailored to industry needs;
• Skills development tools, including e-learning;
• Literacy and essential skills initiatives;
• Integration of foreign trained workers; and
• Targeted recruitment and retention initiatives.

Strategic Outcome: Enhanced Canadian productivity and participation through efficient and inclusive labour markets, competitive workplaces and access to learning.

Results Achieved: In the year ending March 31, 2009, Sector Councils leveraged approximately $39 million in additional investments from stakeholders toward HRSDC funded projects and activities. The relevance of sector councils and their activities is demonstrated by the fact that over the past four years Sector Councils have leveraged over $200 million for sectoral initiatives. In addition, each of the 34 sector councils had partnerships with over 3000 stakeholders for a combined reach of over 100,000 stakeholders. Over 22,000 employees were certified based on a certification system for occupational standards developed by or with the assistance of the sector councils. Also, 99 programs of study were accredited by the sector councils. Occupational standards were another key area of work for the sector councils. Occupational standards help pinpoint industry skill requirements and contribute to skills development and mobility. In the year ending March 31, 2009, 495 occupational standards were developed by or with the assistance of the sector councils which includes 168 new or upgraded standards and 327 existing standards.

Comment(s) on Variance(s): The variance is due to the deferral of projects into the next fiscal year, caused by delays in the project proposal start dates.

Audit and/or Evaluation completed or planned:
Summative evaluation to be completed 2009-2010.
Summative evaluation planned for 2011-2012.
When published the report will be posted at: http://www.hrsdc.gc.ca/en/gateways/nav/left_nav/publications.shtml
No Audit completed or planned for the reference period.

Name of Transfer Payment Program: Workplace Skills Initiative

Start date: May 16, 2005

End date: March 31, 2011

Description: The Workplace Skills Initiative (WSI) funds projects that test and evaluate innovative, partnership-based, outcomes-focused approaches to skills development for employers and employed Canadians:

• Central to these projects is the development of human capital in and for the workplace;
• Projects vary in scope and scale (e.g. firm vs. sector);
• Small- and medium-sized enterprises are a key audience;
• Projects will generate cumulative knowledge around skills development and best human resources models and practices.

Strategic Outcome: Enhanced Canadian productivity and participation through efficient and inclusive labour markets, competitive workplaces and access to learning.

Results Achieved: Currently there are 29 funded projects, involving 233 partners (associations, employers, unions, universities) and over 77,000 participants (employers, employees) with over $18.2M in funding leveraged from non-federal sources.

The WSI is a catalyser initiative whose research-oriented nature leads to longer term impacts. Similarly to R&D investments, WSI projects are not amenable to quantifiable measurements. Despite these challenges, preliminary project results have been very promising.

WSI acts as a mechanism for Canadian employers in investing in workplace skills development, human resource practices and workplace environment models, as evidenced in the following areas:

• Skills Development: Virtually all WSI projects anticipate an improvement in employee skills as a result of project activities related to workplace training. At least 11 projects have already shown positive results in terms of both technical and non-technical skills development;
• Human Resource Best Practices: At least 11 WSI projects report improvements in human resource practices and workplace environments as a direct result of their project activities. Examples of improvements in workplace environments include better employee-management relations and enhanced support for employee career development – improvements have been noted in organizations in different sectors and include small and medium-sized enterprises;
• Partnerships: All projects ensure the long-term sustainability, particularly noted in health sector-related projects. Over 50% of WSI projects have resulted in the development of new partnerships outside project activities and/or the addition of unexpected stakeholders not included in the original proposal;
• Tool development: An important aspect demonstrating initiative effectiveness, WSI funding has supported, to date, the development of approximately 100 human resource tools addressing skills development, human resource-related activities and workplace change interventions, particularly targeted to the small- and medium-sized enterprise community. Strong uptake of tools by partners and stakeholder organizations is reported and many organizations unaffiliated with projects, representing industry, government and the not-for-profit sector, have expressed a clear interest in having access to these tools.

Comment(s) on Variance(s): Workplace Skills Initiative was not in a position to take on new projects given the absence of future year funding.

Audit and/or Evaluation completed or planned:
Summative evaluation planned for 2010-2011.
When published the report will be posted at: http://www.hrsdc.gc.ca/en/gateways/nav/left_nav/publications.shtml
No Audit completed or planned for the reference period.

Name of Transfer Payment Program: Canada Student Loans Program - Liabilities

Start date: September, 1964

End date: Ongoing

Description: From September, 1964 to August 1, 1995, the Canada Student Loans Program (CSLP) operated a Guaranteed Loan regime with Canadian financial institutions, where financial assistance was provided to students through financial institutions in the form of 100% government guaranteed loans.

This transfer payment tracks claims submitted by financial institutions related to the remaining Guaranteed Loan Portfolio.

Strategic Outcome: Enhanced Canadian productivity and participation through efficient and inclusive labour markets, competitive workplaces and access to learning.

Results Achieved: These amounts reflect claims for payment on Guaranteed loans held by Financial Institutions for Interest Relief, Debt Reduction in Repayment, In-Study Subsidy and Permanent Disabilities benefits minus the recoveries made by Canada Revenue Agency Collections against returned loan amounts.

Comment(s) on Variance(s): The variance between planned spending and actual spending can be explained by the fact that the actual spending is presented net of recoveries on claims while the planned spending represents the forecasted expenditures of claim payments.

Audit and/or Evaluation completed or planned:
There is a Canada Student Loans Program Synthesis Evaluation planned for 2010-2011
When published the report will be posted at: http://www.hrsdc.gc.ca/en/gateways/nav/left_nav/publications.shtml
An Audit of Canada Student Loans Program is planned for 2011-2012.

Name of Transfer Payment Program: Canada Student Loans Program - Interest Payments and Liabilities

Start date: August 1, 1995

End date: Ongoing

Description: This transfer payment represents interest subsidy, Interest Relief benefits, Debt Reduction in Repayment benefits, the amount of loans forgiven, risk premium and put-backs and administrative costs related to students who borrowed under the risk-shared regime which existed from August 1, 1995 to July 31, 2000. At that time the Canada Student Loans Program operated on a shared risk model with Canadian financial institutions.

Strategic Outcome: Enhanced Canadian productivity and participation through efficient and inclusive labour markets, competitive workplaces and access to learning.

Results Achieved: As a result of this transfer payment, students who borrowed under the risk-shared regime continue to receive in-study student financial assistance and debt management assistance in repayment. Canada also meets its obligations as set out under the Canada Student Financial Assistance Act and in agreements with financial institutions.

Comment(s) on Variance(s): Forecasted expenditures for Interest Payments and Liabilities in the Report on Plans and Priorities 2008-2009 were precise as they are very close to the actual expenditures that occurred in 2008-2009.

Audit and/or Evaluation completed or planned:
There is a Canada Student Loans Program Synthesis Evaluation planned for 2010-2011
When published the report will be posted at: http://www.hrsdc.gc.ca/en/gateways/nav/left_nav/publications.shtml
An Audit of Canada Student Loans Program is planned for 2011-2012.

Name of Transfer Payment Program: Canada Student Loans Program - Direct Financing Arrangement

Start date: August 1, 2000

End date: Ongoing

Description: This transfer payment provides interest relief and debt reduction in repayment benefits to borrowers, and the value of loans forgiven according to prescribed criteria.

The transfer payment also provides alternative payments to non-participating jurisdiction. Provinces and territories may choose not to participate in the Canada Student Loans Program. These provinces and territories receive an alternative payment to assist in the cost of delivering a similar student financial assistance program.

Strategic Outcome: Enhanced Canadian productivity and participation through efficient and inclusive labour markets, competitive workplaces and access to learning.

Results Achieved: As a result of these alternative payments, post-secondary education students in the province of Québec, the Northwest Territories and Nunavut continue to access financial assistance similar to the assistance provided to students in those jurisdictions that participate in the Canada Student Loans Program.

Comment(s) on Variance(s): The difference between the planned spending and the actual is mainly due to the lower than expected interest rate resulting in lower cost for the government.

Audit and/or Evaluation completed or planned:
There is a Canada Student Loans Program Synthesis Evaluation planned for 2010-2011
When published the report will be posted at: http://www.hrsdc.gc.ca/en/gateways/nav/left_nav/publications.shtml
An Audit of Canada Student Loans Program is planned for 2011-2012.

Name of Transfer Payment Program: Canada Study Grants - Canada Access Grants

Start date: August 1, 1995 for most Canada Study Grants. August 1, 2005 for both Canada Access Grants

End date: Ongoing

Description: Since 1995, the Government of Canada has offered the Canada Study Grant to encourage participation in post-secondary education by providing additional non-repayable assistance and reducing debt.

The Canada Study Grants are designed to address the education-related costs of students with dependants, women in certain doctoral programs, and high-need part-time students, and to accommodate students with permanent disabilities by covering the exceptional education-related costs associated with their disability (such as an interpreter).

In August 2005, the Government of Canada introduced two Canada Access Grants, which provide up-front non-repayable assistance intended to improve access to post-secondary education and reduce financial barriers by reducing students' assessed need for student loans. It is available for first-time, first year students from low-income families, and full- and part-time students with permanent disabilities.

A student may be eligible to receive a combination of Access and Study Grants, depending on their assessed need.

Strategic Outcome: Enhanced Canadian productivity and participation through efficient and inclusive labour markets, competitive workplaces and access to learning.

Results Achieved:

• Provided targeted grants for eligible borrowers to increase access to post-secondary education by reducing financial barriers.
• The value of Canada Study Grants and Canada Access Grants disbursed in 2008-2009 was $143.2 million.
• In 2008-2009 approximately 42,000 Canada Study Grants and 44,000 Canada Access Grants were awarded.

Comment(s) on Variance(s): The forecasted expenditures for Canada Student Grants and Canada Access Grants as reported in the Report on Plans and Priorities 2008-2009 were precise as they are very close to the actual expenditures in 2008-2009.

Audit and/or Evaluation completed or planned:
No Evaluation completed of planned for the reference period.
No Audit completed or planned for the reference period.

Name of Transfer Payment Program: Canada Education Savings Program - Canada Learning Bond

Start date: January 1, 2005

End date: Ongoing

Description: The Canada Learning Bond (CLB) is a grant to help low-income families start saving for their child's PSE through RESPs. This is a statutory program and is being administered in partnership with RESP providers such as banks, mutual funds, and scholarship foundations. The clients and beneficiaries include children, parents and agencies or institutions saving for a child's post-secondary education.
Further information regarding the CLB can be found at: http://www.hrsdc.gc.ca/en/learning/education_savings/public/clb.shtml

Strategic Outcome: Enhanced Canadian productivity and participation through efficient and inclusive labour markets, competitive workplaces and access to learning.

Results Achieved: The Canada Learning Bond has helped 16.3% of low-income families start saving for education (up from 11.8% in 2007). 94% of families who received the Canada Learning Bond in 2008 also contributed their own savings to their RESPs (95% in 2007). Since its inception in 2005, 140,000 children have received over $105 million in Canada Learning Bond payments.

By increasing families’ financial capacity to funds their children’s post-secondary education, the Canada Learning Bond contributes to access to learning. Having more skilled and knowledgeable Canadians, who are able to fully participate in the workplace and society will result in enhanced Canadian productivity and participation in the economy and society.

Comment(s) on Variance(s): The CLB payment was $13.8 million more than planned due to higher participation by low-income families. Since RESP subscribers are not required to make contributions in order to receive CLB, the economic downturn, which has caused decreases in families’ disposable income, did not affect Canadians’ applications for the CLB.

Audit and/or Evaluation completed or planned:
Formative evaluation to be completed in 2009-2010.
Summative Evaluation planned for 2011-2012.
When published the report will be posted at: http://www.hrsdc.gc.ca/en/gateways/nav/left_nav/publications.shtml
No Audit completed or planned for the reference period.

Name of Transfer Payment Program: Canada Education Savings Program - Canada Education Savings Grant

Start date: January 1, 1998

End date: Ongoing

Description: The Canada Education Savings Grant (CESG) encourages Canadians to save for the Post-Secondary Education of children by providing a matching grant on savings made for children aged 0-17. This grant is paid on Registered Education Savings Plan (RESP) contributions, and an additional CESG is paid to low- and middle-income families. This is a statutory program and is being administered in partnership with RESP providers such as banks, mutual funds, and scholarship foundations. The clients and beneficiaries include children, parents and agencies or institutions saving for a child's post-secondary education.

Further information regarding the CESG can be found at: http://www.hrsdc.gc.ca/en/learning/education_savings/public/cesg.shtml

Strategic Outcome: Enhanced Canadian productivity and participation through efficient and inclusive labour markets, competitive workplaces and access to learning.

Results Achieved: The Canada Education Savings Grant supported access to learning by encouraging Canadian families to save $3 billion in Registered Education Savings Plans in 2008, close to the same level of savings as last year, despite an economic downturn. In addition, 228,794 students used $1.5 billion of their Registered Education Savings Plan savings to fund their post-secondary education in 2008. The average amount withdrawn was $6,600, demonstrating that RESP savings are a significant source of funding for education for many Canadian families.

Currently, almost 40% of Canadian children under 18 years of age have RESP savings for their future education (up 2% over 2007). As the Program has matured, families have started saving earlier for their children’s post-secondary education – over the past 10 years, the average age at which children receive their first Canada Education Savings Grant has dropped from 8 years to 3.9 years of age. In 2008, families saved an average of $1,440 per child for post-secondary education. An additional 244,000 children joined the program in 2008, but this is slightly lower than the 269,000 who joined last year, likely due to the economic uncertainty. Overall, $4.44 billion in Canada Education Savings Grants have been paid to 3.42 million children over the past 10 years, resulting in, $22.6 billion in education savings available to support access to learning for Canada’s future students.

The Canada Education Savings Grant has helped to enhance the financial ability of families to fund post-secondary education for their children. Having more skilled and knowledgeable Canadians, who are able to fully participate in the workplace and society will result in enhanced Canadian productivity and participation in the economy and society.

Comment(s) on Variance(s): The CESG payment was $7.3 million less than anticipated due to the fact that fewer Canadian families contributed to their children’s Registered Education Savings Plan (RESP) than planned as a result of the economic downturn that started to take hold in the Fall of 2008.

Audit and/or Evaluation completed or planned: Formative evaluation to be completed in 2009-2010.
Summative evaluation planned for 2011-2012.
When published the report will be posted at: http://www.hrsdc.gc.ca/en/gateways/nav/left_nav/publications.shtml
An Audit of Canada Education Savings Grant is planned for 2010-2011.

Name of Transfer Payment Program: Old Age Security (statutory payments)

Start date: 1952

End date: Ongoing

Description: The Old Age Security (OAS) pension is a monthly benefit available to all Canadians 65 years of age or over who meet the residency requirement.

Strategic Outcome: Enhanced income security, access to opportunities and well-being for individuals, families and communities.

Results Achieved: The OAS pension continued to provide the first level of income support for seniors. In 2008-2009, an approximately of 4.5 million seniors per month received the basic pension. Benefits were indexed in July and October to reflect increases in the cost of living as measured by the Consumer Price Index.

Comment(s) on Variance(s): Several factors contributed to an overall increase in OAS pension payments of $13.5 million from planned estimates. There was an increase in OAS pension payments due to a greater number of beneficiaries and lower amounts recovered through the OAS Recovery Tax because of the underestimation of couples taking advantage of pension income splitting measures.

Audit and/or Evaluation completed or planned:
Objective Achievement Summative evaluation planned for 2010-2011.
When published the report will be posted at: http://www.hrsdc.gc.ca/en/gateways/nav/left_nav/publications.shtml
An Audit of OAS Management Control Framework is underway.

Name of Transfer Payment Program: Guaranteed Income Supplement (statutory payments)

Start date: 1967

End date: Ongoing

Description: The Guaranteed Income Supplement (GIS) is a monthly benefit paid to residents of Canada who receive a basic, full or partial Old Age Security pension and who have little or no income.

Strategic Outcome: Enhanced income security, access to opportunities and well-being for individuals, families and communities.

Results Achieved: For fiscal year 2008-2009, approximately 1.6 million seniors received GIS benefits. Benefits were indexed in July and October to reflect changes in the cost of living as measured by the Consumer Price Index.
To maximize the GIS benefits retained by low-income seniors who choose to work, Budget 2008 replaced the former $500 maximum GIS earnings exemption with an annual earnings exemption of $3,500, which represents the average earnings of working GIS recipients.

Comment(s) on Variance(s): The variance in GIS payments ($184.5 million) is mainly due to a decrease in the number of beneficiaries of 2.42% from the planned estimates of 2008-09.

Audit and/or Evaluation completed or planned:
Summative evaluation to be completed in 2009-2010.
When published the report will be posted at: http://www.hrsdc.gc.ca/en/gateways/nav/left_nav/publications.shtml
No Audit completed or planned for the reference period.

Name of Transfer Payment Program: Allowance Payments (statutory payments)

Start date: 1975 — Allowance; 1985 — Allowance for the Survivor

End date: Ongoing

Description: The Allowance is paid to individuals aged 60 to 64 who are the spouse or common-law partner of an Old Age Security pensioner. The Allowance for the Survivor is paid to low-income widows/widowers, aged between 60 to 64.

Strategic Outcome: Enhanced income security, access to opportunities and well-being for individuals, families and communities.

Results Achieved: In 2008-2009, approximately 92,708 persons received an Allowance or an Allowance for the Survivor benefit. Benefits were indexed in July and October to reflect changes in the cost of living as measured by the Consumer Price Index.

Comment(s) on Variance(s): The variance in Allowance Payments ($41.8 million) is mainly due to a decrease in the number of beneficiaries from the planned estimates of 2008-09.

Audit and/or Evaluation completed or planned:
Summative evaluation planned for 2011-2012.
When published the report will be posted at: http://www.hrsdc.gc.ca/en/gateways/nav/left_nav/publications.shtml
No Audit completed or planned for the reference period.

Name of Transfer Payment Program: Social Development Partnerships Program* (voted payments)

Start date: April 1, 2003

End date: March 31, 2012

Description: The Social Development Partnerships Program provides grants and contributions funding to non-profit organizations working to meet the social development needs of persons with disabilities, children and their families, and other vulnerable or excluded populations in Canada.

Strategic Outcome: Enhanced income security, access to opportunities and well-being for individuals, families and communities.

Results Achieved: Results Achieved: In 2008-2009, 51 projects across Canada were funded under the Children and Families component while another 60 projects were funded under the Disability component. A total of 103 projects were approved when adding Understanding the Early Years (37 projects) and Voluntary Sector Strategy (15 projects).

Funded projects generated knowledge on emerging social issues; disseminated information and knowledge and increased public awareness; established and maintained sustainable partnerships; and increased public dialogue and consultations.

Comment(s) on Variance(s): The variance between planned and actual spending in the Social Development Partnerships Program ($0.6 million) is due to projects requiring less funding than was originally requested.

Audit and/or Evaluation completed or planned:
Summative evaluation to be completed in 2009-2010.
When published the report will be posted at: http://www.hrsdc.gc.ca/en/gateways/nav/left_nav/publications.shtml
No Audit completed or planned for the reference period.

Note: * Note that funds for the Voluntary Sector Strategy, Understanding the Early Years and Early Childhood Development for Official Language Minority Communities are administered through the SDPP Terms and Conditions. Operating costs are not included.

Name of Transfer Payment Program: New Horizons for Seniors Program (voted payments)

Start date: (original program): October 1, 2004. (expanded program): September 27, 2007.

End date: (original program & expanded program): September 30, 2010.

Description: The program supports local projects across Canada that help ensure seniors are able to benefit from, and contribute to, the quality of life in their community through their social participation and active living. The NHSP accomplishes its objectives through three separate funding streams, namely:

• Community Participation and Leadership component, which provides grant funding to encourage seniors to contribute to their communities by sharing their skills, wisdom and experience and helping to reduce isolation.
• Capital Assistance component, which provides grant funding for the upgrading of community facilities and equipment related to existing programs and activities for seniors.
• Elder Abuse Awareness component, which provides contribution funding for national or regional projects that raise awareness of the abuse of older Canadians.

Strategic Outcome: Enhanced income security, access to opportunities and well-being for individuals, families and communities.

Results Achieved: In 2008-2009, the Capital Assistance and Community Participation and Leadership components of the New Horizons for Senior Program contributed $26.3M in total funding towards a total of 1,714 grants across Canada. Under the Elder Abuse Awareness component of the Program, 16 contribution agreements were implemented that helped non-profit organizations develop national, provincial/territorial, or regional awareness activities for seniors, their families, and service providers in order to help prevent the abuse of older adults.

Comment(s) on Variance(s): The variance of $1.3 million from the 2008-09 planned estimates is due to delays in approvals and signing of agreements resulting in later than anticipated project start dates.

Audit and/or Evaluation completed or planned:
Formative/Summative evaluation to be completed in 2009-2010.
When published the report will be posted at: http://www.hrsdc.gc.ca/en/gateways/nav/left_nav/publications.shtml
No Audit completed or planned for the reference period.

Name of Transfer Payment Program: Enabling Accessibility Fund

Start date: December 6, 2007

End date: March 31, 2010

Description: The Enabling Accessibility Fund contributes to the capital costs of construction for participatory abilities centres and renovations to buildings, modifications to vehicles, information and communications related to improving accessibility for people with disabilities.

Strategic Outcome: Enhanced income security, access to opportunities and well-being for individuals, families and communities.

Results Achieved: The first Enabling Accessibility fund call for proposals resulted in the conditional approval of 166 small projects and 2 major projects. All projects must meet EAF eligibility requirements and those of other applicable federal programs.

Comment(s) on Variance(s): The Enabling Accessibility Fund’s total authority for 2008-09 ($28.1 million) is the result of a late re-profiling ($10 million) from 2007-2008 to 2008-09. This re-profiling was necessary to allow the program to fund an exemplary major project to be fully accessible to all people with varying abilities and to serve as a model approach to accessibility in communities.

The variance between planned and actual spending in Enabling Accessibility Fund ($12.7 million) is part of the overall funding re-profiled into future years to construct and renovate permanent structures and small projects to be fully accessible to all Canadians with varying abilities.

Audit and/or Evaluation completed or planned:
Summative evaluation to be completed in 2010-2011.
When published the report will be posted at: http://www.hrsdc.gc.ca/en/gateways/nav/left_nav/publications.shtml
No Audit completed or planned for the reference period.

Name of Transfer Payment Program: Universal Child Care Benefit

Start date: July 1, 2006

End date: Ongoing

Description: Effective July 2006 families receive $100 per month (up to $1,200 per year) for each child under six, taxable in the hands of the lower-income spouse. Payments are made directly to families so that they can choose the child care that best meets the needs of their family. The Universal Child Care Benefit is provided in addition to existing federal programs such as the Canada Child Tax Benefit, which includes the National Child Benefit Supplement, the new Child Tax Credit and the Child Care Expense Deduction. The Universal Child Care Benefit does not affect the benefits families receive under these programs. Further information can be found at www.universalchildcare.ca.

Strategic Outcome: Enhanced income security, access to opportunities and well-being for individuals, families and communities.

Results Achieved: The UCCB provides Canadian families with children under the age of six with direct financial support to choose the type of child care that best suits their needs. As of May 2009, 100% of the over 2 million eligible children receive the benefit. This represents over 1.5 million families. The UCCB has also lifted approximately 22,000 families with 57,000 children out of low-income.

Comment(s) on Variance(s): The variance is due to a higher number of recipients than projected and due to a slight increase in take up rates.

Audit and/or Evaluation completed or planned:
Formative evaluation to be completed in 2009-2010.
When published the report will be posted at: http://www.hrsdc.gc.ca/en/gateways/nav/left_nav/publications.shtml
No Audit completed or planned for the reference period.

Name of Transfer Payment Program: Homelessness Partnering Strategy (HPS)

Start date: April 1, 2007

End date: March 31, 2011

Description: Provides grants and contributions to not-for-profit organizations, individuals, municipal governments, Band and tribal councils and other Aboriginal organizations, public health and educational institutions, Régies régionales, for-profit enterprises, research organizations and research institutes to carry out research on homelessness to help communities better understand and more effectively prevent and reduce homelessness.

Strategic Outcome: Enhanced income security, access to opportunities and well-being for individuals, families and communities.

Results Achieved:

• Twelve horizontal pilot projects were launched with other federal departments and agencies, such as Corrections, Immigration, and Justice. The horizontal pilot projects address issues related to institutional release, HIV/AIDS, transitional and supportive housing as well as addiction treatment, basic skills and employment development.
• For every dollar invested by the HPS in community-based projects, the amount invested in communities by external partners (not-for-profit groups, private sector organizations and other government departments) rose to $2.99; exceeding the $1.50 target.
• The percentage of all HPS investments in regionally-delivered projects targeted to longer-term transitional and supportive housing and services increased to 78%, exceeding the 65% target.
• In 2008, the Surplus Federal Real Property for Homelessness Initiative (SFRPHI) program was continued for two years (2009-2011). SFRPHI provides surplus federal properties to community organizations, the not-for-profit sector, and other levels of government for projects to prevent and alleviate homelessness. In 2008-2009, a total of nine housing units were created. Of these, 78% were supportive housing and 22% were longer-term.
• The Canada-Quebec Agreement was signed on March 31, 2009, and the renewal of the Canada-Ontario MOU is underway. In addition, the HPS explored the potential for new agreements through enhanced dialogue with every province and territory.

Comment(s) on Variance(s): $5.2M will be reprofiled to 2009-2010 to ensure funds will be available for proposals developed for activities to alleviate homelessness.

Audit and/or Evaluation completed or planned:
Summative evaluation to be completed in 2009-2010.
When published the report will be posted at: http://www.hrsdc.gc.ca/en/gateways/nav/left_nav/publications.shtml
An Audit of the Homelessness Partnering Strategy is currently underway.

Name of Transfer Payment Program: Wage Earner Protection Program (WEPP), as established by the Wage Earner Protection Program Act.

Start date: WEPP legislation came into force on July 7, 2008.

End date: N/A

Description: WEPP is a targeted federal program providing financial support to workers who lose their job and are owed money when their employer goes bankrupt or becomes subject to receivership under the Bankruptcy and Insolvency Act (BIA).  Specifically, the Program reimburses eligible workers for unpaid wages, vacation, severance, and termination pay up to a current maximum of $3,253 (the equivalent of four weeks’ maximum insurable earnings under the Employment Insurance Act).  The Wage Earner Protection Program is administered by the Labour Program and is delivered by Service Canada.

Strategic Outcome: Safe, healthy, fair, stable, cooperative, productive workplaces and effective international labour standards.

Results Achieved: Successful implementation of WEPP was achieved since its inception in July 2008. Legislative amendments announced in Budget 2009 to expand the coverage of the Act to termination and severance pay were successfully implemented. Canadian workers are now receiving timely and certain payments.

Comment(s) on Variance(s): The discrepancy between planned spending and actual spending is attributed to several factors:

• The actual spending amount refers to spending as of April 21, 2009. This figure does not reflect the full amount that will be paid out for fiscal year 2008 2009. This is because retroactive claims under the expanded (Budget 2009) Program are still being received. While the legislative amendments came into force on March 12, 2009, they were retroactive to January 27, 2009, and as a result, claims are still being processed and paid out.
• The variance is also attributable to the fact that many trustees/receivers pay wage and vacation pay claims directly to employees under the super priority provision of the Bankruptcy and Insolvency Act (BIA). This provides coverage for wage claims up to $2,000, thus avoiding the necessity for a WEPP filing unless amounts owing exceed that amount. This practice is likely to change in the new fiscal year as the super priority provisions under the BIA do not cover termination and severance pay that the recently expanded WEPP now reimburses. Therefore, trustees/receivers will have to provide information under the WEPP for those additional amounts, and as a result, may also begin to use the WEPP for all wage claims.

Audit and/or Evaluation completed or planned:
A formative evaluation of WEPP, looking at program design and delivery, is scheduled for 2010 2011. This will be the first review of the Program since its enactment in July 2008.
Summative evaluation planned for 2012-Audit and/or Evaluation completed or planned:.
When published the report will be posted at: http://www.hrsdc.gc.ca/en/gateways/nav/left_nav/publications.shtml
No Audit completed or planned for the reference period.

Name of Recipient: The Canada Millennium Scholarship Foundation

Start Date: Royal Assent June 18, 1998

End Date: 2010

Total Funding: $2.5 billion

Description: The endowment is managed in accordance with the Funding Agreement between the Foundation and the Government of Canada, as represented by the Ministers of Finance and Human Resources and Skills Development.

The objective of the foundation is to increase access to post-secondary education so that Canadians can acquire the skills needed to participate in a changing economy and society by granting scholarships to students who are in financial need and who demonstrate merit.

Strategic Outcome(s): Enhanced Canadian productivity and participation through efficient and inclusive labour markets, competitive workplaces and access to learning.

Summary of Results Achieved by the Recipient:

• Awarded 88,858 bursaries averaging $3,000 to post-secondary students based on financial need.
• In 2008, 3,198 millennium excellence entrance and national in-course excellence awards were awarded, valued at $4,000 or $5,000, depending on the type of award.
• Continued implementation of program improvements recommended as a result of the Foundation's mid-term review. In 2008, some 28,688 access bursaries were awarded with a cumulative value of $50.4 million.
• Research program into the determinants of access to higher education and the effect of current student financial assistance programs on students' behaviour - completed the following in 2008:
  • Continuation of Millennium Research Series and other publications;
  • Implementation of seven Millennium Pilot Projects (longitudinal research projects on means to improve access and persistence).

Comments on Variance(s): The majority of the conditional grant variance is accounted for by withdrawals of students in the bursary program and some under spending in access. The balances are transferred to the following year’s program allocations.

Significant Evaluation findings by the recipient during the reporting year and future plan: N/A

Significant Audit findings by the recipient during the reporting year and future plan:
The Foundation's annual audit was conducted in the first quarter of 2009.
The Office of the Auditor General conducted an audit of the Canada Millennium Scholarship Foundation and of the Canada Student Loans Program in 2007. They found that the Canada Millennium Scholarship Foundation's bursary programs are well managed and that the Foundation has the necessary controls in place to ensure that eligibility for bursaries is assessed correctly and that payments are issued in the right amounts to the right people. They also found that the Canada Millennium Scholarship Foundation obtains reasonable assurance that the provinces and territories are fulfilling their responsibilities in delivering the programs. Furthermore, the Canada Millennium Scholarship Foundation was found to collect adequate information to report its achievements against objectives and meet its obligation to report the results of its activities to Parliament.
URL to Auditor General:
http://www.oag-bvg.gc.ca/internet/English/parl_lpf_e_19300.html
URL to Treasury Board Evaluation of Foundations:
http://www.tbs-sct.gc.ca/report/orp/2007/ef-fe/ef-fe_e.asp

URL to Recipient’s Site:
http://www.millenniumscholarships.ca
http://www.millenniumscholarships.ca/en/aboutus/AnnualReport.asp
Comment: Figures based on calendar year.

Name of Recipient: Canadian Council on Learning

Start Date: March 30, 2004

End Date: March 31, 2010¹

Total Funding: $85 million ¹

¹ A one-time grant was provided to CCL in fiscal year 2004-2005. All funds are to be dispersed by March 31, 2009. The mandate was extended to March 31, 2010 with no additional funding.

Description: To promote and support evidence-based decision making in all areas of lifelong learning by informing Canadians regularly on Canada's progress on learning outcomes, and promoting knowledge and information exchange among learning partners.

Strategic Outcome(s): Policies and programs that meet the human capital and social development needs of Canadians.

Summary of Results Achieved by the Recipient: In support of its mandate to promote knowledge exchange and inform Canadians on learning issues and outcomes, the Canadian Council on Learning in 2008/09 accomplished the following:

Informing Canadians

• Released its third “State of Learning Report”, encompassing chapters on learning in early childhood, secondary and post-secondary school, through adulthood, in the workplace and for Aboriginal Peoples, with a special feature on literacy.
• Published an extensive survey of Canadian Attitudes Towards Learning (SCAL).
• Released the third edition of the internationally recognized pan-Canadian Composite Learning Index (CLI), which tracks progress in learning at the community and national levels.
• Released the third issue of their comprehensive report on the Post Secondary Education (PSE) sector.
• Increased the accessibility of information on learning through innovative use of new media technologies, such as a regular electronic publication, Lessons in Learning, as well as an e-bulletin (The Learning Link), serving a rapidly growing audience as measured by internet traffic and document downloads from the Canadian Council on Learning website.

Knowledge Mobilization and Exchange

• Supported the five national Knowledge Centres, which brings together leading academics, practitioners and stakeholders to engage in knowledge exchange and dissemination of exemplary practices in the following areas: Aboriginal Learning, Adult Learning, Early Childhood Learning; Health and Learning; and Work and Learning.
• Sponsored national and provincial knowledge exchange initiatives (symposia, conferences, roundtables, workshops) on key learning issues.
• Maintained the on-line peer-reviewed journal: Journal of Applied Research on Learning (JARL). [ URL: http://www.ccl-cca.ca/CCL/Reports/Journal/Journal.htm ]
• Released the ECHO - a new online application that allows users to create and store cognitive assessments (including literacy and problem-solving) and survey information. (Used by Ontario as part of CCL’s evaluation of the Ontario Ministry of Education’s Student Success/Learning to 18 Strategy.)
• Fostered the development of knowledge on learning through its adjudication and support of research projects, the establishment of a research-in-residence program, and publication of a catalogue of provincial/territorial data on learning as a resource for research.

Comments on Variance(s): N/A

Significant Evaluation findings by the recipient during the reporting year and future plan: In accordance with CCL's funding agreement with the Department, CCL engaged an independent external agency to conduct a summative evaluation of CCL’s achievements since its inception in 2004. The evaluation found that: CCL has successfully identified knowledge gaps, creating knowledge exchange networks, created partnerships, and improved the volume, quality and relevance of research and information on learning; and that CCL operates in a cost-effective manner, complementing the work of other organizations. The evaluations also noted a number of challenges to CCL’s success such as effectively engaging various stakeholders such as provincial and territorial governments as well as clearly articulating its mandate, role and responsibilities to stakeholders and Canadians. A full copy of the evaluation is available at: http://www.ccl-cca.ca/CCL/AboutCCL/CorporateReports/SummativeEvaluation.htm

Significant Audit findings by the recipient during the reporting year and future plan: No audit was performed in 2008-2009

URL to Recipient’s Site:
http://www.ccl-cca.ca/CCL/AboutCCL/CorporateReports?Language=EN

Name of Horizontal Initiative: Aboriginal Skills and Employment Partnerships Program

Name of Lead Department(s): Human Resources and Skills Development Canada

Lead Department Program Activity: Labour Market

Start Date of the Horizontal Initiative: October 3, 2003

End Date of the Horizontal Initiative: March 31, 2012

Total Federal Funding Allocation (start to end date): $290.0 million

Description of the Horizontal Initiative (including funding agreement): Aboriginal Skills and Employment Partnership program was initially an $85 million initiative beginning in 2003 to 2009. Budget 2007 expanded and extended the program through an additional investment of $105 million for 2007-2012. In Canada’s Economic Action Plan, the Government is investing an additional $100M over three years in ASEP to help Aboriginal people participate in the work force and get the training they need to make the most of employment opportunities. The Aboriginal Skills and Employment Partnership is targeted at developing the skills of Canada's Aboriginal workforce, promoting maximum employment for Aboriginal people on major economic developments across Canada and providing lasting benefits for Aboriginal communities, families and individuals.

The Aboriginal Skills and Employment partnership program is an opportunity driven initiative that is implemented through formalized partnerships between the private sector and Aboriginal communities (and others such as the province and training institutions). The partnerships are responsible for jointly developing and managing comprehensive, multi-year skills development plans that will ensure long-term highly skilled sustainable employment as a result of the projects. The comprehensive Aboriginal training-to-employment plan covers a broad continuum ranging from basic skills, literacy and academic upgrading, through job-specific training and apprenticeships to retention counselling and other on-the-job supports. The plan must have a commitment from the employers to provide at least 50 long-term (sustainable) jobs for Aboriginal people. The partnership must also make a significant financial contribution to the training plan and must develop a governance model that will manage and oversee the project.

http://www.hrsdc.gc.ca/general/public/asep-pcea/asep-pcea-eng.asp

Shared Outcome(s): Long term sustainable employment for Aboriginal people on major economic developments.

Governance Structure(s):

• Aboriginal Skills and Employment partnership is a national, centrally managed program. It promotes the maximum employment of Aboriginal people through a collaborative approach.
• The implementation of the Aboriginal Skills and Employment partnership projects requires the participation of Aboriginal organizations the private sector, provincial governments and others as appropriate and may involve collaboration with regional Service Canada officials.
• Aboriginal Skills and Employment partnership proponents receive direct support through a multi-year contribution agreement negotiated by HRSDC based on a human resources development plan. Aboriginal Skills and Employment partnership proponents are responsible for interim and final financial and performance reports.

Comments on Variances: The variance is mainly due to re-profiling of funds into future years due to deferrals of projects into next fiscal year because of delays in project proposal starts dates.

Results to be achieved by non-federal partners (if applicable): N/A

Contact information:
Glenda Restoule, Director
Aboriginal Skills and Employment Partnership Program
Skills and Employment Branch
819-956-8860
glenda.restoule@hrsdc-rhdsc.gc.ca
Place du Portage, Phase IV
140 Promenade du Portage
Gatineau, Quebec

Name of Horizontal Initiative: Youth Employment Strategy

Name of Lead Department(s): Human Resources and Skills Development Canada

Lead Department Program Activity: Labour Market

Start Date of the Horizontal Initiative: March 18, 1999

End Date of the Horizontal Initiative: Ongoing

Total Federal Funding Allocation (start to end date): Ongoing

Description of the Horizontal Initiative (including funding agreement): The Youth Employment Strategy supports Canadian youth as they move into the world of work. The Strategy plays a role in developing Canada's workforce by providing young Canadians with access to programs and services to help them gain the skills, knowledge, career information and work experience they need to find and maintain employment and make a successful transition into the labour force.  The Youth Employment Strategy is designed to respond to labour market challenges facing youth, aged 15 to 30. The Strategy has three program streams: Skills Link, Career Focus and Summer Work Experience, which includes the Canada Summer Jobs initiative. Skills Link provides youth-at-risk with opportunities to develop skills they need to find work or return to school. Career Focus helps post-secondary graduates find work in their area of specialization. Summer Work Experience helps secondary and post-secondary graduates acquire career-related skills and financing for their education through summer jobs.  The Government of Canada's support to young Canadians is a shared responsibility and a partnership effort among many departments and organizations. Human Resources and Skills Development, along with 10 other federal government departments, work cooperatively with other levels of government, Aboriginal organizations, educational institutions, and private sector, not-for-profit and voluntary sector organizations to deliver Youth Employment Strategy initiatives.

www.youth.gc.ca/

Shared Outcome(s): The shared outcomes of partners for the common key results are:

• Number of youth served
• Number of youth employed / self-employed
• Number of youth returning to school

Governance Structure(s): The Youth Employment Strategy has in place an umbrella Results-based Management and accountability Framework (RMAF) that represents a commitment among the eleven participating federal departments to undertake ongoing collection of common performance management data to ensure effective overall performance management of the program.

As lead department, Human Resources and Skills Development Canada with Service Canada chairs and is responsible for the coordination and management of an Interdepartmental Operations Committee that is responsible for reporting on the implementation of the Youth Employment Strategy. The Evaluation Steering Committee is another Youth Employment Strategy interdepartmental committee. There is also a Communications Sub-Committee reporting to the Operations Committee.

Youth Employment Strategy initiatives are delivered nationally, regionally and locally using a variety of funding instruments, such as contribution agreements and some direct delivery methods. Transfer payments are provided primarily by participating departments through contribution agreements and service delivery agreements in support of participants' remuneration and overhead costs.

Comments on Variances: The variance was due to delays in implementing Skills Link and Career Focus projects, as well the inability of some employers to fill all the positions for which they were approved for Canada Summer Jobs funding, and because some students left their jobs early.

Results to be achieved by non-federal partners (if applicable): N/A

Contact information:
John Atherton, Director General
Active Employment Measures
Skills and Employment Branch
(819) 994-6916
john.atherton@hrsdc-rhdsc.gc.ca
Place du Portage, Phase IV
140 Promenade du Portage
Gatineau, Quebec

Name of Horizontal Initiative: Temporary Foreign Worker program

Name of Lead Department(s): Human Resources and Skills Development Canada and Citizenship and Immigration Canada

Lead Department Program Activity: Workplace Skills (HRSDC) and Temporary Resident Program (CIC)

Start Date of the Horizontal Initiative: June 13, 2007

End Date of the Horizontal Initiative: Ongoing

Total Federal Funding Allocation (start to end date): Ongoing

Description of the Horizontal Initiative (including funding agreement): The Temporary Foreign Worker program enables Canadian employers to hire foreign workers on a temporary basis to meet immediate skills and labour needs when Canadians are not available. The program is jointly managed by Citizenship and Immigration Canada and Human Resources and Skills Development Canada (with Service Canada). Employers can recruit workers into any legal profession and from any source country, subject to employers and workers meeting specified criteria. The Temporary Foreign Worker program includes program streams such as the Seasonal Agricultural Workers Program, the Live-in-Caregiver Program, and the pilot project for Occupations Requiring Lower Levels of Formal Training. In the province of Quebec, the Temporary Foreign Worker program is administered through a partnership with the Government of Quebec. The Temporary Foreign Worker program is funded from the Consolidated Revenue Fund.
www.hrsdc.gc.ca/en/workplaceskills/foreign_workers/index.shtml
www.cic.gc.ca/english/work/index.asp

Shared Outcome(s):

• To enhance Canadian productivity and participation through efficient and inclusive labour markets, competitive workplaces and access to learning (HRSDC).
• Migration that significantly benefits Canada’s economic, social and cultural development (CIC)
• To respond to regional, occupational, and sectoral skills and labour demands;
• To protect employment opportunities for Canadians and ensure that temporary foreign workers enjoy the same rights and protections as Canadians

Governance Structure(s):

• Human Resources and Skills Development Canada / Service Canada is responsible for providing a labour market opinion to Citizenship and Immigration Canada and employers indicating if the employment of the temporary foreign worker is likely to have a positive or neutral effect on the labour market in Canada.
• Human Resources and Skills Development Canada is responsible for the design and management of those elements of the program under the Minister's responsibility.
• Service Canada delivers the program regionally for Human Resources and Skills Development Canada by processing labour market opinion applications to support the work permit application process.
• Citizenship and Immigration Canada is responsible for assessing work permit applications and issuing work permits to workers.

Comments on Variances: The HRSDC $0.5M variance is mainly due to the delayed implementation of the enhanced policy development capacity and new employer compliance functions. The CIC variance is due to general operating lapses as well as delays in setting up a centralized unit for Temporary Foreign Workers (TFW) until CIC finalizes the review of the TFW units within its operations in 2009-2010.

Results to be achieved by non-federal partners (if applicable): not applicable

Contact information:
Andrew Kenyon, Director General
Human Resources and Skills Development Canada
Temporary Foreign Workers Directorate
Skills and Employment Branch
(819) 994-1021
andrew.kenyon@hrsdc-rhdsc.gc.ca
Place du Portage, Phase IV
140 Promenade du Portage
Gatineau, Quebec

Les Linklater, Director General
Citizenship and Immigration Canada
Immigration Branch
(613) 941-8989
les.linklater@cic.gc.ca
Jean Edmonds Tower South
365 Laurier Avenue West
Ottawa, Ontario

Name of Horizontal Initiative: Canada Student Loans Program

Name of Lead Department(s): Human Resources and Skills Development Canada

Lead Department Program Activity: Learning

Start Date of the Horizontal Initiative: September, 1964

End Date of the Horizontal Initiative: Ongoing

Total Federal Funding Allocation (start to end date): Ongoing

Description of the Horizontal Initiative (including funding agreement): The purpose of the Canada Student Loans program is to promote accessibility to post-secondary education for individuals with demonstrated financial need by lowering financial barriers through the provision of loans and grants and to ensure Canadians have an opportunity to develop the knowledge and skills to participate in the workplace and community.

Information for the public on saving, planning and paying for post-secondary studies and specific information for Canada Student Loans Program clients (including information on learning opportunity selection, financial planning, and how to apply for, maintain and repay student loans) can be accessed at: http://www.canlearn.ca/

Shared Outcome(s):
Maintain the Government's commitment to accessible post-secondary education by:

• lowering financial barriers to post-secondary education through the provision of financial assistance to eligible Canadians; and
• ensuring a more manageable debt burden for borrowers

Governance Structure(s): The Government of Canada has entered into Integration Agreements with four provinces (Ontario, Saskatchewan, New Brunswick and Newfoundland and Labrador) in order to create a "one-student-one-loan" service approach. The administration of the current program is the product of a co-operative effort between Human Resources and Skills Development Canada, Service Canada, Canada Revenue Agency, participating provinces and the Yukon Territory, Service Provider, financial institutions and Public Works and Government Services Canada. These agents are responsible for conducting one or more activities during the loan lifecycle. Program documents and communications tools are typically prepared with the input and approval of both federal and participating provincial and territorial governments. Quebec, the Northwest Territories and Nunavut do not participate in the Canada Student Loans Program. These jurisdictions receive an alternative payment to assist in the cost of delivering a similar student financial assistance program.

Effective management of the program and of relations with third-party agents is the primary responsibility of the Canada Student Loans Program. Program activities include, for example, defining the operational and financial processes for the delivery of the program by the service provider, comptrollership and client relations for escalated cases.

The application and needs assessment for the program is delivered by provincial student assistance offices, which also administer provincial aid. The participating provinces and the Yukon Territory:

• determine individual eligibility for loans and grants based on federal criteria; assess students' financial needs based on federal criteria;
• issue loan certificates;
• administer and deliver grants; and
• designate educational institutions that students may attend with Canada Student Loans Program assistance.

While the Canada Student Loans Program provides the guidance and direction on how the program is to be delivered, the Service Provider assumes responsibility for the administration of the loans once the loan agreement is signed and submitted for processing. The responsibilities of the Service Provider include:

• verifying loan agreements;
• managing the in-study interest-free period;
• handling loan repayment; and
• managing debt management activities, advising and counselling borrowers on debt management options.

Public Works and Government Services Canada is responsible for disbursing loans and grants to the borrowers and to Educational Institutions, for any funds directed to pay for tuition.

Canada Revenue Agency Non-Tax Collection Services is the agent responsible for debt collection. Delinquent guaranteed and risk-shared loans become debts to the Crown when the Government of Canada buys back the debt from financial institutions. Delinquent direct financed loans are returned to government after the Service Provider has attempted collection for a set period of time and the borrower has either not made payments on their loan or is unwilling to repay. These activities may also be conducted by private collection agencies under contract to Canada Revenue Agency. These private collection agencies must abide by Canada Revenue Agency collection guidelines when carrying out the recovery of Crown debts

Comments on Variances: The bulk of the $59.6M variance between planned and actual expenditures for 2008-2009 can be explained by the Bad Debt Expense being lower than forecasted by $70.2M. The variance can also be explained by an adjustment to the methodology between the forecast and actual calculation, and by the decrease in the interest rate this year. This is offset by the Debt Reduction in Repayment being higher by $38.9M due to an increase of the provision rate by the Chief Actuary.
The interest revenue indicates a variance of $94.9M, that is being offset by variances in both the In-Study and In Repayment Interest Borrowing Expense of $95.7M. These variances can be explained by a combination of the decrease in the interest rate and a lower than anticipated In-Repayment portfolio. The Interest Relief was also lower than forecasted by $18.7M, again due to the interest rate reduction.
The remaining variance of $8.8M is a combination of minor variances related to other component of the program.

Results to be achieved by non-federal partners (if applicable): not applicable.

Contact information:
Barbara Glover
Director General
Canada Student Loans Program
(819) 997-1094

Name of Horizontal Initiative: Multilateral Framework on Early Learning and Child Care

Name of Lead Department(s): Human Resources and Skills Development Canada

Lead Department Program Activity: Children and Families

Start Date of the Horizontal Initiative: March, 2003

End Date of the Horizontal Initiative: Ongoing

Total Federal Funding Allocation (start to end date): $350 million/year via the Canada Social Transfer (CST)

Description of the Horizontal Initiative (including funding agreement): In March 2003, Federal/ Provincial/Territorial Ministers Responsible for Social Services, reached agreement on a framework for improving access to affordable, quality, provincially and territorially regulated early learning and child care programs and services. Under the Multilateral Framework, the Government of Canada is providing $350M per year through the CST to support provincial and territorial government investments in early learning and child care. This initiative complements the September 2000 ECD Agreement.

The objective of this initiative is to further promote early childhood development and support the participation of parents in employment or training by improving access to affordable, quality early learning and child care programs and services.

Early learning and child care programs and services funded through this initiative will primarily provide direct care and early learning for children in settings such as child care centres, family child care homes, preschools, and nursery schools. Types of investments can include capital and operating funding, fee subsidies, wage enhancements, training, professional development and support, quality assurance, and parent information and referral. Programs and services that are part of the formal school system are not included in this initiative.

Governments also committed to transparent public reporting that will give Canadians a clear idea of the progress being made in improving access to affordable, quality early learning and child care programs and services, beginning with a baseline report in November 2003.

Information about the initiative, including the text of the Multilateral Framework on Early Learning and Child Care, is available on the federal, provincial and territorial Web portal on early childhood development and early learning and child care at http://www.ecd-elcc.ca/

Shared Outcome(s):
The objectives of the initiative, as outlined in the Multilateral Framework on Early Learning and Child Care are:

• to promote early childhood development; and
  
• to support the participation of parents in employment or training by improving access to affordable, quality early learning and child care programs and services. Employment income.

Governance Structure(s):
The Multilateral Framework for Early Learning and Child Care recognizes that provinces and territories have the primary responsibility for early learning and child care programs and services.

Implementation of the commitments outlined in the Multilateral Framework has been tasked to a Working Group comprised of officials from all jurisdictions (including Québec, which participates as an observer). This Working Group, which is jointly chaired by HRSDC and Saskatchewan, reports to F/P/T Deputy Ministers Responsible for Social Services and subsequently to F/P/T Ministers Responsible for Social Services.

Comments on Variances: N/A

Results to be achieved by non-federal partners (if applicable): Provincial and territorial governments (except Quebec) have agreed to invest the funding provided in regulated early learning and child care programs for children under the age of six. Early learning and child care programs and services funded through this initiative will primarily provide direct care and early learning for children in settings such as child care centres, family child care homes, preschools, and nursery schools. Investments can include capital and operating funding, fee subsidies, wage enhancements, training, professional development and support, quality assurance, and parent information and referral. Programs and services that are part of the formal school system are not included in this initiative.

Governments (except Quebec) also committed to transparent public reporting that will give Canadians a clear idea of the progress being made in improving access to affordable, quality early learning and child care programs and services, beginning with a baseline report in November 2003 and annual reporting in November 2004.

The Government of Quebec supports the general principles expressed in the Early Learning and Child Care Initiative but did not participate in developing the Initiative because it wants to retain sole responsibility for social matters. However, it receives its share of funding granted by the Government of Canada and makes significant investments in programs and services that benefit families and children

Contact information:
François Weldon
Director
Family Policy
819 997-9950

Name of Horizontal Initiative: National Child Benefit Initiative

Name of Lead Department(s): Human Resources and Skills Development Canada

Lead Department Program Activity: Children and Families

Start Date of the Horizontal Initiative: 1998

End Date of the Horizontal Initiative: Ongoing

Total Federal Funding Allocation (start to end date): Statutory

Description of the Horizontal Initiative (including funding agreement): The National Child Benefit contributes to a larger federal, provincial and territorial strategy (FPT), the National Children's Agenda, designed to help Canadian children.

Through the National Child Benefit, the Government of Canada is working with provincial and territorial governments¹ to provide income support, as well as benefits and services, for low-income families with children. The initiative also includes a First Nations component.

Federal Spending:
The Government of Canada contributes to the National Child Benefit initiative through a supplement to its Canada Child Tax Benefit. In addition to the base benefit of the Canada Child Tax Benefit, which is targeted to both low- and middle-income families, the National Child Benefit Supplement provides extra income support to low-income families with children. Canada Revenue Agency delivers these benefits to families. Federal spending on the Canada Child Tax Benefit system is tracked by the Canada Revenue Agency, which is responsible for the delivery of the National Child Benefit Supplement.

The federal government is providing a projected $3.7 billion through the National Child Benefit Supplement in 2007-2008. Total annual federal support delivered through the Canada Child Tax Benefit system, including the National Child Benefit Supplement, is a projected $9.5 billion in 2007-2008.

Provincial, Territorial and First Nations Spending:
Under the National Child Benefit, provinces, territories and First Nations provide benefits and services that further the goals of the initiative. The National Child Benefit Progress Report: 2006, reports that in 2005-2006, provinces, territories, and First Nations spent $873.9 million in programs and services in key areas such as child/day care initiatives, child benefits and earned income supplements, early childhood services and children-at-risk services, supplementary health benefits, and youth initiatives. This includes First Nations reinvestments in programs and services which are estimated to be $58.0 million in 2005-2006.

Shared Outcome(s):
The National Child Benefit initiative has three goals:

• Help prevent and reduce the depth of child poverty;
• Promote attachment to the labour market by ensuring that families will always be better off as a result of working; and
• Reduce overlap and duplication by harmonizing program objectives and benefits and simplifying administration.

Annual National Child Benefit Progress Reports include information on the level of spending by all jurisdictions. There is a data collection process to which all participating jurisdictions contribute in order to present comparable information on National Child Benefit initiatives. The data submitted by each jurisdiction is reviewed jointly to ensure consistency in reporting. To obtain the most recent Progress Report or for further information, please visit the federal, provincial and territorial National Child Benefit website: http://www.nationalchildbenefit.ca/

Indicators and Impacts:

• The National Child Benefit Progress Report: 2006 includes an analysis of both societal level indicators, which measure areas such as low income and labour force attachment and do not infer that any changes are the result of the initiative, and direct outcome indicators, which measure only those changes that are directly attributed to the National Child Benefit. With respect to societal level indicators, the report shows that the proportion of families with children living in low income has declined significantly since the mid-1900s, decreasing from 17.6 percent in 1996 to 11.6 percent in 2004, based on Statistics Canada's post-tax low-income cutoffs. During this period, the number of children living in low income decreased from 1,304,000 in 1996 to 877,300 in 2004, a decrease of approximately 426,700 children. Further, the report estimates that in 2004, as a direct result of the National Child Benefit:
• 125,000 children in 59,000 families were prevented from living in low income, a reduction of 12.1 percent. This means that in 2004, there were 12.1 percent fewer families with children living in low income than there would have been without the National Child Benefit.
  • These families saw their average disposable income increase by an estimated $2,400, or 9.3 percent.
• For those families with children who remained in low income, the National Child Benefit improved their disposable income by an average of $1,600 (9.1 percent). This means that the low-income gap (the additional amount of income needed by low-income families to reach the low-income line) was reduced by 18.5 percent in 2004.

In addition, in June 2005, federal, provincial and territorial governments released a synthesis report of a comprehensive evaluation of the first three years of the National Child Benefit initiative (1998-99, 1999-00, 2000-01). The evaluation compiled evidence from a number of studies and showed that the National Child Benefit is meeting its goals. In addition, a process to launch further evaluation has begun.

For a complete discussion of indicators, please see Chapters 5 and 6 of the National Child Benefit Progress Report: 2006. For a discussion of evaluation results, please see the Evaluation of the National Child Benefit Initiative: Synthesis Report. These reports are available free of charge on the National Child Benefit website, at: http:\\www.nationalchildbenefit.ca

Governance Structure(s):
The National Child Benefit Governance and Accountability Framework outlines the key characteristics of the federal, provincial and territorial partnership: cooperation, openness, flexibility, evolution and accountability. As a co-operative effort among governments, the National Child Benefit combines the strengths of a national program with the flexibility of provincial and territorial initiatives designed to meet the specific needs and conditions within each jurisdiction.

The Governance and Accountability Framework lays out shared decision-making and accountability:

• FPT Ministers Responsible for Social Services provide the overall strategic policy directions for the program at the national level; monitor and assess all aspects of implementation; identify areas of potential concern and seek solutions; and adjudicate and resolve disputes where required.
• FPT Deputy Ministers Responsible for Social Services are responsible for general management, implementation and operation of the initiative under the direction of Ministers.
• The FPT NCB Working Group of Officials supports the mandate of Deputy Ministers and Ministers with respect to the National Child Benefit. This includes identifying, addressing and finding solutions for emerging issues.

Under the Governance and Accountability Framework, federal, provincial and territorial Ministers Responsible for Social Services have committed to sharing data on reinvestment initiatives and reviewing results and outcomes achieved in order to identify best practices. Federal, provincial and territorial governments have also agreed to report annually to the public with a primary focus on performance of the initiative. To date, seven annual progress reports have been published, as well as a synthesis report on a comprehensive evaluation of the first three years of the initiative.

The Federal Role:
Under the National Child Benefit, the Government of Canada provides additional income support to low-income families with children via the National Child Benefit Supplement component of the Canada Child Tax Benefit. Canada Revenue Agency delivers these benefits to families.

Human Resources and Skills Development Canada is responsible for policy development with respect to the National Child Benefit initiative, and the Minister of Human Resources and Skills Development represents the Government of Canada in this federal/provincial/territorial initiative. The Department also serves a secretariat function in the production of annual National Child Benefit progress reports.

The Canada Child Tax Benefit (including the National Child Benefit Supplement) is a tax measure, and is administered by Canada Revenue Agency.

Indian and Northern Affairs Canada and Citizenship and Immigration Canada have roles in reinvestments and investments.

The Provincial and Territorial Role:
Under the National Child Benefit, provinces, territories and First Nations provide benefits and services that further the goals of the initiative. The National Child Benefit is designed so that provinces, territories and First Nations have the flexibility to develop and deliver programs and services that best meet the needs and priorities of their communities. Provinces and territories have the flexibility to adjust social assistance or child benefit payments by an amount equivalent to the NCB Supplement. As a result, families with children on social assistance maintain at least the same level of benefits, while funds resulting from adjustments support new or enhanced provincial and territorial programs benefiting low-income families with children.

The majority of provinces and territories are flowing through recent federal increases to the National Child Benefit. This means that today, the vast majority of children living in low-income families, including those on social assistance, are currently receiving some or all of the National Child Benefit Supplement.

Under the National Reinvestment Framework, provincial and territorial governments, along with First Nations, have committed to re-allocating available social assistance funds into benefits and services for children in low-income families that further the goals of the initiative. Jurisdictions have focused reinvestments primarily in six key areas:

• Child/Day Care Initiatives;
• Child Benefits and Earned Income Supplements;
• Early Childhood Services and Children-at-Risk Services;
• Supplementary Health Benefits;
• Youth Initiatives, and
• Other Benefits and Services.

First Nations Role:
The federal government is responsible for ensuring programs for First Nations children on reserve are comparable to those available to other Canadian children. Under the National Child Benefit, First Nations have the flexibility to reinvest savings from adjustments to social assistance into programs and services tailored to meet the needs and priorities of individual communities. Some 500 First Nations participate in the National Child Benefit and implement their own programs.

Comments on Variances: N/A

Results to be achieved by non-federal partners (if applicable): N/A

Contact information:
Carole Vallerand
Acting Director
Income Security
Strategic Policy and Research
Phone (819) 934-1181

Name of Horizontal Initiative: Early Childhood Development (ECD) agreement

Name of Lead Department(s): Human Resources and Skills Development Canada

Lead Department Program Activity: Children and Families

Start Date of the Horizontal Initiative: September 2000 with funding beginning April 2001

End Date of the Horizontal Initiative: Ongoing

Total Federal Funding Allocation (start to end date): $500 million/year via the Canada Social Transfer (CST)

Description of the Horizontal Initiative (including funding agreement): In September 2000, First Ministers reached agreement, the Federal/Provincial/Territorial Early Childhood Development (ECD) Agreement, to improve and expand early childhood development supports for young children (prenatal to age 6) and for their parents. The specific objectives are:

• to promote early childhood development so that, to their fullest potential, children will be physically and emotionally healthy, safe and secure, ready to learn and socially engaged and responsible; and
• to help children reach their potential and to help families support their children within strong communities.

In support of these objectives the Government of Canada transfers $500M/year via the Canada Social Transfer (CST) to provinces and territories.

The Government of Quebec supports the general principles expressed in the Early Childhood Development Initiative but did not participate in developing the Initiative because it wants to retain sole responsibility for social matters. However, it receives its share of funding granted by the Government of Canada and makes significant investments in programs and services that benefit families and children.

Information about the Agreement, including the text of the First Ministers' communiqué on ECD, is available on the federal, provincial and territorial web portal on early childhood development and early learning and child care at http://www.ecd-elcc.ca

Shared Outcome(s):
The objectives of the initiative, as outlined in the ECD Agreement are:

• to promote early childhood development so that, to their fullest potential, children will be physically and emotionally healthy, safe and secure, ready to learn, and socially engaged and responsible; and
  
• to help children reach their potential and to help families support their children within strong communities.

Governance Structure(s): In the ECD Agreement, First Ministers recognized that provinces and territories have the primary responsibility for early childhood development programs and services.

Federal/Provincial/Territorial (F/P/T) Ministers Responsible for Social Services are responsible for implementation of the commitments in the Agreement. Implementation has been tasked to a Working Group comprised of officials from all jurisdictions (including Quebec, which participates as an observer). The Working Group, which is jointly chaired by HRSDC and Saskatchewan, reports to Deputy Ministers Responsible for Social Services and subsequently to F/P/T Ministers Responsible for Social Services.

Comments on Variances: N/A

Results to be achieved by non-federal partners (if applicable):
Provincial and territorial governments are investing the funds transferred to them by the Government of Canada in any or all of the following four areas of action outlined in the Early Childhood Development Agreement:

• promoting healthy pregnancy, birth and infancy;
• improving parenting and family supports;
• strengthening early childhood development, learning and care, and;
• strengthening community supports.

All participating federal, provincial and territorial governments have committed to three reporting requirements:

Each government released a first report on Early Childhood Development programs and expenditures for the 2000-2001 fiscal year, providing a baseline against which new investments can be tracked.

In fall 2002, governments began annual reporting, using a shared framework with comparable program indicators, to track progress in improving and expanding early childhood development programs and services within the four areas for action.

In fall 2002, governments began regular reporting on children's well-being, using a common set of outcome indicators.

Within the Government of Canada, responsibility for implementation of the commitments outlined in the Early Childhood Development Agreement is shared jointly between Human Resources and Skills Development Canada , Indian and Northern Affairs Canada and the Public Health Agency of Canada.

Contact information:
François Weldon
Director
Family Policy
(819) 997-9950

Name of Horizontal Initiative: Homelessness Partnering Strategy (HPS)

Name of Lead Department(s): Human Resources and Skills Development Canada

Lead Department Program Activity: Housing and Homelessness

Start Date of the Horizontal Initiative: April 1, 2007

End Date of the Horizontal Initiative: March 31, 2011

Total Federal Funding Allocation (start to end date): $269.6M over two years which includes $6M for Surplus Federal Real Property for Homelessness Initiative and is administered by Public Works and Government Services Canada.

Description of the Horizontal Initiative (including funding agreement): The Homelessness Partnering Strategy makes strategic investments in community priorities and includes a planning process to encourage cooperation between governments, agencies and community-based organizations to find local solutions for homeless people and those at risk of homelessness. The Homelessness Partnering Strategy is designed to provide supports to 61 designated communities and some small, rural and Aboriginal communities to develop community-based measures that assist homeless individuals and families move toward self-sufficiency.

Under the Homelessness Partnering Strategy, the Surplus Federal Real Property for Homelessness Initiative is more flexible to allow land exchanges. Community groups can exchange, under certain conditions, a federal property received under the Surplus Federal Real Property for Homelessness Initiative for another similar, and more suitable, property. The control period during which the property must continue to be used for its intended purpose has been extended to 15 years (from five under the National Homelessness Initiative – the predecessor of the HPS) to ensure long-term, lasting benefits to the recipients and the communities.

The Homelessness Partnering Strategy:

• helps communities build on their successes and focuses on interventions to help prevent and break the cycle of homelessness;
• achieves results for Canadians by focusing on attaining self-sufficiency and not just temporary measures;
• requires that federal funding be targeted more at the development of transitional and supportive housing and at improving access to services that help homeless people become self-sufficient such as skills training, health and substance abuse treatment;
• enhances the partnership approach with provinces and territories, communities and the private and voluntary sectors to strengthen capacity and build sustainability;
• carries out research to foster a better understanding of homelessness as well as collects and disseminates best practices to assist in designing the most effective responses.

For more information, please visit the Homelessness Partnering Strategy website: www.homelessness.gc.ca/

Shared Outcome(s):
The objectives of the initiative are:

Enhanced income security, access to opportunities and well-being for individuals, families and communities.

Governance Structure(s): The Homelessness Partnering Strategy community-based program is delivered via two models:

• community entity model: Under this model, the Community Advisory Board recommends projects to the community entity (an incorporated organization) which is the decision-making body responsible for approving project proposals and determining the eligibility of projects. HRSDC is responsible for managing the contribution agreement and all related activities. The community, in consultation with Service Canada, has designated responsibility for program delivery to a specific local organization; and
• shared delivery model: Under this model, the Community Advisory Body reviews project proposals and makes recommendations to HRSDC which manages the contribution agreement and all related activities. Both Service Canada and the community work in partnership to support funding priorities, resulting in a joint selection and decision-making process. The Minister approves the project proposals.

In Quebec, the Homelessness Partnering Strategy stream known as the Homelessness Partnership Initiatives, is delivered under a formal Canada-Quebec agreement, in collaboration with the province of Quebec.

The Homeless Individuals and Families Information System (HIFIS) supports the Homelessness Partnering Strategy’s national data system on homelessness. Using data collected mainly through shelters, HIFIS provides information on the characteristics of Canada’s homeless population. This information contributes to: increased understanding of homelessness in Canada; informed policy development; and improved planning and development of effective measures to prevent and reduce homelessness. HIFIS serves stakeholders across the country, including service providers, researchers and multiple levels of government. In addition, HIFIS provides operational support to shelters and other facilities through free-of-charge software and training support.

The Homelessness Partnering Strategy recognizes that the prevention and reduction of homelessness requires collaboration among all levels of government, particularly the federal and provincial/territorial governments. Provinces and territories are being invited to enter into bilateral agreements with the federal government to support community efforts to address homelessness. The Canada-Quebec agreement serves as a model that will be adapted for other jurisdictions. Partnering agreements offer provinces and territories the opportunity to participate in community planning and priority-setting at the outset. Agreements support the alignment of federal, provincial and territorial investments to enhance linkages between social services and housing as well as to address the operational sustainability of community projects. This partnering approach ensures that all of the necessary tools and supports are in place for homeless people to secure housing and supports that effectively meet their needs and for those at-risk of homelessness to attain housing stability.

Enhanced collaboration with other federal departments and agencies whose policies and programs are linked to homelessness is also essential. Horizontal pilot projects continue to be developed to facilitate a more coordinated approach to homelessness at the federal level, in recognition that homelessness interacts with an array of factors that relate to other federal program and policy areas, including: housing affordability; mental/physical health; labour market vulnerabilities; skills, education and literacy levels; community and personal safety; barriers facing newcomers; issues facing discharged offenders; Aboriginal issues; and others. The key objectives of horizontal pilot projects are to: address common risk factors associated with homelessness and other policy areas; prevent homelessness by addressing its root causes; and reduce the negative outcomes on other policy areas caused by homelessness. These pilot projects test approaches on homelessness, and their results are expected to inform future policy development.

The Surplus Federal Real Property for Homelessness Initiative is a Homelessness Partnering Strategy program co-managed by Public Works and Government Services Canada and Human Resources and Skills Development Canada, with advice and support from Canada Mortgage and Housing Corporation.

Comments on Variances: The variance will be requested for re-profile in the Supplementary B Estimates to ensure funds will be available for proposals developed for activities to alleviate homelessness.

Results to be achieved by non-federal partners (if applicable): N/A

Contact information:
Jim Young
Director of Planning and Coordination
Homelessness Partnering Secretariat
Telephone: (819) 956-6857

HRSDC's Sustainable Development Strategy (SDS) was tabled in Parliament on December 20, 2006. The strategy has a two-pronged approach: it focuses on the application of a sustainable development lens while developing policies and programs through a select number of Signature Projects and Greening Operations initiatives associated with day-to-day operations. Over the course of the Strategy, key departmental priorities are:

• decreasing building energy use;
• reducing vehicle emissions;
• expanding green procurement;
• increasing green processing in the delivery of programs and services;
• improving collaboration with communities for sustainability; and
• developing Signature Projects as examples of the Department's approach to sustainable development in policy making and program design.

The departmental Green Operations will involve twenty-four activities such as infrastructure energy saving initiatives, energy conserving lighting, decreasing office equipment energy use, recycling, fleet optimization, eco-driving or carpooling, green hotel usage, green procurement, e-waste management and simplification of program delivery document requirements.

HRSDC 's longer term approach for this SDS is to select a focused number of meaningful projects to advance sustainable development knowledge from the policy and program design perspective. These Signature Projects will demonstrate that the Department is stretching beyond business as usual by representing a broader approach to review programs and identify areas where all three sustainable development areas - economic, environmental and social - are addressed. This will occur through the application of a sustainable development lens to policy and program development, requiring a greater investment of funds, time, and participation stretching beyond a three-year period. HRSDC will undertake Signature Projects in the following three areas:

• People: Supporting initiatives that help Canadians invest in themselves, by providing access to learning, income security, and supporting efficient and inclusive labour markets to improve the sustainability of communities.
• Partnerships: Leveraging knowledge and people to develop partnerships and identify new opportunities to encourage sustainable employment in particular as it relates to the environment.
• Knowledge: Generating a social and economic indicators information base to ensure that current Canadian social, environmental and economic factors inform decision-making.

HRSDC has determined that the best way to ensure probity and accountability for the outcomes identified in Greening Operations and Signature Projects is to strengthen the development, management and monitoring of proposed activities, and to ensure that staff are trained to incorporate sustainable development measures into their day-to-day work. Over and above these activities, in 2008-2009, the Department will be focusing on reducing its environmental impact through more efficient and environmentally-friendly processing of service offerings and increasing awareness of promoting the role of staff in undertaking sustainable development initiatives.

The following provides an overview of the planned SDS activities and their expected results for 2008-2009 as per governmental and departmental goals:

Departmental SDS Vision: Advancing sustainable development by supporting a strong, inclusive labour market and society, and by being an example of sustainability in the provision of GC services to Canadians in a manner that reduces the impact on the environment.

SDS Departmental Goals: Building Energy

Federal SD Goal(s), including GGO goals:

Goal 3: Reduce greenhouse gas emissions

3.2.1 Support for clean technologies is provided (such as building, transportation, and industrial processes)

Goal 5: Sustainable Development and Use of Natural Resources

5.2.1 Sustainable consumption and production of natural resources is promoted

SDS Departmental Goals: Vehicle Emissions

Federal SD Goal(s), including GGO goals:

Goal 3: Reduce greenhouse gas emissions

SDS Departmental Goals: Green Procurement

Federal SD Goal(s), including GGO goals:

Goal 5: Sustainable Development and Use of Natural Resources

5.3.1 Environmentally sustainable use of natural resources is promoted

SDS Departmental Goals: Green Processing

Federal SD Goal(s), including GGO goals:

Goal 5: Sustainable Development and Use of Natural Resources

5.3.1 Environmentally sustainable use of natural resources is promoted

SDS Departmental Goals: Collaboration with Communities

Federal SD Goal(s), including GGO goals:

Goal 4: Sustainable Communities

4.1.1 Communities are well positioned to advance sustainable social development

4.3.2 Risks to human and ecosystem health from harmful substances are reduced (including cleanup of federal contaminated sites)

Goal 5: Sustainable Development and Use of Natural Resources

5.3.1 Environmentally sustainable use of natural resources is promoted

SDS Departmental Goals: Signature Projects

Federal SD Goal(s), including GGO goals:

Goal 4: Sustainable Communities

4.1.1 Communities are well positioned to advance sustainable social development

SDS Departmental Goals: Governance for Sustainable Development

Federal SD Goal(s), including GGO goals:

Goal 6: Governance for Sustainable Development

6.1.1 SDS commitments are integrated into the key planning and reporting processes of departments and agencies

6.1.2 Clear and effective governance mechanisms to integrate sustainable development in decision making, e.g., SEA

Has the department incorporated environmental performance considerations in its procurement decision-making processes?

the Departmental procurement processes are based on achieving value-for-money while leveraging procurement to achieve broader social, economic and environmental outcomes. This includes meeting the various federal social, economic and environmental policies, such as PWGSC's Policy on Green Procurement. Departmental purchasing patterns for key commodities essential to operations are assessed using key standards to support sustainable development.

Summary of initiatives to incorporate environmental performance considerations in procurement decision-making processes:

Electronic-based Green Procurement processes through HRSDC’s Purchasing Portal and promotion of appropriate use of the Acquisition Card are important parts of the department's green operations commitments. This work is reducing the environmental footprint of paper-based transactions particularly for thousands of low dollar value transactions, HRSDC has increased its use of acquisition cards by some 22,000 transactions. To promote the increased use of the Acquisition Card where appropriate, the departmental purchasing system uses a “pop-up” screen to remind employees to consider using the Acquisition Card where appropriate for all transactions with a dollar value < $5k. Thus, eliminating the paper based transaction generated through the system and improving the efficiency and costs associated with the low dollar value procurements.

The Department is also raising the awareness and understanding of green procurement through training and communications. Functional specialists receive training through courses offered by the Canada School of Public Service, and administrative assistants and managers receive information through departmental awareness sessions. A green procurement information/job aid is being added to the departmental Purchasing Portal and departmental employees receive information through the HRSDC and Service Canada Intranet sites.

And as well, departmental purchasing is subject to the use of mandatory standing offers established by PWGSC, work continues with PWGSC commodity councils to identify opportunities where expansion in the type and number of "green" items available can be leveraged. As these become available, appropriate communications strategies and tools, including the Purchasing Portal, actively promotes their use.

Results achieved:

Over the past 3 years, HRSDC has increased the number of Acquisition Card transactions by approximately 22,000 which represents a total dollar value of approximately $14m. Thus, demonstrating HRSDC’s achievements in reducing the number of paper based transactions in support of Green Procurement initiatives.

In fiscal year 2008/2009, HRSDC conducted 25 awareness sessions in the department. Including promoting Sustainable Development/Green Procurement and green tools like the Acquisition Card.

Contributions to facilitate government-wide implementation of green procurement:

HRSDC is a member of the Green Procurement Form coordinated by the Office of Greening Government Operations within Public Works and Government Services Canada (PWGSC). In this way, HRSDC remains current on government wide initiatives.

Has the department established green procurement targets?

Are these green procurement targets the same as those identified in your Sustainable Development Strategy (Table 6)?

Summary of green procurement targets:

The department is seeking 100% target of paper purchasing for major operations. It will establish further targets for other key areas on an ongoing basis based on major asset plans.

Awareness sessions will continue in fiscal year 2009/2010 to support the departmental wide distribution of Green Procurement information.

The department will continue to promote the Acquisition Card as a green tool and Purchasing Portal eliminating paper-based.

The department will target full alignment with all available green standing offers from PWGSC.