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Horizontal Initiatives




Name of Horizontal Initiative: Aboriginal Skills and Employment Partnership Program

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

Lead Department Program Activity: Skills and Employment

Start Date: October 3, 2003

End Date: March 31, 2012

Total Federal Funding Allocation (from start date to end date): $292.0 M

Description of the Horizontal Initiative (including funding agreement): The Aboriginal Skills and Employment Partnership (ASEP) program is a nationally managed skills development program designed to promote maximum employment for Aboriginal people on major economic opportunities through a collaborative partnership approach. The ASEP program supports multi-year training and employment strategies that are developed and managed by formalized partnerships to train individuals for targeted jobs.

Formalized partnerships including the private sector and Aboriginal organizations, and others such as the provincial governments and training institutions, are responsible for jointly developing and managing comprehensive, multi-year skills development (training-to-employment) plans leading directly to targeted jobs. The plan must have a commitment from the employers to provide at least 50 long-term jobs for Aboriginal people. The partnership must also make a significant financial contribution to the training plan (at least 50%) and must develop a governance model that will manage and oversee the activities of the project.

Partnerships with other federal government departments are encouraged but not required. Federal departments that have commited funding to current projects include Aboriginal Affairs and Northern Development Canada (AANDC) (contributing to the cost of two projects) and Natural Resources Canada (in kind funding to one project). Previous contiributions to two additional projects which ended in 2009, included participation from Western Economic Diversification (contributing to training plan) and AANDC (funding the construction of a school that helped support the project).

The Aboriginal Skills and Employment Partnership (ASEP) program was launched as an $85M initiative in 2003-2009 that was expanded in 2007 with an additional $105M, and extended to 2012. Canada’s Economic Action Plan under Budget 2009 announced an additional $100M investment over three years beginning in 2009-2010.

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

Governance Structure(s): ASEP is a national, project based program that uses a collaborative model. Formalized partnerships develop and manage multi-year training and employment plans, over the life of the project. The partnership must develop a governance model and form a non-profit society for the sole purpose of implementing the multi-year ASEP contribution agreement.

ASEP projects are received through a request for proposals process and are assessed through a multi-departmental assessment process. This helps to coordinate efforts across departments and find synergies and potential collaborations on economic opportunities. Federal departments may chose to participate in the partnership. For example Natural Resources Canada may have provided in-kind support by seconding an individual who participated directly in the project or by funding some aspect of the project that would not otherwise be funded, such as the building of a school. ASEP proponents receive direct support through a multi-year contribution agreement negotiated by HRSDC based on the project training-to-employment plan. ASEP proponents are responsible for interim and final financial and performance reports.

Performance Highlights:

Federal Partners Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start to End Date) 2010-11 ($ millions)
Planned Spending Actual Spending Expected Results Results Achieved
Human Resources and Skills Development Canada Skills and Employment Aboriginal Skills and Employment Partnerships $292 M $99.4 M $77.3 M Expected results for 2010-2011 are:
5,312 Aboriginal clients served and 2,428 clients employed.
5,101 Aboriginal clients were served through ASEP projects and 1,237 individuals were employed (April 1 to December 10, 2010).

10 new partnerships and projects started over this period bringing the total number of projects underway to 36 (April 1, 2010 to March 31, 2011)
Aboriginal Affairs and Northern Development Canada   ASEP   $0.0 M $0.0 M HRSDC does not set expected results for other federal departments.  
Western Economic Diversification   ASEP   $0.0 M $0.0 M
Natural Resources Canada   ASEP   $0.0 M $0.0 M
Total $292 M $99.4 M $77.3 M    

Comments on Variances:

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

Contact information:
James Sutherland
A/Director General
Aboriginal Affairs Directorate
(819) 997-8551
james.sutherland@hrsdc-rhdcc.gc.ca
Place du Portage, Phase IV
140 Promenade du Portage
Gatineau, Québec



Name of Horizontal Initiative: Youth Employment Strategy

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

Lead Department Program Activity: Skills and Employment

Start Date: April 1, 2003

End Date: Ongoing

Total Federal Funding Allocation (from start date 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 disadvantaged youth 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.

For more information, please visit: http://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 a horizontal Results-based Management and Accountability Framework that represents a commitment among the eleven participating federal departments to undertake ongoing collection of common performance measurement data to facilitate effective management of the program.

Oversight of the Youth Employment Strategy horizontal initiative is provided through a collaborative committee structure. Human Resources and Skills Development Canada is responsible for facilitating coordination among the departments and agencies funding Youth Employment Strategy activities. As lead of this horizontal initiative, HRSDC chairs and is responsible for the coordination and management of the Youth Employment Strategy Interdepartmental Operations Committee and the Youth Employment Strategy Evaluation Sub-Committee. HRSDC is ultimately accountable for attaining the expected results for Youth Employment Strategy and has the ultimate decision making authority for issues related to the overall policy, design and implementation of Youth Employment Strategy.

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.

Performance Highlights:

Federal Partners Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start to End Date) 2010-11 ($ millions)
Planned Spending Actual Spending Expected Results Results Achieved
Human Resources and Skills Development Canada Skills and Employment Career Focus Ongoing $13.0M $23.4M For Program Operations Branch (POB) -Service Canada

Clients Served: 370

Employed or Self-Employed:  220

Return to School: 37

Contribution Agreements:  150

Funds Leveraged: $4M-$6M

For Sector Council

Clients Served: 350

Employed or Self-Employed:  309

Return to School: 35

Contribution Agreements:  163
For POB-Service Canada (*)

Clients Served: 1,612

Employed or Self-Employed:  550

Return to School: 41

Contribution Agreements: 198

Funds Leveraged: 7,753,853

For Sector Council

Clients Served: 925

Employed or Self-Employed: 309

Return to School: 6

Contribution Agreements: 13
Skills Link Ongoing $149.4M $165.3M Clients Served: 15500

Employed or Self-Employed: 1860

Return to School: 5890

Contribution Agreements: 955

Funds Leveraged: $50M-$65M
Clients Served (*): 17,465

Employed or Self-Employed (*) : 6,257

Return to School (*): 2,527

Contribution Agreements: 934

Funds Leveraged: 44,937,118
Summer Work Experience (Canada Summer Jobs) Ongoing $111.6M $110.8M Clients Served: not available

Employed or Self-Employed: not available

Return to School: not available

Contribution Agreements: not available
Jobs created: 37,000

Contribution agreements: 22,158
Agriculture and Agri-food Canada   Career Focus Ongoing $1.1M $1.1M   Clients Served: 94 (a)

Employed or Self-Employed: 49

Return to School: 3
Canadian International Development Agency   Career Focus Ongoing $7.3M $8.2M   Clients Served: 574

Employed or Self-Employed: 84 (b)

Return to School: 28 (b)
Canadian Heritage   Career Focus Ongoing $0.9M $0.9M   Clients Served: 82

Employed or Self-Employed: 60 (c)

Return to School: 4 (c)
  Summer Work Experience Ongoing $7.8M $7.5M   Clients Served: 1,510
Environment Canada   Career Focus Ongoing $3.3M $2.6M   Clients Served: 215

Employed or Self-Employed: 189

Return to School: 35
Industry Canada   Career Focus Ongoing $9.8M $11.4M   Clients Served: 1,849

Employed or Self-Employed: (d)

Return to School: (d)
  Summer Work Experience Ongoing $7.4M $6.0M   Clients Served: 921
National Research Council   Career Focus Ongoing $25.4M $28.4M   Clients Served: 1,026

Employed or Self-Employed: 414

Return to School: 21
Natural Resources Canada   Career Focus Ongoing $0.6M $0.7M   Clients Served: 29 (e)

Employed or Self-Employed: 14

Return to School: 0
Canada Mortgage and Housing Corporation   Skills Link Ongoing $1.0M $1.2M   Clients Served: 163

Employed or Self-Employed: 19 (f)

Return to School: 6
Indian and Northern Affairs Canada   Skills Link Ongoing $16.0M $19.7M   Clients Served: 1,401

Employed or Self-Employed: 354

Return to School: 574
  Summer Work Experience Ongoing $8.0M $8.7M   Clients Served: 5,102
Parks Canada   Summer Work Experience Ongoing $2.0M $2.0M   Clients Served: 215
Total Career Focus   $61.4M $85.4M    
Total Skills Link   $166.4M $186.2M    
Total Summer Work Experience   $136.8M $126.3M    
Total Youth Employment Strategy   $364.6M $397.9M    

Comments on Variances:

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

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

NOTES:

(*) Actual results for Program Operations Branch-Service Canada are current as of P14.
(a) This number includes 22 projects continuing from 2009-2010.
(b) This figure is incomplete and only reflects the number of participants employed and returned to school at time of reporting.
(c) Results incomplete as indicated in Canadian Heritage 2010-2011 year-end report.
(d) Results were not available at the time of reporting.
(e) This figure includes internships that began and ended within the 2010-2011 fiscal year to ensure a "single instance of reporting".
(f) This figure is incomplete at time of reporting as indicated in CMHC's 2010-11 year-end report.



Name of Horizontal Initiative: Temporary Foreign Worker Program

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

Lead Department Program Activity: Skills and Employment

Start Date: June 13, 2007

End Date: Ongoing

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

Description of the Horizontal Initiative (including funding agreement): The Temporary Foreign Worker Program (TFWP) 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 (CIC) and Human Resources and Skills Development Canada (HRSDC). Employers can recruit workers into any legal profession and from any source country, subject to employers and workers meeting specified criteria. The TFWP includes program streams such as the Seasonal Agricultural Workers Program and the Live-in-Caregiver Program, the Pilot Project for Occupations Requiring Lower Levels of Formal Training, and the Arranged Employment Opinion program.

In the province of Quebec, the TFWP is administered through a partnership with the Government of Quebec.

The TFWP is funded from the Consolidated Revenue Fund.
http://www.hrsdc.gc.ca/en/workplaceskills/foreign_workers/index.shtml

Shared Outcome(s):

  • To enhance Canadian productivity and participation through efficient and inclusive labour markets and internationally competitive workplaces;
  • To respond to regional, occupational, and sectoral skills and labour demands;
  • To protect employment opportunities for Canadians; and
  • Ensure that temporary foreign workers have the same rights and protections as Canadians.

Governance Structure(s):

  • HRSDC is responsible for providing a Labour Market Opinion (LMO) to CIC and employers indicating if the employment of the temporary foreign worker is likely to have a positive, negative or neutral impact on the labour market in Canada.
  • Service Canada delivers the program regionally for HRSDC and processes LMO applications to support the work permit application process.
  • CIC is responsible for assessing work permit applications and issuing work permits to workers.
  • Each Department is responsible for the design and management of those elements of the program under its Minister's responsibility.

Performance Highlights:

Federal Partners Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start to End Date) 2010-11 ($ millions)
Planned Spending Actual Spending Expected Results Results Achieved
Human Resources and Skills Development Canada Skills and Employment Temporary Foreign Worker Program Ongoing $35.9M $36.3M Program enhancements, including those in proposed regulatory changes, to strengthen worker protection, enhance program integrity and respond to the recommendations of the Auditor General of Canada, will be implemented:
  • design and implement a Quality Assurance Framework to ensure national quality and consistency standards in the LMO assessment process;
  • in partnership with CIC, design and implement processes to ensure that the genuineness of job offers is more systematically verified;
  • in partnership with CIC, design and implement processes to restrict access to the program where employers have been found to have provided significantly different wages, working conditions and/or job duties offered in the past;
  • clarify departments’ respective roles and responsibilities in the administration of the TFWP;
  • support planning for a joint HRSDC-CIC evaluation of the TFWP with results expected in 2012-13;
  • design and implement a new HRSDC/SC opinion process framework;
  • in partnership with Service Canada, implement jointly-managed employer monitoring processes;
  • develop new approaches to employer monitoring to enhance our ability to accurately identify and mitigate program integrity risks;
  • enhance mechanisms to report publicly on TFWP outcomes, including program statistics, results of compliance work to date and tools and information for employers;
  • develop and implement information sharing agreements with Provinces/ Territories to assist in the administration and enforcement of legislation and assist HRSDC in administering the Labour Market Opinion process;
  • in partnership with Citizenship and Immigration Canada, develop and participate in F/P/T Temporary Foreign Workers Working groups;
  • negotiate and implement, with Citizenship and Immigration Canada, Federal-Provincial Temporary Foreign Worker Annexes.
Regulatory amendments to improve the Temporary Foreign Worker Program came into effect on April 1, 2011.

-implemented Quality Assurance Framework through an online TFWP Manual which is accessible to all program staff;

- designed and implemented standard procedures for the verification of the genuineness of job offers, to ensure consistent application;

- developed operational directives for substantially the same employer compliance reviews;

- clarified roles and responsibilities of HRSDC and CIC in the administration of the TFWP and designed amended regulations (published August 19, 2010);

-launched a joint HRSDC-CIC summative evaluation of the TFWP;

-designed and implemented standard framework for the opinion process to ensure consistent application;

-developed and delivered coast-to-coast training to Service Canada staff in support of the new Substantially the Same (STS) provisions and the employer monitoring process;

- developed and implemented an integrated employer selection method to identify employers for in-depth employer compliance reviews both randomly and based on risk;

-enhanced TFWP’s ability to report publicly on employer compliance results through the implementation of a new integrated employer selection method;

-established mechanisms for the exchange of information/data via signed Letters of Understanding with provincial signatories;

- negotiated and drafted a Protocole d’entente with the Government of Quebec’s Ministre de l'Immigration et des Communautés culturelles (MICC) to establish a modified process to assess Labour Market Opinions in occupations identified by Quebec as facing a labour shortage;

-negotiated Temporary Foreign Worker Annex to Immigration Agreements in British Columbia, Nova Scotia and Yukon.
Citizenship and Immigration Canada Temporary Resident Program Temporary Foreign Worker Program Ongoing $35.1M $34.5M Program enhancements, including those in proposed regulatory changes, to strengthen worker protection, enhance program integrity, and respond to the recommendations of the Auditor General of Canada, will be implemented:
  • in partnership with HRSDC, design and implement processes to ensure that the genuineness of job offers is more systematically verified;
  • clarify departments’ respective roles and responsibilities in the administration of the TFWP;
  • in partnership with HRSDC, design and implement processes to restrict access to the program where employers have been found to have provided significantly different wages, working conditions and/or job duties offered in the past;
  • support planning for a joint HRSDC-CIC evaluation of the TFWP with results expected in 2012-13;
  • in partnership with Human Resources and Skills Development Canada, develop and participate in F/P/T Temporary Foreign Workers Working groups;
  • negotiate and implement, with HRSDC, Federal-Provincial Temporary Foreign Worker Annexes.
Regulatory amendments to improve the Temporary Foreign Worker Program came into effect on April 1, 2011.

-implemented a more rigorous assessment of the genuineness of the job offer;

-CIC and HRSDC worked closely to ensure guidelines for each department are clear on respective roles and responsibilities under the new regulations;

-Implemented a new process which includes a two-year prohibition from hiring temporary foreign workers for employers who fail to meet commitments to workers with respect to wages, working conditions and occupation;

-launched a joint summative evaluation of labour market opinion-based streams of the TFWP in July 2010, which is expected to be completed by March 31, 2012;

-participate in F/P/T working groups in Alberta, British Columbia, Saskatchewan, Manitoba, Ontario and Quebec and meet on a regular basis to oversee implementation and to advance the objectives of the Annexes;

-negotiated and signed TFW Annexes with British Columbia, Nova Scotia, and Yukon.
Total Ongoing $71.0M $70.8M    

Comments on Variances:

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

Contact information:
Andrew Kenyon, Director General
Temporary Foreign Workers – Labour Market Information Directorate
Skills and Employment Branch
(819) 994-1021
andrew.kenyon@hrsdc-rhdcc.gc.ca
Place du Portage, Phase IV
140 Promenade du Portage
Gatineau, Quebec



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: September 1964

End Date: Ongoing

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

Description of the Horizontal Initiative (including funding agreement): The Canada Student Loans Program lowers financial barriers to post-secondary education by providing loans and grants to students with a demonstrated financial need. This helps increase their opportunities to develop the knowledge and skills to participate in the economy and society.

Information for Canadians about saving, planning and paying for post-secondary studies and specific information for Canada Student Loans Program clients (including information about learning opportunity selection, financial planning, and how to apply for, maintain and repay student loans and the new Student Grants and Repayment Assistance the program offers) can be accessed at: 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. These four integrated provinces accounted for over 60% of the Canada Student Loans Program borrowers. British Columbia will adopt this model when it finalizes its Integration Agreement for 2011-2012.

The administration of the current Program is the product of a co-operative effort between Human Resources and Skills Development Canada, Canada Revenue Agency, participating provinces and the Yukon Territory, a Service Provider, Canada Post, 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 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 providers, investigation of escalated cases by the Client Relations office and control and monitoring by the Comptroller's office.

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 assistance from the Canada Student Loans Program.

While the Canada Student Loans Program provides 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. Responsibilities of the Service Provider include:

  • verifying loan agreements;
  • managing the in-study interest-free period;
  • negotiating and handling loan repayment; and
  • managing debt management activities, advising and counselling borrowers on their 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. In the past, private collection agencies under contract with Canada Revenue Agency were used for collection activities. Starting in September 2009, Canada Revenue Agency has stopped using private collection agencies and is providing collection activities in house.

Performance Highlights:

Federal Partners Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start to End Date) 2010-11 ($ millions)
Planned Spending Actual Spending Expected Results Results Achieved
Human Resources and Skills Development Canada Learning Canada Student Loan Program Ongoing
Statutory funding
Final net operating result of
$1,270.7 M

Total planned disbursement was $2,000.8 M
Final net operating result of
$1,361.5 M

Total actual disbursement was $2,220.2 M
Estimated number of Canadians to benefit from loans and non repayable in study interest subsidies received (in the 2009 Loan Year beginning August 1, 2009) through the Canada Student Loans Program: 492,000 533,877 students benefited from loans and in study interest subsidies.1
Estimated number of Canadians to benefit from the Canada Student Grant Program (in the 2009 Loan Year beginning August 1, 2009):
250,000
310,445 students received a Canada Student Grant.
Total   $1,270.7 M $1,361.5 M    

Comments on Variances: The main explanation of the variance ($90.8M) between actual spending and planned spending for 2010-2011 is related to the Alternative Payment. Actual Spending was $300.1M while forecast spending was $244.0M. The Alternative Payment explains $56.1M out of the $90.8M variance. The variance can also be explained by an increase in the Total Program Net Cost due to the Canada Student Grants Program (CSGP). The Alternative Payments made to non-participating jurisdictions are based on the net costs of the Federal Student Loan Program, that is to say, the total cost to run the program (e.g. Interest Subsidy) minus revenues received by the program (e.g. Interest Payments). The remaining variance is explained by the increase in grants due to the implementation of the CSGP off-set partially by higher than expected recoveries on bought-back guaranteed and risk-shared loans.

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

Contact information: Marc LeBrun Director General
Canada Student Loans Directorate
200 Montcalm Street
Gatineau, Quebec
Canada
K1A 0J9
(819) 997-6684
marc.lebrun@hrsdc-rhdcc.gc.ca

1 This number is reported by loan year (August 1, 2010 - July 31, 2011).



Name of Horizontal Initiative: Homelessness Partnering Strategy

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

Lead Department Program Activity: Social Development

Start Date: April 1, 2009

End Date: March 31, 2014

Total Federal Funding Allocation (from start date to end date): $269.6M for 2009-2010 and 2010-2011

Description of the Horizontal Initiative (including funding agreement): The Homelessness Partnering Strategy (HPS) makes strategic investments in community priorities and includes a planning process that encourages cooperation between governments, agencies and community-based organizations to find local solutions for homeless people and those at risk of becoming homeless. The HPS provides support to 61 designated communities and some small, rural and Aboriginal communities through its seven funding streams to develop community-based measures to assist homeless individuals and families to move toward self-sufficiency, thereby contributing to society and the economy. Although the responsibility for homelessness programs falls under Human Resources and Skills Development Canada (HRSDC), three regionally-delivered funding streams are delivered by regional staff, now part of Service Canada.

The HPS works to prevent and reduce homelessness across Canada through:

  • investments in transitional and supportive housing through a housing-first approach;
  • support to community-based efforts to prevent and reduce homelessness;
  • partnerships between the federal government, provinces, and territories; and
  • collaboration with other federal departments and agencies.

For more information, please visit the HPS website:
http://www.hrsdc.gc.ca/eng/homelessness/index.shtml

Shared Outcome(s): Income security, access to opportunities and well-being for individuals, families and communities.

Governance Structure(s): The Homelessness Partnering Secretariat of HRSDC has policy authority and overall accountability for the HPS. Four of the program’s funding streams are delivered nationally and provide the means to develop and explore innovative methods as well as horizontal approaches to address issues related to homelessness. The other three funding streams are delivered regionally through Service Canada. These funding streams focus on the needs of homeless and at-risk individuals at the local level, and provide funding to help individuals gain and maintain a stable living arrangement.

The HPS community-based funding streams are delivered via two models:

  • Community Entity model: Under this model, the Community Advisory Board (CAB) delegates responsibility for program delivery to a specific, incorporated local organization to act as the Community Entity (CE), which is the decision-making body responsible for approving project proposals and determining the eligibility of projects. The CAB reviews project proposals and makes recommendations to the CE. The Minister approves the community priorities, and departmental officials are responsible for managing the contribution agreement with the CE and all related activities; and,
  • Shared Delivery model: Under this model, the CAB 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 community priorities and project proposals.

In Quebec, the Homelessness Partnering Strategy 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 no-cost software and training support.

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 and Aboriginal issues. 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 (SFRPHI), a funding stream of the Homelessness Partnering Strategy (HPS), makes surplus federal real properties available to community organizations, the not-for-profit sector, and other levels of government for projects to help prevent and reduce homelessness. Partners in the Surplus Federal Real Property for Homelessness Initiative are the Homelessness Partnering Secretariat of Human Resources and Skills Development Canada, Public Works and Government Services Canada, and Canada Mortgage and Housing Corporation.

Performance Highlights:

Federal Partners Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start to End Date) 2010-11 ($ millions)
Planned Spending Actual Spending Expected Results Results Achieved
Human Resources and Skills Development Canada Social Development Homelessness Partnership Initiative $219.2 M $126.5 M $116.7 M Homelessness Partnership Initiative- Designated Communities have demonstrated cost-matching with other partners.

Increased availability and access for homeless people, to a range of services and facilities along the continuum (i.e., emergency, transitional and supportive housing).
For every dollar invested by the HPS in regionally-delivered projects active during 2010-2011, the amount invested in communities by external partners was $2.48.

71.8% of HPS investments in regionally-delivered projects active during 2010-2011 targeted longer-term transitional and supportive housing and services, exceeding the 65% target.
    Federal Horizontal Projects $5.2 M $3.0 M $2.6 M Horizontal pilot projects - Implementation of projects with key departments such as Justice Canada, Health Canada, Public Health Agency of Canada, Correctional Service Canada, and Urban Aboriginal Strategy. The Department launched six horizontal pilot projects (four new projects and two extensions) with other federal departments and agencies to address factors that may lead to homelessness such as incarceration, mental health, family violence, and immigration.
    Homelessness Knowledge Development $3.7 M $2.1 M $3.1 M Increased knowledge (e.g., best practices, research findings) exchanged among community service providers, researchers, and all levels of government working on issues of homelessness. Twenty-two successful applicants received funding for projects on good practices (10), knowledge dissemination (1) and data development (11).

The HP Secretariat collaborated with Citizenship and Immigration Canada-Metropolis to organize a policy seminar in February and organized two workshops at the Metropolis National Conference in March 2011. At both, researchers funded through a 2009 joint CFP with CIC-Metropolis presented their findings.
    Urban Aboriginal Strategy / Homelessness Partnering Strategy $35.5 M $20.5 M $21.5 M Better coordination and complementarity among Government of Canada policies and programs to address Aboriginal homelessness and other related issues. Under the HPS, the Aboriginal Communities funding stream supports community partners with the aim of ensuring services meet the acute and unique homelessness-related needs of Aboriginal people off-reserve, whether in cities or rural areas. As both the HPS and Urban Aboriginal Strategy (UAS) are community-based programs, informal collaboration occurs at the community level.

Horizontal collaboration also occurs at the national level in an effort to increase efficiencies and maximize results for Aboriginal persons who are homeless or at risk of homelessness and living off-reserve. As of March 31, 2011, the HPS and Aboriginal Affairs and Northern Development Canada had collaborated on three Horizontal Pilot Projects focused on various homelessness-related challenges facing this population.
Public Works and Government Services Canada   Surplus Federal Real Property for Homelessness Initiative $6.0 M $3.0 M $4.6 M Enhanced capacity of communities to provide facilities to homeless individuals and families. A total of seven properties were transferred; 189 housing units were created as a result. Of these, 86% were longer-term housing units, 11% were supportive and 3% transitional housing units.

All properties in Saskatoon, Kinuso-Big Lakes, Port Elgin, Ludlow, Port Alberni, Montreal and Ottawa were transferred to eligible recipients.
Total $269.6 M $155.1 M $148.5 M    

Comments on Variances:

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

Contact information:
Barbara Lawless, Director General
Homelessness Partnering Secretariat
Place du Portage, Phase IV
140 Promenade du Portage
Gatineau QC
819-997-5464
barbara.lawless@hrsdc-rhdcc.gc.ca



Name of Horizontal Initiative: Federal Elder Abuse Initiative

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

Lead Department Program Activity: Social Development

Start Date: April 1, 2008

End Date: March 31, 2011

Total Federal Funding Allocation (from start date to end date): $13.05M

Description of the Horizontal Initiative (including funding agreement): The overarching objectives of the Federal Elder Abuse Initiative (FEAI) was to raise awareness of elder abuse throughout society, particularly among seniors, their families, and key professional groups, and to ensure the availability of appropriate elder abuse-related information, resources and tools.

To address this, federal elder abuse activities were coordinated interdepartmentally, involving the cooperation and collaboration of the Department of Justice Canada, the Public Health Agency of Canada, and the Royal Canadian Mounted Police (RCMP) under the leadership of HRSDC.

The centrepiece of the FEAI was a public awareness campaign using various media, in particular, television. Generic information and resource materials for frontline workers (medical and legal, etc.) was developed to provide key professional groups with the information necessary to identify cases of elder abuse, access the appropriate resources, and take measures to provide assistance to victims.

On March 31, 2011 the FEAI successfully concluded and fulfilled its mandate and activities as outlined in this three-year initiative. Elder abuse related information will remain on the seniors portal as a valuable resource for Canadians seeking information on the issue.

Shared Outcome(s): Seniors, their families, the general population and frontline professionals are more aware of elder abuse and what to do to respond to it.

Governance Structure(s): The Seniors and Pensions Policy Secretariat within HRSDC is the focal point for Government of Canada activities related to seniors.

The Task Force on Elder Abuse within the Seniors and Pensions Policy Secretariat lead a working group of officials from partner departments/agencies to coordinate the implementation of Government of Canada initiatives to raise awareness and to develop and disseminate tools and supports for frontline workers. Partner departments/agencies retain responsibility for planning, programming and budgeting their own resources to implement their activities.

The working group developed a performance measurement framework, including a logic model, to identify the relationships between departmental/agency activities, outputs, and outcomes, and a suite of performance indicators to measure progress against outputs/outcomes. The working group coordinated reporting and monitored performance and results over the course of the initiative.

The Interdepartmental Committee on Seniors provided senior-level oversight and direction for the Federal Elder Abuse Initiative. The Committee provided a forum to update federal departments on the progress and achievements of the initiative and identifies opportunities to align the initiative with other government initiatives and priorities.

Performance Highlights:

Federal Partners Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start to End Date) 2010-11 ($ millions)
Planned Spending Actual Spending Expected Results Results Achieved
Human Resources and Skills Development Canada Social Development Federal Elder Abuse Initiative $10.22 M $2.56 M $1.65 M 2010-2011 will see partner departments increase awareness about elder abuse through promotion and/or the involvement of key stakeholders on elder abuse. Program sunsetted on March 31, 2011 A nine week national advertising campaign ran in the fall of 2010. The campaign featured a television advertisement and a print advertisement on financial abuse.

A financial abuse kit was also developed for individuals calling into 1 800-O- Canada requesting information on the issue.
Department of Justice     $1.41M $0.26M $0.2M   Continued funding of regional Public Legal Education and Information (PLEI) organizations for elder abuse products and developed the Department of Justice PLEI publication Elder Abuse is Wrong.

Completed public opinion research to assess societal changes in awareness and understanding of elder abuse.

Developed culturally sensitive training materials for Federal Crown Attorneys in Nunavut.

Completed key research initiatives
Public Health Agency of Canada (PHAC)     $1.42 M $0.48 M $0.3 M   1. World Elder Abuse Awareness Day (WEAAD) Teen Kit – Graphic Design and Translation Neighbours, Friends and Families: A National Adaptation– Graphic Design and Translation

2. Across the Generations: Respect all Ages – A National Adaptation: Graphic Design and Translation

3. PHAC Report on the Public Health Component of the Federal Elder Abuse Initiative (FEAI) – Production and Translation

4. The Counterpoint Project: Moving from Scrutiny to Strategy on Key Elder Abuse Cases in Canada – Production, Translation and Graphic Design

5. An Assessment of the Ability of the EASI-sa to Identify Indicators Suggestive of Elder Abuse- Production

6. An Analytical Report on Three Elder Abuse Scans Using the Bias-Free Framework – Production

7. Facts on Elder Abuse Quiz (FEAQ) -- Production, Graphic Design and Translation

8. Communi-Kit: An Elder Abuse Assessment Tool – Production, Translation and Graphic Design

9. National Elder Abuse Training and Dissemination Forum , Winnipeg, Manitoba

10. Partnership with Health Canada-First Nations Inuit Health Branch re Adaptation of the Vancouver Coastal Health Re:Act Manual for Staff, First Nations Edition - Production
RCMP 1) Develop Awareness Tools

2) Conduct Environmental Scans

3) Develop a Police Toolbox

4) Establish Networks and Formal Partnerships
- National Initiative for the Care of the Elderly (NICE)

- Association Québécois de défense des droits des personnes retraitées et preretraitées.
  N/A   1) Conduct a comprehensive Divisional and Territorial scan to identify current Elder Abuse awareness initiatives

2) Update the Elder Abuse Web page on the RCMP external website

3) Develop the RCMP “Toolbox” for front-line RCMP
- RCMP conducted a comprehensive Divisional and Territorial scan to identify current Elder abuse initiatives. An analysis of RCMP Annual Performance Plans was also conducted and the results were that 34 detachments have identified seniors as a policing priority for 2010/2011.

- RCMP continues to update an internal and external Elder Abuse Web page to promote the prevention of Elder Abuse which includes a Toolbox for front-line police investigators.

- RCMP Youth Engagement Section established two new blogs for Deal.Org, a “by-youth for-youth” web-based program. - “The Far-Reaching Hand of Abuse,” and “A Crack in the Foundation” to increase awareness for Youth on the issue of Elder Abuse.

- RCMP updated its bilingual publication, “Senior’s Guidebook to Safety and Security”.
Total $13.05 M $3.3 M $2.15 M    

Comments on Variances:

Results to be achieved by non-federal partners (if applicable): In 2010-2011, six national associations were supported to develop awareness information materials about elder abuse for their front-line professional members who regularly come in contact with older Canadians. The six associations collaborated with the Canadian Centre for Elder Law (CCEL) to develop a current, accurate legal resource for professional frontline workers that summarizes the unique provincial and territorial laws applying to elder abuse. CCEL has also developed a bilingual legal information resource specifically for community volunteers.

Contact information:
Dominique La Salle, Director General
Seniors and Pensions Policy Secretariat
Income Security and Social Development
Place Vanier, Tower B
355 North River Road
Ottawa ON
dominique.lasalle@hrsdc-rhdsc.gc.ca



Name of Horizontal Initiative: Communiqué on Early Childhood Development

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

Lead Department Program Activity: Social Development

Start Date: September 2000 with funding beginning April 1 2001

End Date: Ongoing until 2013-2014

Total Federal Funding Allocation (from start date to end date): $500 million for 2010-2011

Description of the Horizontal Initiative (including funding agreement): In September 2000, federal, provincial and territorial Ministers responsible for Social Services reached agreement to improve and expand early childhood development supports for young children (prenatal to age 6) and for their parents.

The Government of Canada is transferring $1.2 billion in 2011-2012 to provinces and territories in support of families with young children through the Canada Social Transfer (CST), which will grow to almost $1.3 billion by 2013–2014. This is a notional allocation within the CST in support of the Communiqué on Early Childhood Development, the Multilateral Framework on Early Learning and Child Care, and the Child Care Spaces Initiative1.

Information about the Agreement, including the text of the First Ministers' communiqué on Early Childhood Development, 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 Communiqué on Early Childhood Development 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 Communiqué on Early Childhood Development, First Ministers recognized that provinces and territories have the primary responsibility for early childhood development programs and services.

Federal, Provincial and Territorial Ministers Responsible for Social Services and Ministers of Health are responsible for commitments under the initiative. Deputy Ministers Responsible for Social Services have tasked a Working Group comprised of officials from all jurisdictions (including Québec, which participates as an observer) to support the objectives of the Communiqué.

Comments on Variances:

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 Communiqué on Early Childhood Development:

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

Each participating government (federal, provincial and territorial) committed to report to the public through: an annual report which provides descriptive and expenditure information for Early Child Development (ECD) programs and initiatives, as well as progress against specific program indicators; and, a biennial report that outlines progress against a set of 11 common indicators of child health and well-being.

All governments have and continue to report on these investments. Information about the initiative, including the text of the First Ministers' communiqué on Early Childhood Development, 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.

Government of Canada reports are available at: www.faeyc-adfje.gc.ca and www.socialunion.gc.ca.

The Government of Québec supports the general principles expressed in the Early Childhood Development initiative but did not participate in developing the initiative because it wishes 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.

Results Achieved: In 2010-11, the federal government provided over $500 million in financial assistance to provinces and territories through the Communiqué on Early Childhood Development. Federal funding through the Communiqué on Early Childhood Development supplements provincial and territorial investments in early childhood development and child care services within each jurisdiction.

In 2010, the Government of Canada replaced the printed ECD and Early Learning and Child Care (ELCC) activities and expenditures reports with an online database entitled Federal Activities and Expenditures for Young Children (FAEYC) database beginning with the 2006-2007 reporting year.

Contact information:
François Weldon, Acting Director General
Social Policy
Strategic Policy & Research Branch
Telephone: (819) 994-3184
francois.weldon@hrsdc-rhdcc.gc.ca

1 The notional allocation is $500 million for the Communiqué on Early Childhood Development; $350 million for the Multilateral Framework on Early Learning and Child Care; and, $250 million for the Child Care Spaces Initiative. These do not reflect the 3% escalator.



Name of Horizontal Initiative: Multilateral Framework on Early Learning and Childcare

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

Lead Department Program Activity: Social Development

Start Date: March 2003

End Date: Ongoing until 2013-2014

Total Federal Funding Allocation (from start date to end date): $350 million in 2010-2011

Description of the Horizontal Initiative (including funding agreement): In March 2003, federal, provincial and 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. The objective of this initiative, which complements the September 2000 Communiqué on Early Childhood Development, 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.

The Government of Canada is transferring $1.2 billion in 2011-2012 to provinces and territories in support of families with young children through the Canada Social Transfer (CST), which will grow to almost $1.3 billion by 2013–2014. This is a notional allocation within the CST in support of the Communiqué on Early Childhood Development, the Multilateral Framework on Early Learning and Child Care, and the Child Care Spaces Initiative1.

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.

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.

Federal, Provincial and Territorial Ministers Responsible for Social Services are responsible for commitments under the initiative. Deputy Ministers Responsible for Social Services have tasked a Working Group comprised of officials from all jurisdictions (including Québec, which participates as an observer) to support the objectives of the Framework.

Performance Highlights:

Comments on Variances:

Results to be achieved by non-federal partners (if applicable): Provincial and territorial governments 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 are intended to 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.

Each participating government (federal, provincial and territorial) reports on the progress being made in improving access to affordable, quality early learning and child care programs and services.

All governments have and continue to report on these investments. 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.

Government of Canada reports are available at: www.faeyc-adfje.gc.ca & www.socialunion.gc.ca

The Government of Québec supports the general principles expressed in the Multilateral Framework on Early Learning and Child Care but did not participate in developing the initiative because it wishes 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.

Results Achieved: In 2010-11, the federal government provided over $350 million in financial assistance to provinces and through the Multilateral Framework on Early Learning and Child Care. Federal funding through the Multilateral Framework on Early Learning and Child Care supplements provincial and territorial investments in early childhood development and child care services within each jurisdiction.

In 2010, the Government of Canada replaced the printed Early Child Development (ECD) and Early Learning and Child Care (ELCC) activities and expenditures reports with an online database entitled Federal Activities and Expenditures for Young Children (FAEYC) database beginning with the 2006-2007 reporting year.

Contact information:
François Weldon, Acting Director General
Social Policy
Strategic Policy & Research Branch
Telephone: (819) 994-3184
francois.weldon@hrsdc-rhdcc.gc.ca

1 The notional allocation is $500 million for the Communiqué on Early Childhood Development; $350 million for the Multilateral Framework on Early Learning and Child Care; and, $250 million for the Child Care Spaces Initiative. These do not reflect the 3% escalator.



Name of Horizontal Initiative: Federal-Provincial/Territorial National Child Benefit Initiative

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

Lead Department Program Activity: Income Security

Start Date: 1998

End Date: Ongoing

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

Description of the Horizontal Initiative (including funding agreement): Through the Federal-Provincial/Territorial (F-P/T) National Child Benefit initiative, 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.

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 F-P/T 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-related programs and services for low-income families with children. 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 F-P/T National Child Benefit website: www.nationalchildbenefit.ca.

Federal Spending:

The Government of Canada contributes to the National Child Benefit initiative through a supplement to its Canada Child Tax Benefit called the National Child Benefit Supplement. 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. Federal spending on the Canada Child Tax Benefit, including the National Child Benefit Supplement, is tracked by the Canada Revenue Agency, which is responsible for its administration and delivery. As a tax benefit, Finance Canada is responsible for policy related to the Canada Child Tax Benefit and the preparation of spending forecasts.

In 2010-2011, total annual federal support delivered through the Canada Child Tax Benefit, including the National Child Benefit Supplement, was projected to reach $10.09B, including a projected $3.79B through the National Child Benefit Supplement.

Provincial and territorial and First Nations Spending:

Under the National Child Benefit initiative, provinces, territories and First Nations provide benefits and services that further the goals of the initiative. The National Child Benefit Progress Report: 2007, reports that in 2006-2007, provinces, territories, and First Nations spending was estimated at $833.6M 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 were estimated to be $52.7 million in 2006-2007 and $54.8 million in 2007-2008.

Indicators and Impacts:

The F-P/T National Child Benefit Progress Report: 2007 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 initiative.

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-1990s, decreasing from 17.6 percent in 1996 to 10.5 percent in 2005, based on Statistics Canada's post-tax low-income cut-offs. During this period, the number of children living in low income decreased from 1,304,000 in 1996 to 787,894 in 2005, a decrease of 516,106 children.2

With respect to direct outcome indicators, the report estimates that in 2005, as a direct result of the National Child Benefit initiative:

  • 171,000 children in 78,800 families were prevented from living below the Market Basket Measure (MBM) low-income thresholds, a reduction of 13.7 percent. This means that in 2005, there were 13.7 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 9.5 percent.
  • For those families with children who remained in low income, the National Child Benefit improved their disposable income by an average of $1,900 (10.7 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 20.4 percent in 2005.

In addition, in June 2005, F-P/T governments released a comprehensive evaluation of the first three years of the National Child Benefit initiative (1988-1999, 1999-2000, 2000-2001). The evaluation compiled evidence from a number of studies and showed that the National Child Benefit initiative is meeting its goals. In addition, another evaluation is underway. Results are expected to be published in 2011.

For a complete discussion of indicators, please see Chapters 4 and 5 of the National Child Benefit Progress Report: 2007. 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: www.nationalchildbenefit.ca.

Governance Structure(s): The National Child Benefit initiative Governance and Accountability Framework outlines the key characteristics of the F-P/T partnership: cooperation, openness, flexibility, evolution and accountability. As a co-operative effort among governments, the National Child Benefit initiative 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.

With respect to accountability, under the Governance and Accountability Framework, F-P/T 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. F-P/T governments have also agreed to report annually to the public with a primary focus on performance of the initiative. To date, nine 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 initiative, 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 F-P/T National Child Benefit initiative, and the Minister of Human Resources and Skills Development represents the Government of Canada in this F-P/T initiative.

The Canada Child Tax Benefit (including the National Child Benefit Supplement) is a tax benefit, and is administered by Canada Revenue Agency. Aboriginal Affairs and Northern Development Canada and Citizenship and Immigration Canada have roles in reinvestments and investments.

The Provincial and Territorial Role:

Under the F-P/T National Child Benefit initiative, provinces, territories and First Nations provide benefits and services that further the goals of the initiative. The initiative 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. As part of this flexibility, provinces and territories may adjust social assistance or child benefit payments by the full or partial amount of the National Child Benefit Supplement. This approach has resulted in families on social assistance being no worse off in terms of their level of benefits, while providing additional funds for new or enhanced provincial and territorial programs benefiting low-income families with children.

It is important to note that, as the National Child Benefit initiative has matured, the majority of provinces and territories no longer recover increases to the National Child Benefit Supplement. This means that 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 F-P/T National Child Benefit initiative, 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 key areas:

  • Child Benefits and Earned Income Supplements;
  • Child Care;
  • 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 Nation communities participate in the National Child Benefit and implement their own programs.

Federal Partners Federal Partner Program Activity Names of Programs for Federal Partners Total Allocation (from Start to End Date) 2010-11 ($ millions)
Planned Spending Actual Spending Expected Results Results Achieved
Canada Revenue Agency Administers the National Child Benefit Supplement and delivers income benefits directly to low income families National Child Benefit Supplement On-going $3.79B Not available Continued progress on the goals of the National Child Benefit initiative, as described in the "Shared Outcomes", above. Results achieved in 2005 (latest year of publicly available results) are described in “Indicators and Impacts”, above. (The F-P/T NCB Progress Report: 2007 estimates that in 2005, as a direct result of the National Child initiative: 171,100 children in 78,800 families were prevented from living below Market Basket Measure (MBM) low-income thresholds, a reduction of 13.7 percent. These families saw their average disposable income increase by an estimated $2,400 or 9.5 percent).
Total   $3.79B      

Comments on Variances:

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

Contact information:
François Weldon, Acting Director General
Social Policy Directorate
Strategic Policy and Research Branch
HRSDC
(819) 994-3184
francois.weldon@hrsdc-rhdcc.gc.ca

1 The Government of Québec has stated that it agrees with the basic principles of the National Child Benefit. Québec chose not to participate in the initiative but has adopted a similar approach to the National Child Benefit. Throughout this text, references to joint F-P/T positions do not include Québec.

2 Statistics Canada’s post-tax low-income cut-offs (LICOs) are used to examine historical trends in low income as data using the Market Basket Measure (MBM) is only available since 2000.