ARCHIVED - Human Resources and Skills Development - Supplementary Tables

User Fee: Federal Workers' Compensation Service Fees for Administration

Fee Type: (O)¹

Fee-setting Authority: Government Employees Compensation Act

Date Last Modified: September 1990

Performance Standards: 90% of claims processed to the appropriate provincial workers' compensation authority within 24 hours

Performance Results: 75%^a

Other Information:

¹Regulatory (R) or Other Products and Services (O).

^aThe total number of Government Employees Compensation Act (GECA) claims received has remained virtually the same for 2010-2011 in comparison to the previous fiscal year, and represents a change of less than 1%. In the case of GECA claims identified as having potential third party involvement, however, 80% of provincial jurisdictions experienced increases in the number of claims received. Collectively, this represents a sizeable national increase in the order of 19% of potential GECA third party claims over the same previous fiscal year, which could have contributed in delaying the 24-hour reporting target. Also, as of a few years ago, all identified GECA third party claims in some of our largest regions must now undergo an “election” by the claimant, and only once the election cycle is complete can an accident report be submitted to the proper provincial authority for adjudication; this newer method of claim processing would have contributed in further delaying the established 24-hour reporting target.

User Fee: Other Initiative - Labour Fire Protection Engineering Services Fees^a

Fee Type: (O)¹

Fee-setting Authority: Financial Administration Act

Date Last Modified: June 1993

Performance Standards: 90% of plan review completed within 21 calendar days or 15 working days

Performance Results: 94%

Other Information:

¹Regulatory (R) or Other Products and Services (O).

^aThe Full Cost represents the total expenditures for Fire Protection Services program of which only a small portion is recoverable through user fees for the fire protection engineering service delivery to Crown Corporations. The provision of specialized fire protection services to Crown Corporations will not be continued after February 1, 2012.

User Fee: Fees charged for the processing of access requests filed under the Access to Information Act (ATIA)

Fee Type: (O)¹

Fee-setting Authority: Access to Information Act

Date Last Modified: 1992

Performance Standards: Response provided within 30 days following receipt of request; the response time may be extended pursuant to section 9 of the ATIA. Notice of extension to be sent within 30 days after receipt of request^a

The Access to Information Act provides more detail:
http://lois-laws.justice.gc.ca/eng/acts/A-1/page-1.html

Performance Results: 96%

Other Information:

¹Regulatory (R) or Other Products and Services (O).

^aEven though the legislative deadline is 30 calendar days, extensions are allowed depending on the complexity of the request.

User Fee: Searches of the CPP and OAS data banks

Fee Type: (R)¹

Fee-setting Authority: Department of Social Development Act, Section 19

Date Last Modified: 1998

Performance Standards: Searches completed within 10 working days from receipt of request^a

Performance Results: 34%^b

Other Information:

¹Regulatory (R) or Other Products and Services (O).

^aDepending on the volume of commercial search requests, the searches will be completed no later than 10 working days after receipt of the request.

^bThe Department is taking steps to address this under-performance, which was due to lack of resources to respond to peak or large volume searches. A plan is being developed to address immediately the backlog in search requests. In the longer term, the appropriateness of the service standard and the resources required to administer the program efficiently will be assessed.

User Fee: Social Insurance Number Replacement Card Fee

Fee Type: (R)¹

Fee-setting Authority: Financial Administration Act

Date Last Modified: 1988

Performance Standards: A replacement Social Insurance Number (SIN) card will be mailed within 5 business days from date of receipt of request

Performance Results: 91%

Other Information:

¹Regulatory (R) or Other Products and Services (O).

Name of Transfer Payment Program: Aboriginal Skills and Employment Training Strategy (Voted)

Start Date: April 1, 2010

End Date: March 31, 2015

Description: The Aboriginal Skills and Employment Training Strategy (ASETS) is the successor program to the Aboriginal Human Resource Development Strategy (AHRDS) which expired in March 2010.

The objective of ASETS is to increase Aboriginal participation in the Canadian labour market, ensuring that First Nations, Inuit, and Métis people are engaged in sustainable, meaningful employment. ASETS aims to improve labour market outcomes through supporting demand-driven skills development, fostering partnerships with the private sector and provinces and territories, and emphasising increased accountability and results.

ASETS supports a network of over 80 Aboriginal service delivery organizations that develop and deliver programs and services to help Aboriginal clients at the local level to prepare for, obtain and maintain meaningful and sustainable employment, assist Aboriginal youth to make successful transitions from school to work or to support their return to school, and support child care programs. Under this strategy Aboriginal Agreement Holders design and deliver employment programs and services best suited to the unique needs of their clients.

Strategic Outcome: A skilled, adaptable and inclusive labour force and an efficient labour market

Expected Results: The expected result is that Aboriginal people will receive programs, services and skills training for employment and are integrated into the labour market.

ASETS’ predecessor strategy AHRDS, resulted in an average of 13,500 - 15,000 jobs filled per year. Using these results as a baseline, it is expected that the focus on demand-driven skills development and partnerships in the ASETS will result in approximately 14,000 - 16,500 jobs filled per year and 8,500 child care spaces through the First Nations and Inuit Child Care Initiative (FNICCI).

Results Achieved: In 2010-2011, the ASETS resulted in:

• 49,000 clients completed programs or services to help transition to work; and
• 7,175 clients returned to school and 14,324 were employed.
• The First Nations and Inuit Child Care Initiative administered under ASETS provided access to quality child care services for First Nations children living on reserve and Inuit children that enabled parents to participate in education and/or training leading to employment. There are over 8,500 child care spaces in over 450 First Nations and Inuit communities across Canada

Comment(s) on Variance(s): The variance is related to internal transfers including additional investments in Aboriginal youth projects and legal remedies.

Audit Completed or Planned: An audit of the implementation of the Aboriginal Skills and Employment Training Strategy is planned to begin in fiscal year 2011-2012.
(Source: HRSDC’s Risk-Based Internal Audit Plan 2011-2014)

Evaluation Completed or Planned: A combined Evaluation of the Aboriginal Skills and Employment Training Strategy (ASETS) and Skills and Partnership Fund (SPF) is planned to begin in fiscal year 2013-2014.
(Source: HRSDC’s Departmental Evaluation Plan 2011-2012 to 2015-2016)

Name of Transfer Payment Program: Skills and Partnership Fund (Voted)

Start Date: April 1, 2010

End Date: March 31, 2015

Description: The Skills and Partnership Fund (SPF) shares the Aboriginal Skills and Employment Training Strategy (ASETS) objective to increase Aboriginal participation in the Canadian labour market, ensuring that First Nations, Inuit, and Métis people are engaged in sustainable, meaningful employment. SPF is a separate, yet complementary program to ASETS. SPF supports projects that encourage innovation, partnerships and new approaches for delivery of employment services. Aboriginal organizations may submit proposals for funding through the application based process.

Strategic Outcome: A skilled, adaptable and inclusive labour force and an efficient labour market

Expected Results: SPF aims to improve employment outcomes for Aboriginal people. It is expected to encourage innovation and partnership by testing new approaches and supporting partnership-based projects that increase Aboriginal participation in labour market activities.

Results Achieved: Two calls for proposals were completed in 2010-2011. Projects are being assessed and developed and will begin in 2011-2012. The program will begin to generate results in 2011-2012.

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 Completed or Planned:

Evaluation Completed or Planned: A combined evaluation of the Aboriginal Skills and Employment Training Strategy (ASETS) and Skills and Partnership Fund (SPF) is planned to begin in fiscal year 2013-2014.
(Source: HRSDC’s Departmental Evaluation Plan 2011-2012 to 2015-2016)

Name of Transfer Payment Program: Aboriginal Skills and Employment Partnership (Voted)

Start Date: October 3, 2003

End Date: March 31, 2012

Description: The Aboriginal Skills and Employment Partnership (ASEP) program is a nationally managed skills development program designed to promote greater employment for Aboriginal people on major economic initiatives 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.

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. Budget 2009 announced an additional $100M investment over three years beginning in 2009-2010 as part of Canada’s Economic Action Plan.

Strategic Outcome: A skilled, adaptable and inclusive labour force and an efficient labour market

Expected Results: Increased employment for Aboriginal people on major economic developments as measured by:

• Targeted number of individuals served as a result of the projects;
• Targeted number of individuals employed as a result of the projects; and
• Number of partnerships created.

It was estimated that there would be 2,200-2,600 Aboriginal clients served with 3,300-3,900 interventions completed and 1,600 -1,800 clients employed in 36 projects during 2010-2011.

Results Achieved: Ten new partnerships and projects were started in 2010-2011 bringing the total number of projects underway to 36. These projects will be completed by March 31, 2012. As of December 2010:

• 5,101 Aboriginal clients were served; and
• 1,237 individuals employed.

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 and fluctuations in some resource based industry activities that effected the project cycles.

Audit Completed or Planned:

Evaluation Completed or Planned: A summative evaluation was completed in 2009-2010 and a second summative evaluation is underway and planned for completion in 2012-2013.
(Source: HRSDC’s Departmental Evaluation Plan 2011-2012 to 2015-2016)

Name of Transfer Payment Program: Aboriginal Skills and Training Strategic Investment Fund (Voted)

Start Date: April 1, 2009

End Date: March 31, 2011

Description: The Aboriginal Skills and Training Strategic Investment Fund (ASTSIF) was a two year initiative under Canada's Economic Action Plan supporting short-term, focused initiatives designed to help Aboriginal people get the specific skills they require to benefit from economic opportunities, including those generated by other Economic Action Plan initiatives. The program ended March 31, 2011.

The Fund was designed to strengthen partnerships between Aboriginal employment service organizations and employers through training-to-employment programs related to job opportunities and to support investments in training for individuals facing barriers to employment such as low literacy and essential skills.

ASTSIF also focused on three main objectives:

• training-to-employment projects leading to concrete, guaranteed job opportunities by establishing partnerships with small and medium-size employers;
• supporting projects to assist Aboriginal people with barriers to employment, including literacy and essential skills challenges; and
• supporting pilot projects to test innovative approaches to Aboriginal labour market programming as well as projects that are national in scope.

There was both a regional and a national component to the ASTSIF. The regional component supported training-to-employment projects, skills development projects and service improvement projects on a regional basis, while the national component supported initiatives that were national in scope, partnership-based and resulted in the development of tools, services or promising practices to enhance the range of client and business services provided under the new Aboriginal Skills and Employment Training Strategy.

Strategic Outcome: A skilled, adaptable and inclusive labour force and an efficient labour market

Expected Results: The development and strengthening of opportunities-based partnerships and the delivery of targeted training, leading to concrete employment outcomes for Aboriginal people. It is expected that approximately 8,200 Aboriginal clients will be served through ASTSIF funding, of which 2,800 are expected to secure employment.

Results Achieved: Through ASTSIF regional and national projects combined, in 2010-2011 a total of:

• 9,257 clients have now been served and increased their employability and employment skills;
• 2,219 have secured employment; and
• 1,547 have returned to school.

Comment(s) on Variance(s): ASTSIF ended on March 31, 2011 and this variance is the funding lapsed due to the short-term nature of the program.

Audit Completed or Planned: The Aboriginal Skills and Training Strategic Investment Fund was included in the scope of the Audit of Program Eligibility, completed in March 2010.
(http://www.hrsdc.gc.ca/eng/publications_resources/audit/2010/17019/page00.shtml)

Evaluation Completed or Planned: An Evaluation of the Aboriginal Skills and Training Strategic Investment Fund (ASTSIF) was initiated in fiscal year 2010-2011 with an anticipated DM approval date in fiscal year 2013-2014.
(Source: HRSDC’s Departmental Evaluation Plan 2011-2012 to 2015-2016)

Name of Transfer Payment Program: Youth Employment Strategy (Voted)

Start Date: April 1, 2003

End Date: Ongoing

Description: The Youth Employment Strategy is in place to ensure that Canada's youth are well prepared to participate and succeed in today's changing labour market. HRSDC, along with 11 other federal government departments and agencies, works 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. Initiatives are delivered nationally, regionally and locally using a variety of funding instruments. The Youth Employment Strategy plays a role in developing Canada's workforce of the future 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 successfully transition into the labour force.

The program is designed to respond to labour market challenges facing youth, aged 15 to 30 years of age. The Strategy has multiple 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.

Strategic Outcome: A skilled, adaptable and inclusive labour force and an efficient labour market

Expected Results: Programs respond to the needs of young workers, employers and other stakeholders.

The common key results commitments for all initiatives receiving funding under the Youth Employment Strategy are:

• Enhanced youth employability skills gained from work experience or tailored interventions; and
• A portion of youth participants will return to school to further their education/skills development and/or become employed or self-employed.

Results Achieved:

Canada Summer Jobs:

• Clients Served: 37,000
• Contribution Agreements: 22,200

Skills Link:

• Clients Served: 17,465
• Employed or Self-Employed: 6,257
• Returned to School: 2,527
• Contribution Agreements: 934
• Funds Leveraged: $44,937,118

Career Focus:

• Clients Served: 1,612
• Employed or Self-Employed: 550
• Return to School: 41
• Contribution Agreements: 13
• Funds Leveraged: $7,753,853

Comment(s) on Variance(s): Deficit variance due mainly to additional Youth Employment Strategy funding received through Budget 2010 that was not included in the 2010-2011 planned spending amounts.

Audit Completed or Planned: An audit of the Youth Employment Strategy is planned to begin fiscal year 2012-2013.
(Source: HRSDC’s Risk-Based Internal Audit Plan 2011-2014)

Evaluation Completed or Planned: The next YES evaluation is expected to be completed by 2014. It will include an analysis of the outcomes from the incremental funding received as part of Canada's Economic Action Plan for Canada Summer Jobs.

Name of Transfer Payment Program: Targeted Initiative for Older Workers (Voted)

Start Date: October 17, 2006

End Date: March 31, 2012

Description: This program is a federal-provincial/territorial cost-shared initiative to assist unemployed older workers in communities affected by significant downsizing, closures, or ongoing high unemployment, through programming aimed at reintegrating them into the workforce. The initiative is delivered through bilateral agreements with provinces and territories. Participating provinces and territories are responsible for identifying affected communities to target for activities, the design and delivery of projects and monitoring and reporting on projects. 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.

Strategic Outcome: A skilled, adaptable and inclusive labour force and an efficient labour market

Expected Results: Programs respond to the needs of older workers, employers and other stakeholders.

The shared outcomes of partners are to help unemployed older workers reintegrate into the workforce. Where there is little likelihood of immediate employment, intermediate outcomes would be to increase their employability, and assist them to remain active and productive in the labour market while their communities undergo adjustment.

Results Achieved: As of October 2010, all provinces and territories are participating in Targeted Initiative for Older Workers (TIOW). To date, 304 projects have been approved (72 in 2010-2011) and 15,584 unemployed older workers are expected to benefit from the program (2,818 in 2010-2011).

Comment(s) on Variance(s): Spending significantly increased from 2009-2010 to 2010-2011 due to an increase in project activity in all jurisdictions, in particular those that have most recently joined the program (from nine P/Ts participating in 2007 to all P/Ts participating as of October 2010). With the program service delivery infrastructure now established in most jurisdictions, project activity has increased and a greater number of project extensions have been implemented. Finally, despite increased spending, carry-overs from previous years have resulted in requests for re-profiling into future years.

Audit Completed or Planned:

Evaluation Completed or Planned: A formative evaluation covering the period from October 2006 to October 2008 has been completed and was released in June 2010. The report is available at the following link:
http://www.hrsdc.gc.ca/eng/publications_resources/evaluation/2010/
sp_958_07_10e/page00.shtml

A two-phased summative evaluation is planned for completion by 2014. Phase I of the TIOW Summative Evaluation was completed in Summer 2011 and preliminary findings are informing policy development. Phase 2, a synthesis report incorporating a benchmarking exercise, will be launched in 2012-2013.

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

Start Date: April 1, 2005

End Date: March 31, 2013

Description: The Enabling Fund is the Government of Canada’s cornerstone initiative for supporting community economic and human resource development in Official Language Minority Communities (OLMC) under the Roadmap for Canada’s Linguistic Duality 2008-2013.

The program enhances the development and vitality of official language minority communities (OLMC) by strengthening community capacity in areas of human resources and economic development. The Enabling Fund provides funding to OLMC-designated organizations to support activities such as developing, adopting and implementing community economic and human resource development plans; creating, implementing and consolidating collaborative community projects; and mobilizing community stakeholders to further community economic development.

Strategic Outcome: A skilled, adaptable and inclusive labour force and an efficient labour market

Expected Results: Respond to the needs of Official Language Minority Community workers, employers and other stakeholders

• Contribution recipients continue to develop and implement effective community plans and projects with concrete results in areas of employment, youth, community capacity, engagement and tourism;
• Contribute to sustainable collaboration across federal institutions and with Official Language Minority Community stakeholders; and
• Knowledge shared among federal partners, contribution recipients and Official Language Minority Communities;

Results Achieved: In 2010-2011, 14 OLMC organizations have received funding through the Enabling Fund for a total amount of $12M.

Recipient organizations have demonstrated tangible outcomes in support of five strategic sectors related to community economic and human resources development:

• Employability, specifically job training, access to job placements, provision of employment services to Francophones, and OLMC-related labour-market research and data collection.
• Youth employability, to develop entrepreneurship awareness-building, youth labour-market integration initiatives in OLMC, and youth retaining strategies in OLMCs.
• Community capacity building to provide training on community organizations’ governance, management of social economy enterprises, and support for funding requests preparation and business plans.
• Community engagement, by initiating community development plans and supporting planning of high profile projects, such as festivals.
• Tourism, whereby organizations develop partnerships with provincial and municipal governments to promote their communities as destinations of choice.

In 2010-2011, recipient organizations have leveraged additional project funding of approximately $33M from a variety of public, private and not-for-profit partners. These partners include Industry Canada and its regional economic development agencies, Canadian Heritage, Citizenship and Immigration Canada, a number of provincial governments, Chambers of Commerce, and municipal governments.

The EF Program also supports the operations of National Committees which bring together a number of federal departments and community representatives dedicated to OLMC economic development and employability. In 2010-2011, two meetings of the National Human Resources Development Committee for the English Linguistic Minority of Quebec were held.

The Program has also allowed for activities of a federal interdepartmental research committee which coordinates research and analysis on issues related to OLMC economic development and employability.

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

Audit Completed or Planned:

Evaluation Completed or Planned: The results of a formative evaluation of the Enabling Fund for Official Language Minority Communities (OLMCs) were released in 2010.

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

Start Date: April 1, 2004

End Date: Ongoing

Description: This program contributes funding to provincial programs and services to improve the employment situation of Canadians with disabilities by enhancing their employability, increasing the employment opportunities available to them and building on the existing knowledge base.

Labour Market Agreements for Persons with Disabilities (LMAPDs) encourage the labour market participation of persons with disabilities. The program is complementary to the opportunities fund for persons with disabilities which is targeted to persons with disabilities who are not eligible for funding under EI Part II.

Strategic Outcome: A skilled, adaptable and inclusive labour force and an efficient labour market

Expected Results: The goal of the LMAPD 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. Reporting under the Agreements will include selected societal indicators (employment income, educational attainment and employment rate of working age people with disabilities) and the following program indicators:

• number of participants in programs and services;
• number of participants completing a program or service where there is a specific start and end point to the intervention; and
• number of participants who were assisted in obtaining and maintaining employment where the program or service supported the activity.

Provinces report annually to the public
(http://www.hrsdc.gc.ca/eng/disability_issues/labour_market_agreements/index.shtml) and HRSDC on outcomes and program results.

Results Achieved: Based on aggregate information reported by the provinces in their 2009-2010 Annual Reports, approximately 300,000 persons with disabilities are served annually. This may include individuals who participate in multi-year interventions or multiple interventions.

Comment(s) on Variance(s): A total of $3.7M is set aside for the territories should they choose to participate in LMAPDs.

Audit Completed or Planned: Not applicable.

Evaluation Completed or Planned: Not applicable.

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

Start Date: April 1, 2007

End Date: Ongoing

Description: This program works in partnership with non-governmental organizations and the private sector to provide assistance for Canadians with disabilities to prepare for, obtain and maintain employment or self-employment. The Opportunities Fund assists people with disabilities who are ineligible to participate in employment programs available through the Employment Insurance program. It is complementary to the programs offered through the Labour Market, Agreements for Persons with Disabilities.

Strategic Outcome: A skilled, adaptable and inclusive labour force and an efficient labour market

Expected Results: The objective of the Opportunities Fund is to provide support for persons with disabilities who have little or no labour market attachment to prepare for, obtain and maintain employment or self-employment so that they may increase their economic participation and independence.

The key program indicators include

• the number of persons with disabilities who have enhanced their employability;
• the number of persons with disabilities who have found employment; and
• the number of persons with disabilities who have returned to school.

Results Achieved: The Opportunities Fund served 5,370 persons with disabilities, 1,621 clients found employment, 306 clients returned to school, and 3,827 had enhanced employability.

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

Audit Completed or Planned: No audits of the Opportunities Fund were done in 2010-2011.

Evaluation Completed or Planned: No evaluations of the Opportunities Fund were done in 2010-2011.

Name of Transfer Payment Program: Labour Market Agreements (Voted)

Start Date: April 1, 2008

End Date: March 31, 2014

Description: This program is designed to improve the availability of labour market programs, to fill gaps within the Employment Insurance-funded system, and improve delivery for those Canadians who are non-EI insured. The Labour Market Agreements (LMAs) provide $500 million per year in funding to provinces and territories, totalling $3 billion between 2008-2009 and 2013-2014. The objectives of the Agreements are to facilitate increased labour force participation of underrepresented groups, ensure that Canadians have the right skills to compete in the labour market, and encourage employers to provide more training to their workers. The bilateral arrangements with provinces and territories recognize they are best placed to design and deliver this programming, and meet provincial need for funding to meet emerging challenges within the labour market.

Strategic Outcome: A skilled, adaptable and inclusive labour force and an efficient labour market

Expected Results: LMAs were designed to allow Provinces/Territories to develop and deliver labour market programming based on their specific priorities and objectives. Nevertheless, LMAs have broad objectives:

• Quantity - To increase the participation of Canadians and immigrants in the workforce to meet current and future labour requirements;
• Quality - To enhance the quality of skills development and training; and
• Efficiency - To facilitate workforce mobility and provide the information necessary to make informed labour market choices.

The LMAs include a robust accountability framework to allow the Government of Canada to measure results against policy objectives and demonstrate value for money to Canadians. Reporting under the Agreements will include the following indicators:

Eligible Client indicators:

• Total number of eligible clients served/in training by employment status (employed, unemployed, self-employed);
• Education level of eligible clients prior to intervention; and
• Number of eligible clients served in an intervention by designated client group (Aboriginal peoples, immigrants, older workers, persons with disabilities, women, and youth).

Service Delivery Indicators:

• Number of Eligible Clients participating in interventions by intervention type; and
• Proportion of Eligible Clients "satisfied" with service received upon completion of the intervention.

Eligible Client Outcome and Impact Indicators:

• Proportion of Eligible Clients who have completed their intervention, by intervention type;
• Number of Eligible Clients who have earned credentials or certification through participation in the intervention;
• Average hourly earnings of Eligible Clients following the intervention; and
• Proportion of Eligible Clients who, 3 months and 12 months after leaving the intervention, indicate their training helped prepare them for future employment.

Results Achieved: HRSDC has developed and implemented LMAs with all thirteen provinces and territories. Under the accountability framework for these agreements, provinces and territories are required to publish annual results to their publics. In the first two years of the agreements, over 350,500 Canadians have been helped by obtaining the training and supports they needed to get a job or return to work.

In 2008-2009, provinces and territories delivered over 375,000 interventions (programs, services and supports to return to employment) to just over 198,000 individuals. In 2009-2010, nearly 412,000 interventions were delivered to just over 350,500 individuals. Provinces and territories report results through their LMA annual reports. Results for 2010-2011 are still pending from provinces and territories.

Comment(s) on Variance(s): The variance is due to in-year adjustments made by provinces and territories to reflect revisions to their strategic plans. LMAs provide flexibility to provinces and territories to reprofile and/or carry forward funds between fiscal years as their plans evolve, to maximize effective use of the funding.

Audit Completed or Planned:

Evaluation Completed or Planned: Each province and territory must complete an evaluation of the impact and effectiveness of their LMA by March 2013. Provinces and territories can elect to conduct the evaluation either independently or jointly with Canada. A federal–provincial/territorial (FPT) Labour Market Agreement Evaluation Advisory Committee— co-chaired by HRSDC and a provincial/territorial representative — was established in November 2010 to oversee the evaluation. The committee includes representative(s) from all provinces and territories.

Name of Transfer Payment Program: Sector Council Program (Voted)

Start Date: April 1, 2002

End Date: March 31, 2012 (Expiration of Terms and Conditions)

Description: This program supports formal, national partnerships of businesses and other key stakeholders that address issues of human resources investment and workplace skills development on a sectoral basis. Contribution payments primarily support demand-driven research and project-based activities proposed by Sector Councils and other national organizations (sector council-like) working on skills and learning issues. The main target groups of this program are businesses, workers, and learning institutions.

Strategic Outcome: A skilled, adaptable and inclusive labour force and an efficient labour market

Expected Results:

• New and innovative solutions created for human resources and skills issues that account for current labour market trends and conditions, and promote cross-sectoral and industry-led initiatives that align with provincial/territorial investments in economic growth and recovery.
• Sectoral-based solutions implemented to address current and emerging skills and HR issues that increase sectoral capacity through the sharing of best practices and ideas across industries and sectors; enhanced opportunities for labour market transition (entry, across sectors, and vertically within sectors); and encouragement of learning systems to be more responsive to the needs of the labour market through demand-driven curricula.
• Increased availability and use of products and services to help industry address their HR issues;
• Promotion of the workplace as a learning place by encouraging employers to increase investments in workplace learning for their employees; and
• Increased industry investments in skills development that promotes a quality workforce.

Results Achieved: The Sector Council Program (SCP) worked in collaboration with sector councils to oversee the production of industry-driven labour market intelligence reports, which continue to be used to manage skills development and training issues in key economic sectors. In 2010-2011, sector councils enhanced their impact with employers and provinces/territories through more frequent engagement, better alignment with their priorities, and increased provincial and territorial representation in the governance of proposed skills development and training solutions in their region. A concrete example is how national sector councils are partnering with educational institutions (e.g. school boards), which are within provincial/territorial jurisdiction, and employers to ensure that new entrants to the labour market have the skills demanded by employers is industry-education partnerships. In 2006, industry-education partnerships were launched as a four-year pilot with the Toronto District School Board and funded by HRSDC’s Sector Council Program. When the pilot ended in September 2010, 16 sector councils (e.g. supply chain, Information and Communications Technology Council) had formed partnerships with 45 (of the 692) schools in the Toronto District School Board with approximately 2,800 students benefiting from the industry-education partnership pilot.

SCP continued to work with sector councils to support the development of the labour market intelligence (LMI) products needed to develop effective strategies to address emerging human resources issues and support economic recovery. Sector councils regularly undertake comprehensive reviews of their sectors with a view to define demographics and identify prominent labour market issues. In addition to informing future directions, LMI contributed to the development and/or refinement of National Occupation Standards (NOS).

Comment(s) on Variance(s): The variance of $6.3M is mostly due to deferral of projects into next fiscal year and delays in approved project start-up.

Audit Completed or Planned:

Evaluation Completed or Planned: A summative evaluation of the Sector Council Program was approved in March 2010 and will be posted to the departmental website once it becomes available.

Name of Transfer Payment Program: Apprenticeship Incentive Grant (Voted)

Start Date: January 1, 2007

End Date: December 31, 2012 (Terms and Conditions)

Description: This program increases access to apprenticeships in the designated Red Seal trades, and encourages the progression of an apprentice through the early years of their apprenticeship program, building momentum for completion and Red Seal certification. The Apprenticeship Incentive Grant also provides an incentive for Canadians to pursue apprenticeships to meet the future need for skilled trades people that is crucial to the sustained growth of the economy, and improve labour mobility. The Apprenticeship Incentive Grant helps first or second year/level (or equivalent) apprentices in a designated Red Seal trade by funding a portion of expenses related to tuition, travel and tools.

Strategic Outcome: A skilled, adaptable and inclusive labour force and an efficient labour market

Expected Results: The Grant has been designed to meet the following objectives:

• To increase access to apprenticeships in the Red Seal Program trades by helping apprentices to cover expenses such as the purchase of tools and other materials required for learning on-the-job and travel expenses associated with classroom training;
• To encourage the apprentice's progression through the technical and on-the-job training requirements in the early years of their apprenticeship program, thus building the momentum towards certification; and
• To promote inter-provincial mobility by increasing the number of apprentices remaining in the Red Seal trades and getting their Red Seal.

Results Achieved: In 2010-2011, a total of 51,476 Apprenticeship Incentive Grants were issued.

Comment(s) on Variance(s): The variance is mainly due to the decrease in the take-up growth rate to those from previous years. The decrease in apprenticeships registrations due to the recession is a major factor. In addition, initial forecasts were based on the data from the 2003 Registered Apprenticeship Information System (RAIS) and assumed 100% take-up by eligible apprentices. This was done to ensure sufficient funding in the event of high demand, based on the continued rise in apprenticeship enrolments.

Audit Completed or Planned:

Evaluation Completed or Planned: Planning for a joint summative evaluation with the Apprenticeship Completion Grant is underway. Common Terms and Conditions expire in December 2012.

Name of Transfer Payment Program: Apprenticeship Completion Grant (Voted)

Start Date: July 2009 (retroactive to January 1, 2009)

End Date: December 31, 2012 (Terms and Conditions)

Description: Introduced as part of Canada's Economic Action Plan, the Apprenticeship Completion Grant (ACG) provides a taxable grant of $2,000 to those registered apprentices who successfully complete their apprenticeship program and obtain journeyperson certification in one of the designated Red Seal trades on or after January 1, 2009. The ACG builds on, and enhances the Apprenticeship Incentive Grant (AIG) by providing additional incentive for Canadians to finish their apprenticeship training and launch rewarding careers in the Red Seal trades.

Strategic Outcome: A skilled, adaptable and inclusive labour force and an efficient labour market

Expected Results: The Apprenticeship Completion Grant is intended to increase the number of apprentices completing an apprenticeship program and obtaining journeyperson certification in a designated Red Seal trade. It is expected that approximately 20,000 individuals will benefit from the ACG each year.

Results Achieved: In 2010-2011, a total of 25,678 Apprenticeship Completion Grants were issued.

Comment(s) on Variance(s): Demand for the ACG has been robust and exceeded forecasts. The ACG was launched in July 2009 with eligibility retroactive to January 1, 2009. Due to the retroactivity of the ACG, take-up for 2010-2011 reflects a 15 month intake period of the number of apprenticeship completions, rather than 12 months for all subsequent years. For both the ACG and the Apprenticeship Incentive Grant, apprentices have between six to 18 months to submit their application (i.e. June 30th deadline). Therefore, applicants that completed their apprenticeship training program between January 1, 2009 and December 31, 2009 were still eligible to apply in April, May or June 2010 which had an impact on the ACG budget for 2010-2011.

Audit Completed or Planned:

Evaluation Completed or Planned: Planning for a joint summative evaluation with the AIG is underway. Common terms and conditions expire in December 2012.

Name of Transfer Payment Program: Adult Learning, Literacy and Essential Skills Program (ALLESP ) (Voted)

Start Date: April 1, 2006

End Date: March 31, 2012

Description: ALLESP is administered through non-statutory grants and contribution and supports projects that a) build knowledge and expertise in adult literacy and essential skills (LES); b) develop, adapt and disseminate tools, supports and best practices; and c) create strategic partnerships (e.g. with provinces and territories, employers and literacy organizations.

Strategic Outcome: A skilled, adaptable and inclusive labour force and an efficient labour market

Expected Results: Through Adult Learning, Literacy and Essential Skills programming, the capacity exists to deliver employment, training and assessment services to Canadians so that adult Canadians have the literacy and essential skills they need to :

• get a job;
• adapt and succeed in the labour market;
• contribute to their communities and families.

The expected intermediate outcomes are:

• Literacy and essential skills are integrated into federal programs and policies;
• Literacy and essential skills are integrated into training;
• Partners' policies and programs address literacy and essential skills needs.

The expected direct outcomes are:

• The benefits of literacy and essential skills upgrading are understood;
• Information is available on what works in the field of LES;
• Literacy and essential skills tools and supports are available and used by those who need them;
• Partners have the capacity to address literacy and essential skills issues.

Results Achieved: ALLESP provided core-funding to 22 organizations including national literacy organizations and provincial/territorial coalitions. These organizations provide valuable links to key partners and to a broad network of stakeholders in order to share knowledge, tools and best practices in the field of literacy and essential skills. Each organization is required to complete annual performance reports that demonstrate that they are sharing knowledge and expertise with partners as well as with Office of Literacy and Essential Skills and that they are filling capacity and awareness gaps across the country.

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

Audit Completed or Planned:

Evaluation Completed or Planned: The formative evaluation was approved on July 30, 2010 and published on November 1, 2010. The summative evaluation was originally scheduled to be conducted in fiscal year 2010-2011; however, the program sought and obtained a one-year extension/continuation of its terms and conditions, to March 31, 2012. As a result, the summative evaluation will now be completed in fiscal year 2011-2012. It is currently underway.

Name of Transfer Payment Program: Foreign Credential Recognition Program (Voted)

Start Date: January 2, 2003

End Date: 2014-2015

Description: The Foreign Credential Recognition Program (FCRP) works to ensure that internationally-trained individuals can fully participate in the labour market and Canadian society. The FCRP is one of the key Government of Canada initiatives that support the implementation of the Pan-Canadian Framework for the Assessment and Recognition of Foreign Qualifications for timely assessment and recognition of foreign qualifications across Canada. Foreign credential recognition (FCR),encompasses the assessment and recognition of knowledge, skills, work experience and education obtained outside of Canada.

The program provides strategic financial support to provincial and territorial partners and stakeholders, including regulatory bodies, Sector Councils and post-secondary educational institutions, to develop systems and processes for assessing and recognizing foreign qualifications in targeted occupations and sectors.

The FCRP also provides horizontal leadership in building partnerships and fostering foreign qualification recognition capacity through the development of innovative projects, tools, processes, and exchanges information about successful foreign credential recognition practices.

The goal of the program is to enhance labour market outcomes for internationally trained workers in targeted occupations and sectors.

Strategic Outcome: A skilled, adaptable and inclusive labour force and an efficient labour market

Expected Results: The Foreign Credential Recognition Program supports work that contributes to developing fair, transparent, consistent, and timely foreign qualification assessment and recognition and building institutional capacity.

The FCRP works with partners and stakeholders to achieve the following short, medium and long-term outcomes:

Short-term:

• Understanding, consensus, collaboration and commitment among stakeholders and partners on issues and potential solutions related to Foreign Qualification Recognition (FQR);
• Promotion, information sharing and transfer of best practices in developing Pan-Canadian FQR processes; and;
• Partnership among key stakeholders and provinces and territories to advance the FQR agenda.

Medium-term:

• Availability of tools and processes to assess and recognize foreign credentials among organizations.

Long-term:

• Standardization of Pan-Canadian FQR processes and tools in targeted occupations and other sectors; and,
• Use of tools and processes by organizations to assess and recognize the credentials of internationally-trained workers in targeted occupations and sectors.

Results Achieved:

• In 2010-11, the FCRP signed 64 contribution agreements, including investments with all the identified priority occupations for 2010. Agreements were also negotiated with 7 Provinces and Territories to support regional improvements to FQR processes and capacity building.
• The FCRP is co-leading the federal-provincial-territorial Foreign Qualification Recognition Working Group (FQRWG) and overseeing the implementation of the FQR Framework.
• The program completed nation-wide consultations and identified priorities with the first set of eight occupations – Accountants (Certified General, Certified Management, Chartered); Architects; Engineers; Medical Laboratory Technologists; Occupational Therapists; Pharmacists; Physiotherapists; and Registered Nurses; and,
• Engaged in outreach activities to facilitate information sharing on FQR and labour mobility (e.g., Canadian Network of National Associations of Regulators, Internationally Educated Health Professionals Taskforce, Advisory Committee on Health Delivery and Human Resources).

Comment(s) on Variance(s): The difference between the 2010-2011 planned and actual spending is mainly due to the time required to develop and negotiate project proposals and deferrals in project activities to future years. $2.5M of the variance is requested for reprofiling into fiscal year 2011-2012. The planned spending for 2010-2011 also included operating resources of $3.9M which was fully spent but related expenditures are not included in the actual contribution spending.

Audit Completed or Planned:

Evaluation Completed or Planned: An Evaluability Assessment (EA) of the FCRP is planned for 2011-2012. The EA is undertaken to support preparations for the 2013-2014 FCRP summative evaluation.

Name of Transfer Payment Program: Strategic Training and Transition Fund (Voted)

Start Date: 2009-2010 (varies by Province & Territory)

End Date: March 31, 2011

Description: The Strategic Training and Transition Fund provides time-limited incremental funding for all provinces and territories to support the needs of workers affected by the economic downturn.

The Fund supports provincial and territorial initiatives that help meet the training needs of workers in affected communities and sectors so that they can stay in their jobs or move to new jobs, while offering provinces and territories the flexibility to design programming that best meets their needs. The Fund ensures that these Canadians, whether or not they qualify for Employment Insurance benefits, are eligible to participate in the training or other employment initiatives that they need during difficult times.

Strategic Outcome: A skilled, adaptable and inclusive labour force and an efficient labour market

Expected Results: Following the conclusion of the initiative in 2011, it is projected that approximately 50,000 Canadians will have benefited from the Strategic Training and Transition Fund initiative.

Results Achieved: Provinces and territories report results through their Labour Market Agreement annual reports, including the number of clients that have been served under the Strategic Training and Transition Funds. Results for 2010-2011 are still pending.

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

Audit Completed or Planned:

Evaluation Completed or Planned: A formative evaluation is scheduled to begin in 2012-13 and to end in 2014-2015.

Name of Transfer Payment Program: Canada Education Savings Program (Statutory)

Start Date: January 1, 1998 (Canada Education Savings Grant
January 1, 2005 (Canada Learning Bond)

End Date: Ongoing

Description: The Canadian Education Savings Program encourages the financing of children’s post-secondary education through savings, from early childhood, in Registered Education Savings Plans (RESP). The program provides clients with the Canada Education Savings Grant, which includes a regular matching grant available to all Canadian children, and enhanced grant portions for low and middle income families; and the Canada Learning Bond, which is a grant intended for low income families.

The Canada Education Savings Program delivers the Canada Education Savings Grant and the Canada Learning Bond through a public-private partnership with banks, mutual fund companies, and scholarship foundations.

The Canada Education Savings Program also administers the Education Savings Community Outreach initiative which funds organizations to develop outreach projects that encourage lower income Canadians to save for their children’s post-secondary education, use education savings, and increase their financial literacy.

Further information regarding the Canadian Education Savings Grant is found at:
http://www.hrsdc.gc.ca/eng/learning/education_savings/public/cesg.shtml

Further information regarding the Canada Learning Bond is found at:
http://www.hrsdc.gc.ca/eng/learning/education_savings/public/clb.shtml

Strategic Outcome: A skilled, adaptable and inclusive labour force and an efficient labour market

Expected Results:

• Canadians with children under 18 years have RESP savings
• Canadians are able to finance their children’s post-secondary education using their savings from the Registered Education Savings Plan.

Results Achieved: By December 2010, 42.8% of Canadian children had received the Canada Education Savings Grant and had RESP savings for their future education, up from 40.6% in 2009.

Participation in the Canada Learning Bond (CLB) increased to over 21.8% of the eligible population in 2010, from 4.7% in 2006. The CLB is designed to help low-income families save for education using RESPs without requiring a contribution. The CLB’s target population continues to grow every year since the CLB was launched in 2005 (it is available to children born after 2003). This tends to mask the actual increase in participation that is being achieved each year. For example, the number of children eligible for the CLB has increased by 57% in the past two years (from 858,000 in 2008 to 1,344,000 in 2010). At the same time, the number of children receiving the CLB has more than doubled in two years, from over 140,000 in 2008 to 293,000 in 2010.

RESP assets reached 27.6 billion dollars by the end of December 2010 (up from 25.9 billion dollars in 2009), representing a 6.5% increase over last year.

Students attending post-secondary institutions are using these savings to finance their education. In 2010, 287,865 students withdrew 1.92 billion dollars from their RESPs to finance their participation in post-secondary education.

Comment(s) on Variance(s): The Canada Education Savings Grant (CESG): CESG payments were 83.6 million dollars more than planned, as more Canadian families saved in their children’s Registered Education Savings Plans than expected, following the economic recovery.

Canada Learning Bond (CLB): CLB payments are slightly higher than planned. The Government of Canada undertook targeted communications and outreach activities during 2010-2011 to increase CLB participation.
* Referring to the Education Savings Incentive (Voted Contribution).

Audit Completed or Planned:

Evaluation Completed or Planned: A Formative Evaluation of the Additional Canada Education Savings Grant and Canada Learning Bond was published in June 2010 and is found on-line at:
http://www.hrsdc.gc.ca/eng/publications_resources/evaluation/2009/
sp_951_05_10e/page00.shtml

Name of Transfer Payment Program: Canada Student Loans Program – Liabilities (Statutory)

Start Date: September 1964

End Date: Ongoing

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

This transfer payment tracks claims submitted by financial institutions related to the remaining Guaranteed Loan Portfolio less payments received from loan recipients against those claimed amounts.

Strategic Outcome: A skilled, adaptable and inclusive labour force and an efficient labour market

Expected Results:

• Track claim payments to financial institutions for the remaining balance of the portfolio; and
• Canada meets its obligations as set out under the Canada Student Loans Act in agreements with financial institutions.

Results Achieved: Obligations under Canada Student Loans Act were met.

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 bought-back guaranteed loans where planned spending represented only the forecasted expenditures.

Audit Completed or Planned: An audit of the Management Control Framework of Canada Student Loans Program is planned for 2012-2013 (no specific completion date has been set).
(Source: Risk-Based Internal Audit Plan 2011-2014)

Evaluation Completed or Planned: A five year evaluation of the CSLP was recently completed and will be posted on the departmental webswite once it becomes available.
A second evaluation has been launched to address program changes announced in Budget 2008. This evaluation is scheduled to be completed in 2015-2016.

Name of Transfer Payment Program: Canada Student Loans Program – Interest Payments and Liabilities (Statutory)

Start Date: August 1, 1995

End Date: Ongoing

Description: This is the consolidated Cost of the Risk Shared Loans and represents interest subsidy, repayment assistance 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: A skilled, adaptable and inclusive labour force and an efficient labour market

Expected Results:

• 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 meets its obligations as set out under the Canada Student Financial Assistance Act in agreements with financial institutions.

Results Achieved: Approximately 275,000¹ students who borrowed under the risk-shared regime received in-study student financial assistance and debt management assistance in repayment; and

Canada met its obligations as set out under the Canada Student Financial Assistance Act in agreements with financial institutions.

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 put-back loans where planned spending represented only the forecasted expenditures.

Audit Completed or Planned: An audit of the Management Control Framework of Canada Student Loans Program is planned for 2012-2013 (no specific completion date has been set).
(Source: Risk-Based Internal Audit Plan 2011-2014)

Evaluation Completed or Planned: A five year evaluation of the CSLP was recently completed and will be posted on the departmental website once it becomes available.
A second evaluation has been launched to address program changes announced in Budget 2008. This evaluation is scheduled to be completed in 2015-2016.

¹ This number is reported by fiscal year (April 1, 2010 to March 31, 2011).

Name of Transfer Payment Program: Canada Student Loans Program – Direct Financing Arrangement (Statutory)

Start Date: August 1, 2000

End Date: Ongoing

Description: This transfer payment provides alternative payments to provinces and territories who 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.

The transfer payment also provides repayment assistance benefits to borrowers as part of the new Repayment Assistance Program, and the value of loans forgiven according to prescribed criteria. As of August 2009, individual debt measures including interest relief and debt reduction in repayment have been replaced by the Repayment Assistance Plan which is an optional program for students facing difficulty in meeting their student loan payments.

Finally, this transfer payment is used to ensure that full-time student military-reservists who interrupt their studies for a deployment on designated operations will not be charged interest or have to start paying back their student loan while they are away from their studies and on duty.

Strategic Outcome: A skilled, adaptable and inclusive labour force and an efficient labour market

Expected Results:

• 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.
• Students in participating jurisdictions with financial difficulty are able to receive repayment benefits.

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

155,239 students with financial hardship in participating jurisdictions received repayment benefits in 2010-11.
138,413 of these students were not required to make a payment in 2010-2011, while 16,826 were asked to make an affordable payment proportional to their level of income¹.

Comment(s) on Variance(s): The variance of $15.3M can be explained by three main factors. First, the Alternative Payment was higher than previously forecast by $42.1M due to the implementation of the Canada Student Grants Program. Second, the cost of the Repayment Assistance Program was less than anticipated by $16.2M. Third, the amount of loans forgiven was also lower than anticipated by $10.5M as the Repayment Assistance Program for people with permanent disabilities has been put in place.

Audit Completed or Planned: An audit of the Management Control Framework of Canada Student Loans Program is planned for 2012-2013.
(Source: Risk-Based Internal Audit Plan 2011-2014)

Evaluation Completed or Planned: A five year evaluation of the CSLP was recently completed and will be posted on the departmental website once it becomes available.
A second evaluation has been launched to address program changes announced in Budget 2008. This evaluation is scheduled to be completed in 2015-2016.

Name of Transfer Payment Program: Canada Student Grants Program (Statutory)

Start Date: August 1, 2009 (for Canada Student Grant Program)

End Date: Ongoing

Description: As of August 1, 2009, the Canada Student Grants Program (CSGP) replaced Canada Study Grants and Canada Access Grants. The Canada Student Grants Program (CSGP) provides up-front grants to students from low- and middle-income families, students with dependants, part-time students and those with permanent disabilities. The new Canada Student Grants Program is simple, transparent, predictable and broad-based, providing certainty and predictability for students who qualify.

Students who received the former Canada Millennium Scholarship Foundation (CMSF) general bursaries in past years receive transitional grants until they complete or withdraw from their program of study. Former CMSF recipients who are eligible for the new low and middle-income grants will have the difference between the amount of the CMSF general bursary and the amount of the new grant made up with a transition grant.

Strategic Outcome: A skilled, adaptable and inclusive labour force and an efficient labour market

Expected Results:

• Provide non-repayable assistance in an integrated, consistent, and predictable manner across the country.
• Enable disadvantaged students to better understand and benefit from Student Financial Assistance.
• Better encourage post-secondary education completion, and thereby support the full participation of individuals from disadvantaged groups in the labour market.
• Promote access, completion, and equity (by providing enhanced levels of assistance and by targeting more assistance towards lower- and middle-income groups).

Results Achieved: Provided $587 million in Canada Student Grants to 310,445 students
Provided $29.5 million in Transition Grants ¹

Comment(s) on Variance(s): The variance in grants of $63.5M can be mainly explained by two factors: First, the uptake for the Canada Student Grants Program was higher than previously forecast by $190.7M. However, much of that increase was off-set due to the phasing out of the Canada Study Grants and the Canada Access Grants which were reduced by $130.0M.

Audit Completed or Planned: An audit of the Management Control Framework of Canada Student Loans Program is planned for 2012-2013 (no specific completion date has been set).
(Source: Risk-Based Internal Audit Plan 2011-2014)

An audit of the Canada Millennium Scholarship Foundation is planned for 2011-2012 (no specific completion date has been set).

Evaluation Completed or Planned: A second evaluation has been launched to address program changes announced in Budget 2008. This evaluation is scheduled to be completed in 2015-2016.

Name of Transfer Payment Program: Wage Earner Protection Program (Statutory)

Start Date: July 2008

End Date: Ongoing

Description: The Wage Earner Protection Program (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. Specifically, WEPP reimburses eligible workers for unpaid wages and vacation, severance, and termination pay up to the equivalent of four weeks’ maximum insurance earnings under the Employment Insurance Act. To be eligible for WEPP compensation, workers must meet all of the following criteria: they are legally entitled to work in Canada; their employment has ended; their employer is bankrupt or in receivership; and they are owed wages, vacation pay, termination pay, or severance pay by their former employer. WEPP is administered by the Labour Program and is delivered by Service Canada.

Strategic Outcome: Safe, fair, and productive workplaces and cooperative workplace relations

Expected Results: Reduction in economic insecurity of Canadian workers with unpaid wages in insolvent workplaces.

Results Achieved: In 2010-2011, the WEPP received 14,974 applications and issued $31.9 million in WEPP payments to eligible claimants.

Comment(s) on Variance(s): The Wage Earner Protection Program compensates workers for owed eligible wages when their employer is bankrupt or under receivership. WEPP also compensates the trustees and receivers for the duties they perform under the Wage Earner Protection Program Act.

Annual WEPP payments vary from year-to-year depending on the number of applicants and the amounts for which the applicants are eligible. In 2010-2011, WEPP Statutory Budget for payments to workers was $53.7 million. The WEPP budget for payments to trustees and receivers was $2.5 million.

In 2010-2011, $31.9 million was paid to 14,305 workers. No trustee or receiver has been paid under WEPP in the last fiscal year.

The Labour Program cannot anticipate how much WEPP will pay out to workers, trustees and receivers in any given year. The WEPP Statutory Budget was determined based on projections of WEPP payments and was meant to be generous enough to be sufficient to cover expenditures in economically troubled years.

Audit Completed or Planned:

Evaluation Completed or Planned: A summative evaluation of the Wage Earner Protection Program (WEPP) is underway and is scheduled to be completed at the end of the 2011-2012.

Name of Transfer Payment Program: Old Age Security Pension (Statutory)

Start Date: 1952

End Date: Ongoing

Description: This program contributes to the income security of seniors, in the form of a monthly payment to all Canadians aged 65 or older who meet the age, residence and legal status requirements. An applicant's employment history is not a factor in determining eligibility, nor does the applicant need to be retired.

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

Expected Results: Eligible seniors receive a basic pension to which they are entitled.

Results Achieved: In 2010-2011, approximately 4.8 million seniors per month received the basic pension. As required by the Old Age Security Act, benefits are reviewed quarterly to reflect increases in the cost of living as measured by the Consumer Price Index for Canada. In 2010-2011, Old Age Security (OAS) rates increased by 1.9%.

Comment(s) on Variance(s): The average monthly rate for OAS basic pension was $488.64, $15.60 less than the average rate forecasted, resulting in $904.5 million less than expected, attributed to the following factors: more new beneficiaries coming in at the end of the fiscal year than forecasted, a higher death rate at the beginning of the fiscal year, and more people with partial pensions because they have less than 40 years of residence in Canada.

This reduction was partially offset by an increase in the estimated average number of beneficiaries from 4,789,402 to 4,822,096 translating into an additional $199.6 million in benefit expenditures.

The benefit repayment from higher-income OAS recipients through the OAS recovery tax was $1.061 billion compared to an estimate of $932 million further increasing the variance by $129.6 million.

In total, these factors contributed to an over-estimation in OAS pension expenditures of $834.5 million in planned estimates for 2010-2011.

Audit Completed or Planned: An audit of Old Age Security Program Eligibility will be conducted in 2011-2012 (scheduled to be presented to the Departmental Audit Committee January 24, 2012).
(Source: Risk-Based Internal Audit Plan 2011-2014)

Evaluation Completed or Planned: Cluster Evaluation
A summative evaluation of the OAS Program, including the OAS pension, Guaranteed Income Supplement (GIS) and the Allowances (ALW) to be completed by Fall 2011.

Name of Transfer Payment Program: Guaranteed Income Supplement (Statutory)

Start Date: 1967

End Date: Ongoing

Description: This program contributes to the income security, in the form of an additional benefit, on top of the Old Age Security pension, of low-income seniors living in Canada. To be eligible for the Guaranteed Income Supplement (GIS), applicants must be receiving the Old Age Security pension and have an income below a certain threshold.

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

Expected Results: Canada's low-income seniors have a minimum guaranteed income and receive the benefits to which they are entitled.

Results Achieved: For fiscal year 2010-2011, over 1.6 million seniors received GIS benefits. As required by the Old Age Security Act, benefits are reviewed quarterly to reflect increases in the cost of living as measured by the Consumer Price Index for Canada. In 2010-2011, GIS rates increased by 1.9%.

Comment(s) on Variance(s): The average monthly rate was $394.41 as opposed to the expected $408.37, resulting in a decrease of $280.3 million in GIS expenditures. The number of beneficiaries was over-estimated from 1,684,943 (in the Main Estimates) to 1,669,418 (actual), accounting for a negative variance of $75.5 million.

This resulted in an overall overestimation of GIS expenditures of $355.9 million in the planned estimates for 2010-2011.

Audit Completed or Planned: GIS Take-up Measures and Outreach Evaluation approved June 11, 2010.

Evaluation Completed or Planned:
Cluster Evaluation:
A summative evaluation of the OAS Program, including the OAS pension, Guaranteed Income Supplement and the Allowances (ALW) to be completed by Fall 2011.

Name of Transfer Payment Program: Allowances (Statutory)

Start Date: 1975 - Allowance
1985 - Allowance for the Survivor

End Date: Ongoing

Description: This program contributes to the income security, of spouses or common-law partners of low-income seniors, 60 to 64 years old, who receive the Guaranteed Income Supplement (GIS). It also provides an allowance for low-income survivors who are between 60-64 years of age. To be eligible, applicants must meet specific income and residence requirements.

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

Expected Results: Low-income Canadians aged 60 to 64, who are the spouses/common-law partners of GIS recipients, or who are survivors, have a minimum guaranteed income and receive the benefits to which they are entitled.

Results Achieved: In 2010-2011, approximately 92,000 persons received an Allowance or an Allowance for the Survivor benefit. As required by the Old Age Security Act, benefits are reviewed quarterly to reflect increases in the cost of living as measured by the Consumer Price Index for Canada. In 2010-2011, rates for Allowances increased by 1.9%.

Comment(s) on Variance(s): The average monthly rate was $481.18 compared to an estimate of $488.00, resulting in an over-estimation of $7.8 million. The number of beneficiaries was estimated at 95,629 but was actually 93,609, resulting in an over-estimation of $11.7 million. This resulted in an over-estimation of $19.5 million in Allowance expenditures.

Audit Completed or Planned:

Evaluation Completed or Planned:
Cluster Evaluation:
A summative evaluation of the OAS Program, including the OAS pension, Guaranteed Income Supplement (GIS) and the Allowances (ALW) to be completed by Fall 2011.

Combined OAS Allowance and CPP Survivor Benefits Cluster Evaluation to be launched in 2011-2012.

Name of Transfer Payment Program: Canada Disability Savings Program – Grants and Bonds (Statutory)

Start Date: December, 2008

End Date: Ongoing

Description: This program helps Canadians with severe and/or prolonged disabilities, and their families, save for the future, through Registered Disability Savings Plans (RDSPs). Canadian residents, under the age of 60, who have a Social Insurance Number (SIN) and are eligible for the Disability Tax Credit (DTC), can open a RDSP. The program provides matching grants of up to 300%, depending on the amount contributed and the beneficiary’s family income. The maximum amount paid in grants is $3,500 each year, with a $70,000 lifetime limit. The program also provides bonds of up to $1,000 per year to the RDSPs of low and modest income Canadians, with a lifetime limit of $20,000. Grants and bonds are paid until the year the beneficiary turns 49. The program has no impact on other federal benefits, such as the Canada Child Tax Benefit, the Goods and Services Tax Credit, Old Age Security, and Employment Insurance.

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

Expected Results:

• People with severe and/or prolonged disabilities have a measure of long-term financial security
• Eligible beneficiaries receive Canada Disability Savings Bonds
• Eligible beneficiaries receive Canada Disability Savings Grants

Results Achieved:

• Take-up of the RDSP, grant and bond, has exceeded initial projections. People with severe and/or prolonged disabilities have saved for their long-term financial security through the RDSP, the Grant and the Bond. Between December 2008, when the RDSP became available to Canadians, and March 31, 2011; 43,864 plans have been registered and private contributions from Canadians to their RDSPs totalled $149.2M.
• Between December 2008 and March 31, 2011, the Government has contributed $79.3M in Canada Disability Savings Bonds to eligible beneficiaries.
• Between December 2008 and March 31, 2011, the Government has contributed $175.9M in Canada Disability Savings Grants to eligible beneficiaries.

Comment(s) on Variance(s): Initially, the estimates for the Canada Disability Savings Grants and Bonds were based on the assumption that there would be 11,500 registered accounts opened in 2010-2011 (which was based on the experience of a similar program – the Canada Education Savings Program). The original target model forecasted $10.2 million for Canada Disability Savings Grants and $5.7 million for Canada Disability Savings Bonds for a total of $15.9 million for the 2010-2011 fiscal year. Initial take up was better than forecasted so, the actual performance of the Canada Disability Savings Program (CDSP) has surpassed original projections. From December 2008, when the CDSP became available to Canadians, to March 2011, 42,678 plans were registered. During this same period, the Government of Canada paid $79.3 million in bonds and $175.9 million in matching grants. Now that the CDSP has been in operation for two and a half years, more actual program-based data are available upon which to base projections. In the planned spending estimates for 2011-2012 and future years, the target model has been revised.

Audit Completed or Planned:

Evaluation Completed or Planned: CDSP Formative Evaluation to be launched in 2011-2012.

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

Start Date: April 1, 2009

End Date: March 31, 2014

Description: This program ensures that more effective and sustainable solutions to homelessness are found and that communities can better understand and more effectively prevent and reduce homelessness. It focuses on transitional and supportive housing to move people out of homelessness by fostering partnerships and structures, including longer-term housing solutions, to help homeless individuals achieve greater autonomy and self-sufficiency. The federal government provides grant and contribution funding to other levels of government, not for profit organizations, communities, researchers, Aboriginal organizations, public health and educational institutions, and works with other government departments and agencies as well as provinces and territories to deliver services that assist in preventing and reducing homelessness for Canada’s most vulnerable citizens, including Aboriginal people and individuals in major urban centres, rural communities, and the North.

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

Expected Results:

• Homelessness is prevented and reduced.
• A comprehensive continuum of supports to help homeless people and those at risk of homelessness move towards self-sufficiency.
• Longer term housing solutions for homeless people and those at risk of homelessness through HPS investments.
• Strategic engagement and investments of partners and coordination and delivery of services.
• Knowledge to support informed policies, investment decision making and provision of services.

Results Achieved: Through its various funding programs, services and facilities that assist communities in helping homeless individuals and families move towards greater autonomy, the Homelessness Partnering Strategy contributed to preventing and reducing homelessness. This included providing housing and shelter to those in need through the Surplus Federal Real Property for Homelessness Initiative (SFRPHI) funding stream which provides surplus federal properties to community organizations, the not-for-profit sector, and other levels of government for projects that aim to prevent and reduce homelessness A total of seven properties were transferred in 2010-2011,resulting in 189 housing units being created.

In addition, 71.8% of HPS investments in regionally-delivered projects were targeted to longer-term transitional and supportive housing and services, exceeding the 65% target. As well, 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) was $2.48, exceeding the $1.50 target.

In 2010–2011, six horizontal pilot projects were launched with other federal departments and agencies to address factors that may lead to homelessness such as incarceration, employment, mental health, family violence, and immigration.

Comment(s) on Variance(s): Planned grant funding for fiscal year 2010-2011 was not fully spent due in large part to the fact that the Homelessness Partnering Strategy was not renewed until November 2010, eight months into the fiscal year. This left only four months to provide grants, resulting in a grant funding lapse. This funding lapse may carry over into the 2011-2012 fiscal year.

Contribution funds committed were not fully spent due to delays stemming from the complexity of some capital and renovation projects, such as: granting of building permits; weather conditions; zoning and legislative issues; and administrative delays. These funds need to be re-profiled to enable project sponsors to cover contracted costs.

Capital projects that encountered delays due to unforeseen circumstances were extended for up to six months into fiscal year 2011-2012 with no additional money under the transitional measures of the HPS renewal. Negotiations with external partners, which are lengthy to ensure effective project design and accountability, take time but are now well advanced.

Audit Completed or Planned: Audit of the Homelessness Partnership Initiative completed in March 2011.
http://www.hrsdc.gc.ca/eng/publications_resources/audit/2011/17017/page00.shtml

Evaluation Completed or Planned: HPS Evaluation to be launched in 2011-2012.

Name of Transfer Payment Program: Social Development Partnerships Program (Voted)

Start Date: April 1, 2009

End Date: ongoing

Description: The Social Development Partnerships Program (SDPP) provides grant and contribution funding to non-profit organizations. Consistent with Government priorities, these investments respond to the needs of children and families, people with disabilities, the voluntary sector, official languages minority communities and other vulnerable populations by playing a unique role in furthering broad social goals.

Understanding the Early Years (UEY): Ending in March 2011, this component provided grant and contribution funding to community-based organizations in order to help communities across Canada better understand the needs and improve the well-being of their young children and families. It provided members of participating communities with quality information on the readiness of their kindergarten children to learn; family and community factors that influence children's development; and the availability of local resources to support young children and families.

Children & Families: This component supports the creation of more responsive programs, services or tools to better serve the diverse needs of children and their families, particularly those living in disadvantaged circumstances.

Disability: This component provides grant and contribution funding to eligible non-profit organizations working to support projects that are designed to improve the participation and integration of people with disabilities in all aspects of Canadian society. The disability component supports a wide range of community-based initiatives that provide effective approaches in addressing social issues and barriers that face people with disabilities. More specifically, the component supports projects designed to: establish and maintain partnerships, alliances, networks and collaboration with communities, stakeholders and individuals; explore, test and develop innovative solutions, best practices and tools related to social development; increase not-for-profit organizations’ capacity in the areas of governance, policy and program development, and community outreach; and develop and share knowledge on existing and emerging social issues.

The Prime Minister’s Volunteer Awards (PMVA): This component was created to recognize the exceptional contributions of volunteers, local businesses and innovative not-for-profit organizations in improving the well-being of families and their communities across the country. The Prime Minister’s Volunteer Awards program consists of 17 awards in total: fifteen regional awards based on three in each of the five regions, across Canada and two national awards. Regional award recipients will be eligible to identify a not-for-profit organization to receive a $5,000 grant. National award recipients will be eligible to identify a not-for-profit organization to receive a $10,000 grant.

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

Expected Results:

• Not-for-profit sector and partners have capacity to respond to existing and emerging social issues for target populations.

Results Achieved: In 2010-2011, the Children and Families component of the SDPP provided funding through 37 multi-year contribution agreements and eight grants to national and community-based not-for-profit organizations helping children and families. Developed / evolving networks are enabling increased knowledge exchange, and organizations are developing stronger capacity as evidenced in the following types of projects:

• Development of an online toolkit to plan and implement programming for homeless youth for other organizations to access.
• Developing networks of care (formal and informal) to expand knowledge exchange and to support the needs of caregivers.
• Expanding a one-stop website for volunteer-matching services.
• Implementing a proven innovative methodology for early literacy development (from kindergarten to grade 3) to increase academic confidence, social understanding, and early literacy achievement for language minority children in schools in urban areas.
• Enhancing the organizational capacity of northern and rural-based not-for-profit agencies by developing and implementing a web-based knowledge exchange and learning management system, which provides much-needed accessible learning, training and professional development opportunities for social service and community-based workers and agencies in outlying communities.

In 2010-2011, the Disability component of the SDPP continued to provide multi-year funding to:

• 19 grants to national disability organizations to increase their organizational capacity and effectiveness in addressing the social issues and barriers that people with disabilities face;
• 14 contributions to promote the full participation of people with intellectual disabilities in all aspects of society and community life under the Community Inclusion Initiative stream; and
• 16 contributions for projects of national relevance or significance for people with disabilities that focus on the development and promotion of best practices and models of service delivery in Canada.

Additionally, 12 accommodation projects to enable people with disabilities to fully participate in conferences and other similar events were approved as a result of a Call for Proposals.

Comment(s) on Variance(s): The amount used in the Planned Spending column is the Main Estimate amount, and does not include transfers from internal surpluses to fund additional projects.

Audit Completed or Planned:

Evaluation Completed or Planned:Understanding the Early Years (UEY) Summative Evaluation (Phase 1) to be approved September 20, 2011.

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

Start Date: Original program: October 1, 2004;
Expanded Program: September 27, 2007
Enhanced Program: September 30, 2010

End Date: Ongoing

Description: This program provides grant and contribution funding to support projects across Canada that encourage seniors to contribute their skills, experience and wisdom in support of social well-being in their communities, and to promote the ongoing involvement of seniors in their communities to reduce their risk of social isolation. The underlying assumption of New Horizons for Seniors Program (NHSP) is that complex social issues are best addressed at the community level and by working in partnership across sectors. Therefore, the Program also seeks to strengthen networks and associations among community members, community organizations, and governments and enhance opportunities for building community capacity and partnerships to respond to existing or emerging social challenges. This program is delivered through the following components:

Community Participation and Leadership (CPL): This activity provides grant funding up to $ 25,000 to non-profit organizations for projects that encourage seniors to contribute to their communities by sharing their skills, wisdom and experience and helping to reduce isolation.

Capital Assistance (CA): This activity provides grant funding up to $ 25,000 to help non-profit organizations that need to upgrade their facilities or equipment used for existing seniors’ programs and activities. This enables seniors to continue to participate and lead active lives through programs in their communities.

Elder Abuse Awareness (EAA): This activity provides contribution funding of up to $250,000 per year for up to 3 years to help non-profit organizations develop national or regional education and awareness activities to help reduce the incidence of abuse of older adults in order to improve the quality of life, safety and security of seniors.

Modest enhancements to the NHSP design were made to fully support Budget 2010 commitments to implement projects which focused on volunteering among seniors and to ensure that today’s seniors can mentor the next generation of volunteers, passing on their valuable skills. It will also support projects that focus on raising awareness of financial abuse of seniors.

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

Expected Results:

• Seniors' experience and skills are utilized to benefit their community.
• Not-for-profit organizations are able to improve infrastructure to maintain existing programs / activities for seniors.
• Knowledge and awareness of elder abuse in Canadian society

Results Achieved: In 2010-2011, the Elder Abuse Awareness component of the NHSP continued to provide funding through 35 multi-year contribution agreements. Projects included:

• The development and distribution of culturally-sensitive elder abuse awareness materials for minority language community members and service providers.
• The development of tools and resources that address prevention, intervention and detection of elder abuse. The tools can be used by seniors, caregivers, medical practitioners and other service providers including police.
• Creating new partnerships and collaboration among regional community committees to enhance the response to and prevention of abuse of older adults.

As a result of funding under the Community Participation and Leadership component, 1,078 projects were provided with one-year grant funding. Similarly, under Capital Assistance component, 810 projects were provided with grant funding.

Comment(s) on Variance(s): Amount used in the Planned Spending column is the Main Estimate amount and does not include transfers from internal surpluses. Internal surpluses were used to support NHSP EAA projects.

Audit Completed or Planned:

Evaluation Completed or Planned: NHSP Formative and Summative Evaluation approved on December 20, 2010. The Program is revising their Performance Measurement Strategy and progress will be assessed via an Evaluability Assessment planned for 2011-2012.

Name of Transfer Payment Program: Enabling Accessibility Fund (Voted)

Start Date: December 6, 2007

End Date: March 31, 2013

Description: This program contributes to the improvement of accessibility for people with disabilities in their communities. Funding is provided to eligible recipients through grants and contributions to support community based projects across Canada that improve accessibility, remove barriers, and enable Canadians with disabilities to participate in and contribute to their community.

The program has the following components:

• The Small Project Component provides funding to projects that improve the built environment through renovation, construction and retrofitting of buildings, modification of vehicles for community use and through the provision of accessible information/communication technologies.
• The Mid-sized Project Component provides funding for retrofits, renovations or new construction of facilities within Canada that house services and programs that emphasize a holistic approach to the social and labour market integration needs of people with disabilities.
• The Major Project Component provides funding for the construction of abilities centres that assist people with disabilities to have increased access to opportunities for social and economic participation in the community.

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

Expected Results: Removing barriers to help people with disabilities have access to opportunities to participate in their communities.

Results Achieved: In 2010-2011, the Program achieved the following results:

• Funding was provided for the construction of two abilities centres that assist people with disabilities to have increased access to opportunities for social and economic participation in the community.
• A total of 196 grant agreements were put in place for Small Projects that improved accessibility across Canada.
• A Call for Proposals was held under the Mid-sized Project Component with the intent of funding projects in fiscal year 2011-2012.

Comment(s) on Variance(s): Approval for the renewed program was not received until June 2010. As such, planned spending for Small projects (grants) was not included in the Planned Spending for 2010-2011.

The renewal stipulated that the Abilities Centre Durham needed to demonstrate its organizational capacity to undertake a multimillion dollar project prior to receiving funds. Thereby, a number of pre-conditions were outlined in the contribution agreement that had to be met before funding could be provided to the organization. Among the conditions, the recipient was required to hire a project manager, provide a fundraising plan, a detailed budget for the construction, a construction timetable, and enter into a contract with a construction firm. All pre-conditions were met by the recipient by August 2010, i.e. six months after the project start date.

The entire $15 million for the project was reprofiled into 2010-2011. However, since the contribution agreement was only signed in 2010-2011 and the detailed budget plan was only finalized in August 2010, the need to reprofile some funds in 2011-2012 was only confirmed in the latter part of 2010-2011.

Further, the project timelines were affected due to construction delays related, in part, to adverse weather conditions, which affected the delivery of the steel trusses needed for the construction of the building. As a result of the time needed to satisfy the conditions and construction delays, in February 2011 the Abilities Centre Durham confirmed it needed to reprofile $6.5 million to 2011-2012.

Audit Completed or Planned: Enabling Accessibility Fund Evaluability Assessment was reviewed in 2010-2011.

Evaluation Completed or Planned:

Name of Transfer Payment Program: Universal Child Care Benefit (Statutory)

Start Date: July 1, 2006

End Date: Ongoing

Description: This program activity was designed with the objective of supporting families in the choice of child care that best meets the needs of their family. Families receive up to $1,200 per year for each child under six, taxable in the hands of the lower-income spouse. Effective with the 2010 tax year, single parents can include all Universal Child Care Benefit (UCCB) amounts received for the year in the income of the dependant for whom the Amount for an Eligible Dependant is being claimed. If there is no claim for the Amount for an Eligible Dependant, the parent can choose to include the UCCB amounts in their income in relation to the child for whom the UCCB was received.

Families can use this monthly benefit to best address their child care needs. The Universal Child Care Benefit is provided in addition to existing federal programs such as the Canada Child Tax Benefit and the National Child Benefit Supplement and the Child Care Expense Deduction. The 2010 Federal Budget enabled each eligible single parent in a shared custody arrangement to receive 50% of the annual benefit amount over twelve months (rather than 100% over six consecutive months).

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

Expected Results: 100 percent of children under age six for whom parents are receiving the Universal Child Care Benefit.

Results Achieved: It is estimated that in 2010-2011, eligible parents of 94.5% of children under age six received the UCCB. Effective 2010-2011, take-up rates are calculated based on number of children (not on number of families as was previously reported in earlier years). The new indicator provides a more accurate take-up rate between census periods as it is calculated based on annual post-censal estimates of child population.

In order to simplify the application process and to increase take-up of federal child benefits, including the UCCB, the CRA has implemented the Automated Benefits Application (ABA) initiative. The ABA is a joint partnership between the CRA and provincial/territorial Vital Statistics Agencies (VSA), whereby parents of newborns are offered the option of checking a single box on the birth registration form, which triggers automated applications for federal child benefits, related provincial/territorial programs, and the GST/HST credit. The ABA is now available in Ontario, Quebec, Prince Edward Island, British Columbia and Nova Scotia. Other provinces and territories have agreed to provide the service as their computer systems are updated.

Comment(s) on Variance(s): Actual UCCB statutory payments are higher than planned due to a higher number of eligible recipients as a result of population growth and slight variations in take-up rates.

Audit Completed or Planned:

Evaluation Completed or Planned: A formative evaluation of the UCCB was undertaken between August 2009 and January 2011 to assess the effectiveness and efficiency of the processes and procedures established for the administration of the UCCB. The report will be finalized in early Fall 2011. A summative evaluation is to be completed in 2014-2015.

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:

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:

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:

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:

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:

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:

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

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

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.

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