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ARCHIVED - RPP 2006-2007
Human Resources and Social Development Canada
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Departmental Priorities and Performance Measurement Framework
Departmental Priorities
HRSDC has identified priorities for 2006-2007 based on an assessment of its mandate, as part of the broader Government of Canada objectives, and the environment in which the Department is operating.
An Opportunity for HRSDC to Implement Key Governmental Priorities
The Speech from the Throne and Budget 2006 set the Government's agenda and reiterated its five main priorities. Among those priorities, the Government confirmed its commitment to providing choices for child care in Canada.
Budget 2006 included details of the Universal Child Care Benefit, which provides Canadian families with $1,200 per year for each child under six years of age. All families with young children benefit, regardless of income and the type of child care they choose.
In Budget 2006, the Government also committed to creating new child care spaces. HRSDC will be consulting with provinces and territories, employers, community non-profit organizations, parents and Canadians to help inform the design of the Child Care Spaces Initiative.
In addition to Canada's Universal Child Care Plan, Budget 2006 addressed key governmental commitments of importance to HRSDC, such as workplace skills and lifelong learning. The Department was allocated $18 million over two years to create the Canadian Agency for Assessment and Recognition of Foreign Credentials. Regarding apprenticeship, HRSDC will be moving forward with implementing an Apprenticeship Incentive Grant. Budget 2006 also committed to decrease parental contributions to the Canada Student Loans Program, introduce a Textbook Tax Credit, and eliminate taxation of Scholarships and Bursaries. Other Government commitments pertaining to HRSDC announced in Budget 2006 include: programs aimed at youth crime prevention; and a feasibility study exploring options for addressing challenges related to older workers' employment and participation in the labour market.
HRSDC priorities for 2006-2007 are summarized in the following tables.
The achievement of its strategic outcomes does not rest solely with the Department
Without partners, the Department alone cannot reach its goals. Success can happen only with the active participation of many players. Ensuring Canadians have access to tools to participate fully in the labour market and society requires the active participation of a multitude of partners with the Department acting as a catalyst.
HRSDC works closely with provincial and territorial partners, Aboriginal Peoples, not-for-profit and community-based volunteer organizations, and with Canadians, building on established relationships bilaterally and through multilateral forums to achieve its commitments. Employers and unions play an important role in the establishment of workplace-based training and learning and also in the establishment of safe, stable and productive workplaces. Finally, individuals and the choices they make will be critical to the achievement of the Department's goals.
| POLICIES AND PROGRAMS THAT MEET THE HUMAN CAPITAL AND SOCIAL DEVELOPMENT NEEDS OF CANADIANS | |
| POLICY, RESEARCH AND COMMUNICATION |
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| ENHANCED CANADIAN PRODUCTIVITY AND PARTICIPATION THROUGH EFFICIENT AND INCLUSIVE LABOUR MARKETS, COMPETITIVE WORKPLACES AND ACCESS TO LEARNING | |
| LABOUR MARKET |
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| WORKPLACE SKILLS |
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| LEARNING |
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| SAFE, HEALTHY, FAIR, STABLE, COOPERATIVE, PRODUCTIVE WORKPLACES AND EFFECTIVE INTERNATIONAL LABOUR STANDARDS | |
| LABOUR |
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| ENHANCED INCOME SECURITY, ACCESS TO OPPORTUNITIES AND WELL-BEING FOR INDIVIDUALS, FAMILIES AND COMMUNITIES | |
| SOCIAL INVESTMENT |
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| CHILDREN AND FAMILIES |
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| HOUSING AND HOMELESSNESS |
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| ACHIEVE BETTER OUTCOMES FOR CANADIANS THROUGH SERVICE EXCELLENCE | |
| SEAMLESS, CITIZEN-CENTERED SERVICE |
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| INTEGRITY |
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| COLLABORATIVE, NETWORKED GOVERNMENT SERVICE |
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With the introduction of the Federal Accountability Act, the Department is committed to strengthening accountability
Being accountable is important to the new government and to the Department. Through the Federal Accountability Act and Action Plan, the Government of Canada is bringing forward specific measures to help strengthen accountability and increase transparency and oversight (http://www.accountability.gc.ca/). HRSDC's commitment to the act will focus specifically on strengthening the auditing and accountability functions, and on the review of grants and contributions.
Other HRSDC internal priorities for the planning period that will strengthen accountability, as well as increase transparency and oversight, focus generally on the improvement of good governance, financial stewardship and human resources management.
| GOVERNANCE AND EFFECTIVE MANAGEMENT |
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| FINANCIAL STEWARDSHIP |
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| HUMAN RESOURCES MANAGEMENT |
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Corporate services play a critical role in the achievement of HRSDC priorities and outcomes
Corporate services play a critical role in the achievement of strategic priorities and outcomes, and ensure that the expectations of Canadians and Parliament are met. HRSDC's corporate services, including human resources, ministerial services, comptroller, legal services, systems and corporate management all have priorities that are integrated into the Department's overall strategic outcomes, and make a critical contribution to the capacity to deliver on HRSDC's mandate.
Key to the Department is the commitment to providing excellence in ministerial correspondence and parliamentary services, and services to the offices of the Ministers, the Parliamentary Secretary and Deputy Ministers. Included here is support for key priorities that were outlined in Budget 2006 such as: the Universal Child Care Plan; the Child Care Spaces Initiatives; Apprenticeship initiatives; the Canadian Agency for Assessment and Recognition of Foreign Credentials; and post-secondary education and learning initiatives.
HRSDC's ongoing commitment is to ensure a fair, enabling, healthy and safe workplace. With the implementation of the Public Service Modernization Act, the Department's objective will be to continue communication, learning and support for managers, staff and employees. HRSDC supports managers at all levels in the Department in meeting their delegated responsibilities under public service modernization, and their responsibilities and accountabilities as described in the Management Accountability Framework.
Corporate services will have a key role in supporting departmental integration through the provision of effective management and strategies in areas such as human resources, information technology and management, and administrative services.
Departmental decision-making processes will continue to be enhanced and improved. Through the effective integration of elements such as strategic planning and performance management, corporate and business planning, resource allocation, human resources planning, financial and systems planning, performance measurement, audit and risk management and evaluation, managers are able to make the best choices in using resources, and in supporting overall efforts to improve the management of spending across the government.
Through excellence in management practices, learning tools and training, HRSDC will develop an organization of leaders and the capacity to ensure a skilled workforce. The Department will continue to promote the use of both official languages in the workplace, and will work to achieve departmental workforce diversity objectives by implementing a diversity strategy.
Through the implementation of the new public service learning policy and targeted development programs for specialized professional communities, HRSDC will continue to ensure a workforce that is productive and principled, and one that supports the policy capacity of the Department.
HRSDC will develop and implement a client-focused business delivery model for human resources. The model will ensure a comprehensive approach to all aspects of human resources management, service delivery and accountability, and will support the achievement of departmental strategic outcomes. In addition, human resources planning will be fully linked with business planning, using integration tools that have been developed to provide support to strategic planners, human resources and managers. These strategies will enable managers and staff to adapt more readily to program and organizational changes, including the integration of HRSDC.
HRSDC's workplace will support employees by developing initiatives designed to foster leadership and learning, and to provide a creative environment. This work will include the development of employee generated proposals under the Creativity Fund, and the completion of a Place Vanier Child Care Centre assessment.
Finally, HRSDC will be working to finalize governance structures with Service Canada for the provision of transactional services in human resources, information technology and administration. A key piece of this work will be the development of schedules for services in each of these areas. These agreements themselves will be governed by tables that will effectively delineate ongoing operations, responsibilities and accountabilities for multiple service areas. The development of strong relationships will help ensure that shared transactional services meet HRSDC's departmental needs, and support the achievement of the Department's strategic outcomes.
Performance Measurement Framework
HRSDC is committed to measuring its performance, managing for results and reporting on its progress. To accomplish this, HRSDC has established a performance measurement framework that allows the Department to understand its operating environment, define clear performance expectations, track progress through measures, and make any required adjustments. The performance measurement framework provides Parliament and Canadians with information to assess the Department's progress in achieving results.
The framework sets out three types of indicators: contextual indicators, strategic outcome indicators and program indicators.
Contextual indicators depict the environment in which the Department operates by describing broad trends in society, the economy and labour markets - such as population growth and gross domestic product per capita. Contextual indicators guide policy development and departmental plans and priorities by allowing the Department to assess the continued relevance of programs and the requirement for new programs.
Strategic outcome indicators reflect the ultimate results that the Department is striving to influence over the medium-to-longer term. It is important to note that while the strategic outcomes are within HRSDC's sphere of influence, the Department is not the sole contributor to their attainment. Other orders of government, other federal departments, key stakeholders and partners, as well as individual Canadians make important contributions. For example, the percentage of the adult workforce that participates in job-related training is not due solely to the influence of the workplace skills programs, but is also affected by the decisions of individual employers and employees, their associations and other orders of government.
Program indicators relate more directly to the programs that the Department delivers. These indicators facilitate the setting of targets or objectives for the Department's programs and the monitoring of results. Most of these indicators are measures over which the Department exercises substantial control. Program indicators can be operational in nature and related to the outputs produced by the Department, and include client satisfaction, and program access and reach, as well as measures of the impacts or results achieved by the program.
Positive change in program indicators should be interpreted as a necessary, but not sufficient, condition to achieve improvement in strategic outcomes. Indeed, the Department recognizes that performance indicators are only part of a comprehensive performance measurement framework. Periodic, in-depth program evaluations also provide an important source of information on the effectiveness of HRSDC programs.
HRSDC will continue to work on strengthening performance indicators, drawing on evaluation and research results. Through its ongoing program evaluation and systematic review, the Department will assess the relevance and validity of the performance indicators as they relate to the achievement of expected results for Canadians.
Service indicators and additional measures relate to the quality, timeliness and volumes associated with the delivery of services to Canadians.
A supplementary document providing a more detailed explanation of HRSDC's performance indicators by strategic outcome with data sources is available on the Department's website at http://www.hrsdc.gc.ca.
Program Performance Indicators
| PROGRAM INDICATORS | |||
| Enhanced Canadian productivity and participation through efficient and inclusive labour markets, competitive workplaces and access to learning | |||
| PROGRAM INDICATORS (LABOUR MARKET) | 2006-2007 TARGET | ||
| Access | |||
| Percentage of unemployed targeted by the Employment Insurance program eligible to collect regular Employment Insurance benefits | 2004 Result: 80.4% | ||
| Rate of participation of designated groups (self-identified) and older workers in Employment Benefits and Support Measures (EBSM) | Rate of Participation in EBSM 2004-2005 | Percentage of the entire unemployed labour force7 | |
| Women | 46.7% | 4.5% | |
| People with disabilities | 4.5% | 9.8% | |
| Aboriginal persons | 6.6% | 6.5% | |
| Visible minorities | 6.2% | 16.2% | |
| Older workers (55 and over) | 6.5% | 17.3% | |
| Adequacy | |||
| Proportion of regular entitlement collected by Employment Insurance claimants (%) | (2003-2004) 60.9% | ||
| Proportion of Employment Insurance maternity/parental entitlement collected by Employment Insurance claimants | (2004-2005) 92% | ||
| Labour market efficiency | |||
| Number of youth clients who return to school or become employed following an employment program intervention under the youth employment strategy and proportion of these clients in the total number of action plans closed | 7,4008 | ||
| Number of Aboriginal clients who return to school or become employed following an employment program intervention under the Aboriginal Human Resources Development Strategy and proportion of these clients in the total number of action plans closed | 20,5009 | ||
| Number of clients employed or self-employed following an employment program intervention, and proportion of these clients in the total number of action plans closed | 220,000 Proportion: Actual results to be reported | ||
| PROGRAM INDICATORS (WORKPLACE SKILLS) | 2006-2007 TARGET | ||
| Number of apprentices that receive the Apprenticeship Incentive Grant | New Measure | ||
| Increase in the number of trades people who are fully mobile in Canada through red seal endorsement | 15,000 | ||
| Number of tools and processes completed to be used in verifying and recognizing foreign credentials and work experience of foreign-trained professionals | 85 | ||
| PROGRAM INDICATORS (LEARNING) | 2006-2007 TARGET | ||
| 3-year loan default rate (direct loans only for 2006-2007) | 26%10 | ||
| Number of Canadians who have ever received a Canada Education Savings Grant and who are attending postsecondary education in the current fiscal year | 192,000 | ||
| Percentage of Canadians under 18 years of age who have ever received a Canada Education Savings Grant | 34% | ||
| Percentage of children eligible for the Canada Learning Bond who have a Registered Education Savings Plan | 22% | ||
| SERVICE INDICATORS | |||
| Client satisfaction with the overall quality of services provided by the Canada Student Loans Program | 76% | ||
| Client (Registered Education Savings Plan providers) satisfaction with the overall quality of services provided by the Canada Education Savings Program | 88% | ||
| Safe, healthy, fair, stable, cooperative, productive workplaces and effective international labour standards | |||
| PROGRAM INDICATORS (LABOUR) | 2006-2007 TARGET | ||
| Percentage of collective bargaining disputes settled under Part I (Industrial Relations) of the Canada Labour Code without work stoppages | 90% | ||
|
Percentage of unjust dismissal complaints settled by inspectors (Part III of the Canada Labour Code) |
75% | ||
| Disabling injury incidence rate (DIIR) measuring the change in the rate of lost time injuries, illnesses and fatalities within federal jurisdiction industries from year to year | Actual results to be reported | ||
| Percentage of money collected in relation to the amount found to be owed for complaints under Part III (Labour Standards) of the Canada Labour Code (excluding unjust dismissal complaints) | 75% | ||
| SERVICE INDICATORS | |||
| Client satisfaction with the quality of Workplace Information Directorate data | 80% | ||
| Enhanced income security , access to opportunities and well-being for individuals, families and communities | |||
| PROGRAM INDICATORS (SOCIAL INVESTMENT) | 2006-2007 TARGET | ||
| Proportion of CPP contributors who have contributory coverage/eligibility for CPP Disability | New measure | ||
| Number of CPP Disability recipients who report a return to work and leave benefits - proportion of this group of clients who have remained off benefits for six months or more | New measure | ||
| Number of partnerships concluded that provide the public with knowledge of the OAS/CPP programs | New measure | ||
| Labour Market Agreements for Persons with Disabilities (LMAPD)11 | |||
| Number of participants in programs/services under the LMAPD | 199,812 | ||
| Number and percentage of participants completing a program or service through LMAPD programming, where there is a specific start and end point to the intervention, by province | 76,311 (38%) | ||
| Number and percentage of participants who obtained or were maintained in employment through LMAPD programming, where the program or service supports the activity | 43,680 (22%) | ||
| Opportunities Fund for Persons with Disabilities12 | |||
| Number of clients served | 5,539 | ||
| Number and percentage of clients who obtained employment | 1,711 (31%) | ||
| Number and percentage of clients with enhanced employability | 2,198 (40%) | ||
| Number and percentage of clients who sought further skills upgrading (returned to school) | 242 (4%) | ||
| Social Development Partnerships Program | |||
| Knowledge is created and disseminated to meet the social development needs of citizens | New measure | ||
| Understanding the Early Years Initiative | |||
| Number of communities that apply through the Call For Proposals process during each year | New measure | ||
| New Horizons for Seniors Program | |||
| Number of seniors leading and or involved in funded project activities within the community | New measure | ||
| Social Development Partnerships Program Office for Disability Issues | |||
| Number of proposals (from contribution agreements) funded | 46 | ||
| PROGRAM INDICATORS (CHILDREN AND FAMILIES) | 2006-2007 TARGET | ||
| Incidence of low income - the change in the number and percentage of families and children that fall below the post-tax LICO, due to the National Child Benefit, in one year | Actual data to be reported | ||
| Depth of low income - the change in the aggregate amount of income that low-income families would need to reach the post-tax LICOs, due to the National Child Benefit, in one year | Actual data to be reported | ||
| Number of children under six years of age for whom their parents are receiving the Universal Child Care Benefit | 95% of all children under six years of age.13 | ||
| PROGRAM INDICATORS (HOUSING AND HOMELESSNESS) | 2006-2007 TARGET | ||
| Percentage of investments directed toward the continuum of supports and services based on priorities established by the community | At least 75% invested in community priorities | ||
| Ratio of total National Homelessness Initiative investments versus funding by type of partners for each province and territory 2003-2007 | 1 to 1.5 | ||
| Increase in accessible sources of information/data on homelessness | Evidence of uptake of data/information | ||
| Achieve better outcomes for Canadians through service excellence | |||
| SERVICE INDICATORS | 2006-2007 TARGET | ||
| Increase in number of Service Canada points of service (from 320 in March 2005) | 533 | ||
| 24/7 availability of Internet - information and transaction 95% (compared to March 2005 where only information was accessible online) | 95% | ||
| Percentage of calls answered by an agent within 180 seconds | 95% | ||
| Extend hours of service in Service Canada Centres (from 0 in March 2005) | 60 | ||
| Percentage of availability of Interactive Voice Response System | 95% | ||
| Maintain or reduce number of official language complaints | Actual results to be reported | ||
| Establish Official Language Minority Community Groups points of service (from 0 in March 2005) | 17 | ||
| Offer service in languages other than English or French (from 0 in March 2005) | 10 | ||
| Provide forms online in formats accessible for people with disabilities | 10 | ||
| Percentage of notifications sent within seven days of receipt of applications | 80% | ||
| Percentage of Employment Insurance payments issued within 28 days of filing | 80% | ||
| Percentage of passports delivered by Passport Canada within 20 working days of receiving the application from Service Canada, excluding mailing time | 90% | ||
| Percentage of Canada Pension Plan retirement first payment within the month of entitlement | 85% | ||
| Percentage of Old Age Security first payments issued within 30 days of entitlement | 90% | ||
| Percentage of pleasure craft licences issued in one visit (service not offered in March 2005) | 90% | ||
| Maintain or increase client satisfaction | Actual results to be reported | ||
| ADDITIONAL MEASURES | |||
| Web Usage | Actual volumes to be reported | ||
| Phone Usage - agent calls | Actual volumes to be reported | ||
| Phone Usage - Interactive Voice Response calls | Actual volumes to be reported | ||
| Service Canada Centre visits | Actual volumes to be reported | ||
| Accuracy rate of EI payments | 95% | ||
| EI Appeals Speed of Service -Board of Referees (30 days) -Umpire (60 days) |
90% 100% | ||
| Number of employment programs clients served | 675,000 | ||
| Annual increase in job seekers in Job Bank | 5% | ||
| Annual increase in vacancies posted in Job Bank | 5% | ||
| Client satisfaction with labour market information products and services - usefulness in conducting a job search | Actual result to be reported | ||
| Passport Applications Handled | Actual volumes to be reported | ||
| Pleasure Craft Applications Handled | Actual volumes to be reported | ||
| SIN Applications Received | Actual volumes to be reported | ||
| CPP Applications | Actual volumes to be reported | ||
| EI Applications | Actual volumes to be reported | ||
| OAS Applications | Actual volumes to be reported | ||
| Number of new Service Offerings | Actual volumes to be reported | ||
| Departmental Corporate Management - Human Resources and Official Languages | 2006-2007 Target | ||
| Employment Equity | |||
| Representation of visible minority persons | 9.4% | ||
| Representation of Aboriginal persons | 3.0% | ||
| Representation of people with disabilities | 3.6% | ||
| Representation of women | 60.1% | ||
| Official language complaints | |||
| Language of work | Actual results to be reported | ||
| Service to the public | Actual results to be reported | ||