ARCHIVED - RPP 2006-2007
Human Resources and Social Development Canada

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Analysis of Plans, Priorities and Program Activities by Strategic Outcome

• Policies and programs that meet the human capital and social development needs of Canadians
• Enhanced Canadian productivity and participation through efficient and inclusive labour markets, competitive workplaces and access to learning
• Safe, healthy, fair, stable, cooperative, productive workplaces and effective international labour standards
• Enhanced income security, access to opportunities and well being for individuals, families and communities
• Achieve better outcomes for Canadians through service excellence

This section describes HRSDC the plans and priorities by each strategic outcome. It also provides a short description of the major sub-activities (initiatives, programs and services) that support those priorities, including financial and human resources information for the next three years.

STRATEGIC OUTCOME

POLICIES AND PROGRAMS THAT MEET THE HUMAN CAPITAL AND SOCIAL DEVELOPMENT NEEDS OF CANADIANS

PROGRAM ACTIVITY: POLICY, RESEARCH AND COMMUNICATIONS

HRSDC is committed to developing a comprehensive and integrated knowledge base to inform government action to respond effectively to the needs of citizens. This knowledge base consists of the development and strategic managment of key national data assets, analysis of important trends and research on emerging issues and best approaches to human resources and social development matters, and evaluation of key departmental programs. Efforts are devoted to exchanging information and building constructive partnerships with groups that either conduct similar activities or develop policies and programs affecting HRSDC's mandate. Opportunities for effective feedback and dialogue with citizens, businesses and families are being developed to supplement these exchanges.

Over the coming year, the Department will strive for organizational excellence in the creation, management, exchange and use of knowledge about human resources and social development matters through a Knowledge Management Initiative. The development of forward-looking knowledge planning and management activities will strategically position HRSDC as a leader in the creation, sharing and use of pan-Canadian knowledge and information at all levels. These strategies support informed decision-making, foster collaboration and partnership, coordinate actions among major players, and strengthen policy and program effectiveness.

HRSDC understands that it is accountable for explaining to citizens how their views have been taken into consideration. The development and implementation of a corporate Public Involvement Framework will contribute to the Department's proactive efforts to promote and facilitate public involvement and awareness of program development and delivery, and maintain a transparent and interactive relationship with the Canadian public.

The Department's work with other federal departments on horizontal policies is key to advancing the social well-being of Canadians. HRSDC will develop a new policy approach for gender and diversity analysis in policy and program development, as well as continuing to work horizontally on the development of a five-year federal Gender Equality Strategy. It will also continue to work with the community non-profit sector and federal government departments to promote dialogue, collaboration and suppport innovation. In addition, HRSDC is one of the federal departments working with the 2010 Olympic and Paralympic Winter Games Federal Secretariat, host partners, other governments and civil society to advance the development of the Games, including enhancing the participation of Aboriginal Peoples in the event and its related activities.

Policy, Research and Communication: Priorities and Plans

Priority: Promote key human resources and social development policies of the Government of Canada

Plans Develop policies that support the Government's commitments. Undertake an older worker feasibility study Undertake consultations on post-secondary education and training to help restore the fiscal balance. Work towards developing a long-term human capital policy/social policy for the 21st century

Priority: Develop and implement key departmental frameworks and strategies

Plans Develop a policy framework encompassing human capital and social development to underlie the new Department and identify key priorities Develop and implement a department-wide Knowledge Management Initiative Develop an integrated HRSDC Knowledge Plan, a medium-term strategy to develop and disseminate knowledge Develop the HRSDC Data Plan, a coordinated, comprehensive strategy for data and survey planning Strengthen strategies to include evaluation in the policy development process

Priority: Advance knowledge development to support informed decision-making

Plans Develop rigorous, integrated knowledge and evidence to identify current and emerging social policy and human resources development issues Develop integrated HRSDC knowledge exchange and engagement strategies to foster the sharing of high-quality knowledge and to support decision-making and ongoing dialogue with external partners Support key government priorities through data, information and knowledge strategies Develop a common knowledge base on social policy and human resources development trends Conduct evaluations in key areas relating to departmental policies and programs Promote consideration of international policy research and analysis in development of policy initiatives to address human resources and social development priorities

Priority: Increase engagement and collaboration with our partners and Canadians through public involvement and other activities to ensure better, innovative and complementary policy initiatives

Plans Implement an engagement strategy and a Public Involvement Framework to guide all HRSDC public involvement activities in a manner that is coordinated and integrated both inter-departmentally and intra-departmentally Continue to support and enhance federal-provincial/territorial relations through formal meetings, consultations and working arrangements, which supports the Government's effort to strengthen the economic union and continue to support the social union Develop strategic policy advice and opportunities to support the social and economic development objectives of the 2010 Olympics and Paralympics Winter Games through horizontally working relationships Continue to support the Government of Canada's relationships with community sector organizations who play a key role in serving Canadians

POLICY, RESEARCH AND COMMUNICATIONS: PROGRAMS SUPPORTING PRIORITIES

The policy, research and communication program activity provides strategic policy leadership with a focus on domestic and international partnerships, and supports the development of programs and policies with audit, evaluation and research functions. This activity also supports the achievement of the Department's strategic and operational goals through planning and communications.

Strategic Policy: HRSDC focuses on addressing social and human capital challenges of Canadians through strategic, innovative solutions. To move forward with implementing the Government's commitments in the area of human resources and social development, the Department develops foundational policy frameworks and strategies. These frameworks and strategies also enable the Department to identify emerging policy issues for Canadians.

Knowledge, Analysis, Audit and Evaluation: Knowledge management, audit and evaluation support strong accountability, innovative and responsive policies and programs and evidence-based decision-making by governments, public institutions, businesses, communities, families and citizens.

Public Affairs and Engagement: The Department pursues engagement activities to develop better policies and programs by seeking Canadians' views and broadening knowledge and research.

POLICY, RESEARCH AND COMMUNICATION: FINANCIAL AND HUMAN RESOURCES -PLANNED SPENDING

Financial and Human Resources

	Planned Spending
	2006-2007	2007-2008	2008-2009
Financial Resources (in millions of dollars)
Human Resources and Skills Development Canada - Policy and Program Support
Gross Operating Expenditures	120.1	107.7	106.8
Social Development Canada- Social Development Policy and Innovation
Gross Operating Expenditures	67.3	70.7	70.7
Total	187.4	178.4	177.5
Human Resources
Full Time Equivalents	936	898	894

 

Details by Programs and Services

	2006-2007	2007-2008	2008-2009
Financial Resources (in millions of dollars)
Human Resources and Skills Development Canada - Policy and Program Support
Strategic Policy and Planning	43.7	42.0	41.9
Communications and Ministerial Services	44.5	37.1	37.1
Allocated Corporate Servicesa	37.1	33.9	33.8
Other	(5.2)	(5.3)	(6.0)
Sub-Total	120.1	107.7	106.8
Social Development Canada - Social Development Policy and Innovation
Social Development Policy and Innovation	61.7	65.4	65.4
Allocated Corporate Servicesa	5.6	5.3	5.3
Sub-Total	67.3	70.7	70.7
Total	187.4	178.4	177.5
Human Resources
Full Time Equivalents	936	898	894
a. Corporate Services resources related to the Minister's Office, the Deputy Minister's Office, the Comptroller's Office and the Shared Services have been prorated to each Strategic Outcome.

STRATEGIC OUTCOME

ENHANCED CANADIAN PRODUCTIVITY AND PARTICIPATION THROUGH EFFICIENT AND INCLUSIVE LABOUR MARKETS, COMPETITIVE WORKPLACES AND ACCESS TO LEARNING

The aging Canadian labour force presents challenges that cannot be avoided. Canada's continued prosperity now and in the future lies in maintaining strong productivity growth and increasing labour force participation. HRSDC has a number of important programs that are vital to improving productivity and participation. These programs are situated in the following areas: Labour Market, Workplace Skills and Learning.

The labour market will increasingly require workers with higher levels of education and skill. A highly skilled workforce is vital to improving productivity and sustaining strong economic growth. Workplace Skills programs bring together a broad range of initiatives that address the urgent need for innovative responses to skills issues. Learning programs provide greater ease of access to post-secondary education and skills training, and promote the awareness and importance of lifelong learning. Together, initiatives in these areas are intended to deliver and boost the national skills pool and the longer-term labour supply. These programs are further complemented by initiatives under the Labour Market Program that facilitate the removal of barriers to employment and ensure that labour market participation rates are at their optimal level now and in the future.

The following outlines priorities and plans related to the program areas of Labour Market, Workplace Skills and Learning.

PROGRAM ACTIVITY: LABOUR MARKET

In support of this strategic outcome, the Department will continue to provide temporary income support to qualified unemployed workers which, in turn will promote economic stability, individual well-being and a flexible labour market capable of adjusting to changes in the economy.

The Department works with provinces, territories and other partners to support the objectives of creating a more integrated labour market system for Canada and ensuring the right tools are in place to address the needs of today's labour markets. Increased efforts in areas such as Aboriginal participation, youth at risk and displaced older workers will support this objective and help to facilitate an efficient labour market where the quantity and quality of labour supply effectively meet the demand, and an inclusive labour force through the removal of barriers and the enhancement of opportunities for the skills development of Canadians.

Through the Labour Market Development Agreements with provinces and territories, employment programs and services enable Canadians to prepare for, find and keep employment. Targeted strategies for Aboriginal Canadians and youth complement the EI program. The Department will adapt programs and strategies to ensure they remain well suited to the needs of Canada's workforce.

HRSDC continues to monitor and evaluate its programs and policies with an emphasis on linking evaluation with improved performance measurement, results-based management and ultimately better outcomes and results for Canadians.

HRSDC manages four horizontal initiatives¹⁴ - the Aboriginal Human Resources Development Strategy; the Aboriginal Skills and Employment Partnership Program; the Youth Employment Strategy; and Labour Market Development Agreements. Partnerships with provinces and territories, representative third-party groups, labour market stakeholders, and the private sector are key to achieving successful outcomes.

Priorities for 2006-2007 are to ensure that employment programs are in tune with the current environment and to work closely and more effectively with provinces, territories, Aboriginal groups and other partners.

Strategic outcome indicators

INDICATORS	CURRENT LEVEL
Percentage of unemployed looking for work for one year or more (52 weeks and over).	2005	9.2%
Percent of youth (15-24 year-olds) not in the labour force or in school.*	2005	8.9%
Involuntary part-time employment as a proportion of all part-time employment.	2005	25.6%
Employment Insurance regular beneficiaries to unemployed ratio.	2004 (2003, revised to 43.5%)	43.6%
Unemployment Rates by Designated Group.	Women	7.2%
	People with Disabilities	10.7%
	Aboriginal Peoples	19.1%
	Visible Minorities	9.5%
	Older Workers	6.0%
* Census 2001 data includes Labour Force 15 years or older that are unemployed.

 

LABOUR MARKET: PRIORITIES AND PLANS

Priority: Work with provinces, territories and stakeholders to ensure that labour market programming is coherent, comprehensive and flexible

Plans: Continue to work with the province of Ontario on preparing for the transfer of responsibility for the design and delivery of EI-funded Employment Benefits and Support Measures under the Canada-Ontario Labour Market Development Agreement, which takes effect on January 1, 2007 Develop, assess and propose options for program policies to ensure continuing relevance in a dynamic labour market based on comprehensive review of the lessons learned from program evaluations and other sources Strengthen links between active employment measures and workplace skills programs to ensure greater alignment with the demand side of the labour market Continue to strengthen links with Official Language Minority Communities with a view to ensuring the vitality of their local labour markets.

Priority: Provide advice on Employment Insurance income support to ensure it remains well suited to the needs of Canada's economy and workforce

Plans: Monitor and assess the labour market impacts of Employment Insurance pilot projects in regions of high unemployment to inform decisions for the Employment Insurance Program Complete a formal evaluation of EI Compassionate Care Benefits, introduced in January 2004, and assess the potential for policy adjustments related to the benefit Continue to review Employment Insurance Economic Regions, used to establish entitlement and benefit periods, working with new geographic data from Statistics Canada Monitor and assess the new EI rate setting legislation to ensure it achieves the intended objectives

Priority: Build more effective partnerships to improve Aboriginal labour market outcomes

Plans: Strengthen and support the delivery of the Aboriginal Human Resources Development Strategy and the Aboriginal Human Resources Development Agreements across the country Foster more private sector partnerships such as the Aboriginal Skills and Employment Partnerships program, thereby improving the participation of Aboriginal people in sustainable employment Collaborate with other departments on Aboriginal Early Childhood Development to explore options, and develop a recommendation for a "single window" approach while supporting quality child care programs on-reserve and in the North Work with Aboriginal partners, provinces and territories and other stakeholders to develop a new approach with workable solutions to reduce poverty and narrow the gap in employment outcomes for Aboriginal peoples

Priority: Develop approaches to reduce barriers and help vulnerable Canadians, such as youth, disabled and older workers participate in the labour market

Plans: In consultation with partners, undertake a review of youth employment programming to ensure it is aligned with current labour market and youth needs at the national, regional and local level Achieve greater effectiveness within the Government of Canada for the Youth Employment Strategy and across all levels of government and non-governmental organizations in the development of youth programming Adapt existing programs to the special labour market conditions of the North with a special focus on youth Work with other levels of government and non-governmental organizations to address urban violence for at-risk youth through employment programming Develop and implement an initiative to respond to short-term employment needs of displaced older workers, while undertaking a feasibility study to assess a range of measures available to assist these workers, with a view to developing a longer-term strategy.

 

PROGRAM ACTIVITY: LABOUR MARKET

Strategic Outcome	Enhanced Canadian productivity and participation through effective and inclusive labour markets, competitive workplaces and access to learning
2006-2007 Priorities	Working with provinces, territories and stakeholders to ensure that labour market programming is coherent, comprehensive and flexible Provide advice on Employment Insurance income support to ensure it remains well suited to the needs of Canada's economy and workforce Build more effective partnerships to improve Aboriginal labour market outcomes Develop approaches to reduce barriers and help vulnerable Canadians, such as youth at-risk, disabled and older workers, participate in the labour market
Program Activity Expected Results	Unemployed Canadians who qualify under the Employment Insurance Act are supported while they look for work, facilitating a smooth, and effective labour market transition Individuals are able to balance work and family responsibilities A resilient and adaptable workforce with smooth labour market transitions between school and work between unemployment and reemployment Challenges of a changing labour market are mitigated through new strategies: older workers Employers who are able to find skilled workers and thus improve their productivity and competitiveness Effective partnerships with labour market partners
Program Indicators	Percentage of unemployed targeted by the Employment Insurance program eligible to collect regular Employment Insurance benefits Rate of participation of designated groups (self-identified) and older workers in Employment Benefits and Support Measures (EBSM) Proportion of regular entitlement collected by Employment Insurance claimants (%) Proportion of Employment Insurance maternity/parental entitlement collected by Employment Insurance claimants 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 on the total number of action plans closed 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 on the total number of action plans closed Number of clients employed or self-employed following an employment program intervention, and proportion of these clients on total number of action plans closed
Programs	Employment Insurance Income Benefits Employment Benefits and Support Measures Labour Market Development Agreements Aboriginal Human Resources Development Strategy Aboriginal Skills and Employment Partnerships Youth Employment Strategy Labour Market Adjustment Official Language Minority Communities
Resources	PLANNED SPENDING: : $16,504.5M FTE: 13,377

LABOUR MARKET: PROGRAMS SUPPORTING PRIORITIES

The Labour Market program activity comprises Employment Insurance and Employment Programs and Services.

Employment Insurance: promotes individual well-being and economic stability, and facilitates smooth labour market transition by providing temporary financial assistance to unemployed Canadians while they look for work or upgrade their skills. Canadians who must take time off work for illness, pregnancy or to care for a newborn or adopted child, as well as those who must care for a family member who is seriously ill with a significant risk of death, may also be assisted by Employment Insurance. Temporary income support is provided to unemployed workers under Part I of the Employment Insurance Act.

Employment Programs and Services: enable Canadians, including unemployed adults and individuals facing barriers to employment, such as youth, displaced older workers and Aboriginal Canadians, to develop their skills, maintain or improve their employment and earnings, and become more adaptable to labour market changes. These programs and services strengthen Canadians' participation in a dynamic labour market and are funded through the Consolidated Revenue Fund and Part II of the Employment Insurance Act.

Employment Insurance Income Benefits: This program provides temporary financial assistance to unemployed Canadians (including self-employed fishers) while they look for work, participants in work-sharing agreements, and to Canadians who need to take a temporary absence from work for sickness, pregnancy and childbirth, caring for a newborn or adopted child, or to provide care or support to a gravely ill family member with a significant risk of death. Through an Agreement with the Government of Canada, as of January 2006, the province of Quebec provides its own maternity and parental coverage for its residents, rather than through the Employment Insurance program.

Employment Benefits and Support Measures (EBSMs) and Labour Market Development Agreements (LMDAs): Part II of the Employment Insurance Act authorizes the design and implementation of EBSMs to help unemployed participants prepare for, find and keep employment. http://www.hrsdc.gc.ca/en/gateways/nav/top_nav/program/gc.shtml

Under the authority of the Employment Insurance Act, LMDAs have been signed with all provinces and territories, including a recent agreement with Ontario to be implemented on January 1, 2007. Eight of these agreements are in the form of a transfer agreement under which six provinces and two territories have assumed responsibility for the design and delivery of provincial/territorial programs and services similar to EBSMs. Under co-management LMDAs in four provinces and one territory, the EBSMs are designed and managed jointly among Service Canada, HRSDC and the provinces/territory. Pan-Canadian programs maintained under HRSDC management are available to address labour market issues and priorities that are national or multi-regional in scope. http://www.hrsdc.gc.ca/en/epb/sid/cia/grants/ebsm/section_63.shtml

Aboriginal Human Resources Development Strategy (AHRDS): The AHRDS is designed to assist Aboriginal people to prepare for, find and keep employment and builds Aboriginal capacity for human resources development. The AHRDS is delivered through agreements with 80 Aboriginal Human Resource Development Agreements holders across the country. The AHRDS integrates most of HRSDC's Aboriginal programming. http://www17.hrdc-drhc.gc.ca/AHRDSInternet/general/public/HomePage1-eng.asp

Aboriginal Skills and Employment Partnerships (ASEP): Complementary to the AHRDS, ASEP is a nationally managed program geared toward supporting collaboration among Aboriginal groups, the private sector and provincial/territorial governments. The goal of ASEP is to ensure sustainable employment for Aboriginal people in major economic opportunities, leading to long-term benefits for Aboriginal communities, families and individuals. http://www17.hrdc-drhc.gc.ca/AHRDSInternet/general/public/asep/asep-eng.asp

Youth Employment Strategy (YES): The YES programs ensure that Canada's youth are well prepared to participate and succeed in today's changing labour market. The Strategy is delivered in partnership with the private sector and non-governmental organizations through the collective efforts of thirteen federal departments, agencies and corporations, with HRSDC in the lead role in collaboration with Service Canada. Under the Strategy, youth employment initiatives target youth from 15 to 30 years of age who are unemployed or underemployed. This national strategy offers a broad range of initiatives under three programs: Skills Link, Summer Work Experience and Career Focus. http://www.youth.gc.ca/

Labour Market Adjustment activities are intended to support the objectives of an integrated labour market system and to ensure the right tools are in place to meet the needs of a flexible and expanding labour market.

Official Language Minority Communities: HRSDC helps to sustain the vitality of Official Language Minority Communities through a horizontal departmental initiative that provides policy direction and analysis across programs. The initiative's objective is to enhance human resources development, increase employability and community capacity building for the official language minority communities. The Department has six key priorities to address according to the Government of Canada Action Plan for Official Languages: Literacy, Youth Internships, the Enabling Fund, Integration of French-speaking immigrants into the Canadian Labour Market, Child Care Pilot Projects and Non governmental Organizations. http://www.hrsdc.gc.ca/en/gateways/nav/top_nav/program/solmc.shtml

LABOUR MARKET: FINANCIAL AND HUMAN RESOURCES - PLANNED SPENDING

Financial and Human Resources

	Planned Spending
	2006-2007	2007-2008	2008-2009
Financial Resources (in millions of dollars)
Gross Operating Expenditures	1,324.2	1,322.4	1,320.9
Non-Statutory Grants and Contributions	552.3	536.6	504.4
Statutory Transfer Payments	0.2	0.2	0.2
Total Gross Expenditures	1,876.7	1,859.2	1,825.5
EI Part I - Income Benefits	12,442.0	13,058.0	13,661.0
EI Part II - Employment Benefits and Support Measures	2,137.5	2,143.1	2,143.6
Government Annuities and Civil Service Insurance Payments	48.3	45.4	42.7
Total	16,504.5	17,105.7	17,672.8
Human Resources
Full Time Equivalents	13,377	13,310	13,289

 

Details by Programs and Services

	Planned Spending
	2006-2007	2007-2008	2008-2009
Financial Resources (in millions of dollars)
Employment Isurance
Benefits	12,442.0	13,058.0	13,661.0
Allocated Corporate Servicesa	269.4	277.5	281.6
Otherb	658.4	650.0	644.4
Sub-Total	13,369.8	13,985.5	14,587.0
Labour Market Programs
Employment Benefits and Support Measures	1,353.8	1,350.1	1,350.6
Labour Market Development Agreements Transfers	987.0	987.0	987.0
Aboriginal Human Resources Development Strategy	271.3	264.4	263.5
Aboriginal Skills and Employment Partnerships	30.3	21.1	-
Youth Employment Strategy	321.1	321.4	321.4
Labour Market Adjustments	11.2	11.2	11.2
Official Language Minority Communities	13.6	13.5	-
Allocated Corporate Servicesa	131.2	136.2	136.8
Otherc	15.2	15.3	15.3
Sub-Total	3,134.7	3,120.2	3,085.8
Totald	16,504.5	17,105.7	17,672.8
Human Resources
Full Time Equivalents	13,377	13,310	13,289
a. Corporate Services resources related to the Minister's Office, the Deputy Minister's Office, the Comptroller's Office and the Shared Services have been prorated to each Strategic Outcome. b. This category includes resources related to claim processing, Employment Insurance premium collection, appeals, investigation and control, program management and service improvement. c. Other category is for the resources which are not directly related to the sub-activities identified. d. This amount includes $1,259.9 million (13,240 FTEs) in 2006-2007, $1,246.2 million (13,138 FTEs) in 2007-2008 and $1,252.7 million (13,086 FTEs) in 2008-2009, for the delivery of programs and services by Service Canada. For a full accounting of Service Canada's operations please refer to the Strategic Outcome, "Achieve better outcomes for Canadians through service excellence".

Labour Market Program Activity - Modifications from the 2005-2006 Program Activity Architecture:

• The former program activities Employment Insurance and Employment Programs have been moved to the sub-activity level and placed under the new program activity Labour Market.
• The former program name Employment Programs has been changed to Labour Market Programs.
• The former activity Claims Processing has been subsumed under the activity Processing, located under the program activity Integrity - supporting the strategic outcome related to Service Canada.
• The former sub-activities Employment Insurance Premium Collection, Appeals, Investigation and Control and the Program Management part of Program Management and Service Improvement have been subsumed under a residual category called Other - Labour Market.
• The Service Improvement portion of the former sub-activity Program Management and Service Improvement has been subsumed under the program activity Seamless, Citizen-Centered Service - supporting the strategic outcome related to Service Canada.

PROGRAM ACTIVITY: WORKPLACE SKILLS

Enhancing the competitiveness of Canadian workplaces is essential to ensuring Canada's productivity and improving quality of life. Skilled workers can help drive improvements in productivity, as they are better able to process information, perform tasks more efficiently and effectively, and adapt to and use new technology. They are also more skilled at generating innovations in information, products, services, and production and distribution processes.

An integrated workplace skills strategy should be a key component in achieving this strategic outcome. This strategy needs to be business demand-driven and bring together a broad range of programs, services and partners - provinces, employers and labour - to address the need for innovative responses to skills issues.

Focusing on employers, employed workers and immigrants, workplace skills development has several overarching objectives for Canada that are integral to the broader economic agenda and economic union: a flexible, efficient labour market; a skilled, adaptable and resilient workforce; and programs and services that reflect and respond to employers' needs for skilled workers.

Strategic outcome indicators

INDICATORS	CURRENT LEVEL
Percentage of adult workforce who participated in job-related formal training	2002	34.7%
Percent of adult workforce who participated in employersupported job-related training	2002	25.0%
Average earnings of recent immigrant university graduates as a percentage of the earnings of Canadian-born university graduates	2000	65.0%

A workplace skills strategy needs to promote the achievement of positive workplace skills outcomes through programs and services such as those related to sectoral initiatives, apprenticeship and the skilled trades (for example, an incentive grant for first and second year apprentices in the Red Seal trades), , labour mobility, foreign credential recognition and use, essential skills, and the development, dissemination and coordination of skills and labour market information and related activities.

WORKPLACE SKILLS: PRIORITIES AND PLANS

Priority: Articulating an integrated workplace skills strategy by working with provinces, territories, key government departments and stakeholders in advancing multiple activities that include trades and apprenticeship, foreign credential recognition, labour market information, as well as sectoral initiatives.

Plans: Further developing and strengthening Foreign Credential Recognition initiatives, including the proposed Canadian Agency for Assessment and Recognition of Foreign Credentials Implementation of the Trades & Apprenticeship Strategy including the Apprenticeship Incentive Grant Continuing to work with provinces and territories to improve inter-provincial labour mobility under the Agreement on Internal Trade Further developing and strengthening the Workplace Literacy and Essential Skills Initiative Refining and broadening the impact of the Sector Council Program, testing new and innovative approaches to sectoral skills development Take first steps to develop common core curriculum standards for Red Seal trades, with the goal of improving the labour mobility of apprentices in Canada. Through the Forum of Labour Market Ministers Labour Market Information Working Group, continue working on issues of common interest to provide Canadians with quality labour market information

 

PROGRAM ACTIVITY: WORKPLACE SKILLS

Strategic Outcome	Enhanced Canadian productivity and participation through effective and inclusive labour markets, competitive workplaces and access to learning
2006-2007 Priorities	Articulate an integrated workplace skills strategy by working with provinces, territories, key government departments and stakeholders in advancing multiple activities that include trades and apprenticeship, foreign credential recognition, labour market information, as well as sectoral initiatives
Program Activity Expected Results	Better understanding of workplace-related learning and needs by all stakeholders Enhanced utilization of existing skills in labour market Increase Pan-Canadian consistency of skills recognition processes and requirements Increased commitment of stakeholders towards workplace-related learning
Program Indicators	Number of apprentices that received the Apprenticeship Incentive Grant Increase in the number of trades people who are fully mobile in Canada through Red Seal endorsement Number of tools and processes completed to be used in verifying and recognizing foreign credentials and work experience of foreign trained professionals
Programs	Trades and Apprenticeship The Interprovincial standards "red seal" Program Training Center Infrastructure Fund Workplace Skills Initiative Workplace Partners Panel Immigration Portal Foreign Worker Program Interprovincail Labour Mobility Skills and Labour Market Information National Occupational Classification Essential Skills Labour Market Information Sector Council Program
Resources	PLANNED SPENDING: $219.3 million FTE: 908

WORKPLACE SKILLS: PROGRAMS SUPPORTING PRIORITIES

The Workplace Skills program activity supports the collaboration of industry partners and stakeholders in identifying, addressing and promoting workplace skills development and recognition issues that reflect the realities of Canadian workplaces in our rapidly evolving labour market. It also develops and disseminates knowledge and information, which is vital in supporting and contributing to a well-functioning labour market.

Workplace Partnerships: Workplace Partnershipsadvance partnerships with industry and the learning system to ensure that Canadians have the skills and knowledge required for the workplace. The activities are divided into six main business lines/programs.

Sector Council Program supports knowledge and project-based activities proposed by Sector Councils, as well as national sector-like organizations working on skills and learning issues. http://www.hrsdc.gc.ca/en/gateways/nav/top_nav/program/spi.shtml

Trades and Apprenticeship: the Directorate will continue to implement the Trades and Apprenticeship Strategy and work with Service Canada to implement the Apprenticeship Incentive Grant. The Directorate will also continue to work with the provinces and territories through the Canadian Council of Directors of Apprenticeship (CCDA) to facilitate and increase the labour mobility of skilled trades workers; and to work with public and private sector partners and stakeholders to strengthen apprenticeship systems in Canada enabling them to respond more effectively to the demands of the knowledge-based economy. http://www.hrsdc.gc.ca/en/gateways/nav/top_nav/program/almi.shtml

The Interprovincial Standards "Red Seal" Program is designed to facilitate mobility through interprovincial certification based on national occupational standards and examinations for the 45 "Red Seal" trades. It also encourages standardization of provincial and territorial apprenticeship training and certification programs. Apprentices who have completed their training and certified journeypersons are able to obtain a "Red Seal" endorsement on their Certificates of Qualification and Apprenticeship Completion by successfully completing an Interprovincial Standards "Red Seal" Examination. http://www.red-seal.ca/Site/index-eng.htm

The Training Centre Infrastructure Fund (TCIF) is a three-year pilot project to encourage, through federal funding, increased investment by unions and employers in purchasing up-to-date training equipment for union-employer training centres. http://www.hrsdc.gc.ca/en/hip/hrp/tcif/index.shtml

The Workplace Skills Initiative (WSI) will support partnership-based projects testing and evaluating innovative, outcomes-focused approaches to skills development for employed Canadians. WSI support will be available to proponents from across the spectrum of workplace partners. http://www.hrsdc.gc.ca/en/ws/initiatives/wsi/index.shtml

The Workplace Partners Panel (WPP) will provide Canadian industry and the Government of Canada with a forum to exchange perspectives and intelligence, and a research capacity focused on workplace skills issues. It will be charged with galvanizing Canada's industry, educational partners and governments to integrate the workplace into Canada's learning system.

The Foreign Workers and Immigrants Program helps internationally-trained individuals integrate and participate effectively in the Canadian labour market, as well as enhancing interprovincial mobility of internationally and domestically trained workers. This work is done in conjunction with Provincial and Territorial partners and stakeholders across Canada, including other federal departments, industry, and regulatory bodies. The activities are divided into four main business lines/programs.

Foreign Credential Recognition will support knowledge and project-based activities proposed by Sector Councils, industry groups, regulatory bodies, provinces/territories, and educational bodies, working on foreign credential assessment and recognition issues. http://www.hrsdc.gc.ca/asp/gateway.asp?hr=en/ws/programs/fcr/index.shtml&hs=hzp

Immigration Portal enhances the Going to Canada website by providing prospective immigrants, students, workers and newcomers with information, services and tools to help them make informed decisions about coming to Canada and facilitate their integration into Canada's labour market and society. http://www.directioncanada.gc.ca/

Foreign Worker Program assists Canadian employers in meeting their human resource needs by facilitating the entry of temporary foreign workers into areas of the labour market with demonstrated occupational shortages, while still considering the employers' efforts to hire and recruit Canadians. http://www.hrsdc.gc.ca/en/gateways/nav/top_nav/program/fw.shtml

Interprovincial Labour Mobility co-ordinates federal activity to improve interprovincial labour mobility under the Agreement on Internal Trade, so that workers who qualify in one province/territory can have their qualifications recognized in another.

Skills and Labour Market Information (SLMI): SLMI is available to help employed and unemployed job seekers, people choosing a career, career practitioners, employment service providers, employers, education/learning institutions, and community development organizations in making informed decisions related to skills, human resources and the labour market. LMI and related products and services contribute to a well-functioning labour market. The activities are divided into three main business lines.

National Occupational Classification (NOC) provides a standardized language for describing the work performed by Canadians in the labour market and continues to be the authoritative resource on occupational information in Canada. The NOC contains the classification structure and descriptions of 520 occupational unit groups and includes over 30,000 occupational titles. http://www.sdc.gc.ca/en/hip/hrp/noc/noc_index.shtml

Essential Skills required for work, home and community, provide the foundation for learning all other skills, such as job-related technical skills, thus enabling people to evolve with their jobs and adapt to workplace and workforce changes. The Essential Skills Initiativeaims to improve the essential skills levels of Canadians who are entering - or already in - the labour market. The starting point is the development of profiles that show how Essential Skills are used in various occupations and their level of complexity, and provide samples of authentic workplace materials used on the job. Partnerships with provinces/territories and other workplace stakeholders help to increase the knowledge base of Essential Skills; promote understanding and their greater utilization in the workplace; and develop tools and other resources to facilitate their integration into the workplace. http://www.hrsdc.gc.ca/en/hip/hrp/essential_skills/essential_skills_index.shtml

Labour Market Information (LMI) develops policies to contribute to the enhancement of skills and labour market information and the pan-Canadian consistency of LMI content, products and services. Through Service Canada, it also provides information on: national and regional employment trends; local employment prospects; wage rates; skills and education required by occupation; employment and training opportunities. Service Canada also offers job posting, job search, job alert and job matching services to job seekers and employers.
http://www.hrsdc.gc.ca/en/gateways/nav/top_nav/program/lmi.shtml
http://www.jobbank.gc.ca/
http://www.labourmarketinformation.ca/

WORKPLACE SKILLS: FINANCIAL AND HUMAN RESOURCES - PLANNED SPENDING

Financial and Human Resources

	Planned Spending
	2006-2007	2007-2008	2008-2009
Financial Resources (in millions of dollars)
Gross Operating Expenditures	102.9	102.5	80.1
Non-Statutory Grants and Contributions	116.4	191.3	153.9
Total	219.3	293.8	234.0
Human Resources
Full Time Equivalents	908	896	784

 

Details by Programs and Services

	2006-2007	2007-2008	2008-2009
Financial Resources (in millions of dollars)
Workplace Partnerships	127.3	192.6	146.0
Foreign Workers and Immigrants	22.6	30.5	26.9
Skills and Labour Market Information	33.6	33.9	34.7
Allocated Corporate Servicesa	29.6	30.5	23.6
Other	6.2	6.3	2.8
Totalb	219.3	293.8	234.0
Human Resources
Full Time Equivalents	908	896	784
a. Corporate Services resources related to the Minister's Office, the Deputy Minister's Office, the Comptroller's Office and the Shared Services have been prorated to each Strategic Outcome. b. This amount includes $53.1 million (695 FTEs) in 2006-2007, $52.6 million (691 FTEs) in 2007-2008 and $50.7 million (694 FTEs) in 2008-2009, for the delivery of programs and services by Service Canada. For a full accounting of Service Canada's operations please refer to the Strategic Outcome, "Achieve better outcomes for Canadians through service excellence".

Workplace Skills Program Activity - Modifications from the 2005-06 Program Activity Architecture:

• The former sub-activity Human Resources Partnerships has been changed to Workplace Partnerships.
• The activity National Occupational Classification has been moved from Human Resources Partnerships (now Workplace Partnerships) to Skills and Labour Market Information.
• The Workplace Skills Initiative and Workplace Partners Panel are new programs, located at the sub-sub activity level, under Workplace Partnerships.
• The Foreign Worker Program has been moved to the new activity, Foreign Workers and Immigrants.
• The Immigration Portal and Interprovincial Labour Mobility are new programs and have been placed under the sub-activity Foreign Workers and Immigrants.

PROGRAM ACTIVITY: LEARNING

Lifelong learning is vital to the well-being of individual Canadians as well as to the productivity, competitiveness and prosperity of Canada. The knowledge-based economy has increasingly been creating jobs that require a higher level of education and skills. In the future, it is estimated that about two thirds of all new jobs created over the next ten years will be in management or require some form of post-secondary education. This reality requires a concerted focus on supporting a highly skilled and adaptive labour force.

Many Canadians, however, have skill levels below what is needed to function in the knowledge-based economy. According to the 2003 Adult Literacy and Lifeskills Survey (ALLS), 42% of working-age Canadians score below the literacy level which is considered the minimum to cope in today's economy and society.¹⁵ This rate has not changed since 1994.¹⁶ Increasing the skill levels of all Canadians will be key to Canada's continued prosperity.

HRSDC helps Canadians gain access to the learning opportunities they need to participate more fully in a knowledge-based economy and society. The Department fosters a culture of lifelong learning by: promoting awareness of the importance of lifelong learning and the need to save for post-secondary education; facilitating access for students to post-secondary education and adult learning opportunities; collaborating with provincial and territorial governments and other key stakeholders on the delivery of learning programs and services; and strengthening the capacity of key learner support organizations.

Strategic outcome indicators

INDICATORS	CURRENT LEVEL
Percentage of population with post-secondary diplomas/degrees	2004
	25-64 year-olds = 44.6%
	25-34 year-olds = 53.3%
	35-64 year-olds = 41.8%
Percentage of adult population (aged 25-64) who participated in adult learning opportunities	2002 36.7%
Post-secondary participation of 18-21 year-olds by family after-tax income quartile when youth were age 16	Family After-tax Income Quartile	PSE Participation (2001)
		University	College
	Lowest	21%	30%
	Lower-middle	25%	32%
	Upper-middle	30%	37%
	Highest	38%	30%
	Overall	29%	32%
Proportion of adults who were attending university or college, by age group	Age Groups	Percentage (Oct 2005)
	25-34	9.5%
	35-44	3.5%
	45-54	1.6%
	55-64	0.6%
	Overall, 25-64	3.9%

As part of this mandate, the Department manages a Horizontal Initiative, the Canada Student Loans Program,¹⁷ and currently has agreements with four foundations.¹⁸ Three of these foundations, including the Canada Millennium Scholarship Foundation, were provided one-time funding in prior years, and one, the Winnipeg Foundation, has received cost-matched funding on an annual basis ending September 30, 2006.

LEARNING: PRIORITIES AND PLANS

Priority: Continue to assess policy and program options to address financial and non-financial barriers to post-secondary education and to lifelong learning

Plans: Ongoing review of the Canada Student Loans Program, including consideration of the needs assessment process Implementation of the Budget 2006 parental contribution change as it relates to the Canada Student Loans Program Complete review of supports for debt management and assistance to part-time learners Continue diagnostic work with the provinces and territories on the appropriate mix of loans, grants, and debt management instruments to address the needs of students from low and middle-income households

Priority: Implement the Adult Learning, Literacy and Essential Skills Program and finalize the implementation of the Canada Learning Bond

Plans: Complete the development of, and implement, an Adult Learning, Literacy, and Essential Skills Program integrating and building on the strengths of the National Literacy Program, the Office of Learning Technologies, and the Learning Initiatives Program, with common objectives, outcomes, and processes Strengthen federal leadership in promoting lifelong learning,literacy and essential skills development and reducing non-financial barriers to learning by increasing public awareness, building the research and knowledge base for long-term change, supporting learning initiatives in areas of federal priority, and enhancing accountability and outcome measurement Implement measures to increase Canadians' awareness of the Canada Learning Bond, and the importance of planning and saving for post-secondary education, including the Education Savings Incentive Pan-Canadian Community Outreach Continue working with the Province of Alberta to deliver the Alberta Centennial Education Savings Plan

 

PROGRAM ACTIVITY: LEARNING

Strategic Outcome	Enhanced Canadian productivity and participation through effective and inclusive labour markets, competitive workplaces and access to learning
2006-2007 Priorities	Continue to assess policy and program options to address financial and non-financial barriers to post-secondary education access and to lifelong learning Implement the Adult Learning, Literacy and Essential Skills Program and finalize the implementation of the Canada Learning Bond
Program Activity Expected Results	Reduced financial barriers to participation in post-secondary education Reduced non-financial barriers to participation in adult learning Increased awareness of the benefits of lifelong learning and literacy Increase access to international education
Program Indicators	3-year loan default rate (direct loans only for 2006-2007) Number of Canadians who have ever received a Canada Education Savings Grant and who are attending post-secondary education in the current fiscal year Percentage of Canadians under 18 years of age who have ever received a Canada Education Savings Grant Percentage of children eligible for the Canada Learning Bond who have a Registered Education Savings Plan Client satisfaction with the overall quality of services provided by the Canada Student Loans Program Client (Registered Education Savings Plan Providers) satisfaction with the overall quality of services provided by the Canada Education Savings Program
Programs	Student Financial Assistance Canada Educations Savings Program Adult Learning, Literacy and Essential Skills Program International Academic Mobility
Resources	PLANNED SPENDING: $2,208.7 million FTE: 589

LEARNING: PROGRAMS SUPPORTING PRIORITIES

The Learning program activity supports the Government of Canada's significant investments in assisting Canadians, throughout their lives, to acquire the education and skills that will enable them to participate more fully in a knowledge-based economy and society. Programs in this area are delivered by HRSDC nationally and include grant and loans programs to promote access to and encourage savings for post-secondary education, and grants and contributions programs related to international student mobility, adult learning, literacy and essential skills.

Student Financial Assistance: Canada Student Loans Program (CSLP), The Canada Access Grants (CAG) and the Canada Study Grants: The CSLP, including CAG and CSG, promotes accessibility to post-secondary education for those with a demonstrated financial need by lowering financial barriers through the provision of loans and grants. The Program also offers to borrowers debt management measures to help with repayment such as Interest Relief, Debt Reduction in Repayment and loan forgiveness in the event of the permanent disability or death of a qualified borrower. http://www.hrsdc.gc.ca/en/gateways/topics/cxp-gxr.shtml and http://www.canlearn.ca/cgi-bin/gateway/canlearn/en/parent.asp

Canada Education Savings Program (CESP): Canada Education Savings Grant and the Canada Learning Bond (CLB): The CESG and the CLB encourage Canadians to save for the post-secondary education of children through Registered Education Savings Plans (RESPs) by providing grants. The CLB is designed specifically to help low-income Canadian families to acquire education savings for their children. http://www.hrsdc.gc.ca/en/gateways/topics/cgs-gxr.shtml

Adult Learning, Literacy and Essential Skills Program (ALLESP): On March 23, 2006, Treasury Board approved the integration of three of its grants and contributions programs into a single coherent program. The Adult Learning, Literacy and Essential Skills Program brings together the National Literacy Program, the Office of Learning Technologies and the Learning Initiatives Program under one set of Terms and Conditions. ALLESP will work to reduce non-financial barriers to adult learning through the following four program streams:

• Support generation, transfer, and application of knowledge in adult learning, literacy and essential skills
• Contribute to the development of innovative approaches in adult learning, literacy and essential skills
• Strengthen capacity of the adult learning, literacy and essential skills sectors
• Promote adult learning, literacy and essential skills

http://www.hrsdc.gc.ca/en/hip/lld/olt/ADULTLLESP.shtml

International Academic Mobility (IAM) initiative: The International Academic Mobility program advances the development of international skills, knowledge and understanding among students and promotes academic cooperation and institutional links among colleges and universities. http://www.hrsdc.gc.ca/en/gateways/nav/top_nav/program/iam.shtml

LEARNING: FINANCIAL AND HUMAN RESOURCES - PLANNED SPENDING

Financial and Human Resources

	Planned Spending
	2006-2007	2007-2008	2008-2009
Financial Resources (in millions of dollars)
Gross Operating Expenditures	162.5	159.0	163.4
Non-Statutory Grants and Contributions	45.1	50.6	35.9
Statutory Transfer Payments	1,019.6	998.4	1,022.1
Total Gross Expenditures	1,227.2	1,208.0	1,221.4
Loans disbursed under the Canada Student Financial Assistance Act	981.5	769.1	560.8
Total	2,208.7	1,977.1	1,782.2
Human Resources
Full Time Equivalents	589	514	496

 

Details by Programs and Services

	2006-2007	2007-2008	2008-2009
Financial Resources (in millions of dollars)
Student Financial Assistance	1,486.2	1,278.2	1,076.7
Canada Education Savings Program	634.2	610.3	634.4
Adult Learning, Literacy and Essential Skills Program	51.8	57.0	41.0
International Academic Mobility	4.0	4.0	4.0
Allocated Corporate Servicesa	25.0	22.6	21.9
Other	7.5	5.0	4.2
Total	2,208.7	1,977.1	1,782.2
Human Resources
Full Time Equivalents	589	514	496
a. Corporate Services resources related to the Minister's Office, the Deputy Minister's Office, the Comptroller's Office and the Shared Services have been prorated to each Strategic Outcome.

Learning Program Activity - Modifications from the 2005-2006 Program Activity Architecture:

• Under the sub-activity Student Financial Assistance, the former sub-sub activity Canada Study Grants has been changed to Grants and now includes the Canada Access Grant and the Canada Study Grant.
• The former sub-activity Canada Education Savings Programs now includes the Canada Learning Bond and the Canada Educations Savings Grant.
• The Adult, Learning and Essential Skills Program combines three former programs (the National Literacy Secretariat, the Office of the Learning Technologies and the Learning Initiatives Program) under one set of terms and conditions.

STRATEGIC OUTCOME

SAFE, HEALTHY, FAIR, STABLE, COOPERATIVE, PRODUCTIVE WORKPLACES AND EFFECTIVE INTERNATIONAL LABOUR STANDARDS

PROGRAM ACTIVITY: LABOUR

Canada's ability to compete internationally and to provide secure, rewarding jobs domestically depends on highly productive workplaces. Essential to creating such workplaces is striking the right balance among the interests of employees, organized labour and employers in Canada, combined with effective and modern labour legislation and regulations that establish the basic structure of the employment relationship between employers and employees.

In support of this strategic outcome, the Labour Program acts to ensure that Canadians work in healthy, safe, fair, stable, cooperative and productive work environments that contribute to the social and economic well-being of all Canadians, and that the international economy increasingly respects fundamental labour rights.

During the 2006-2007 fiscal year, the Labour Program will be focusing its energies on a number of activities. The independent and comprehensive review of Part III (Labour Standards) of the Canada Labour Code will generate recommendations so that federal employment standards can respond to the changing world of work. Recommendations for legislative and non-legislative options will be submitted to the Minister of Labour.

Strategic outcome indicators

INDICATORS	LEVEL
Percentage of total working days lost due to work stoppages (federal jurisdiction)	(2004) less than 1%
Representation of designated groups in all occupations and workforce availability, employers covered under the Legislated Employment Equity Program	Representation of Designated Groups (2004)
	Women	43.4%
	Aboriginal Peoples	1.7%
	Visible Minorities	13.5%
	People with Disabilities	2.5%
	Workforce Availability (2001)
	Women	47.3%
	Aboriginal Peoples	2.6%
	Visible Minorities	12.6%
	People with Disabilities	5.3%

A review of the Federal Workers' Compensation System will provide the framework for effective prevention strategies and claims management to reduce the incidence and impact of workplace injuries.

As a statutory requirement, the Employment Equity Act is reviewed by Parliament every five years, with the next review expected during 2006. The review is conducted by the Standing Committee responsible for the Act. Federal partners, such as the Canadian Human Rights Commission and the Public Service Human Resources Management Agency collaborate in the review. It is expected that the Minister of Labour will present a five-year report, which would include a summary of progress since the last review.

The Wage Earner Protection Act was adopted in November, 2005, to restore wages and vacation pay owed to unpaid workers whose employers are declared bankrupt or are subject to receivership under the Bankruptcy and Insolvency Act. The Act is not yet in force and work remains to be done involving the Labour Program and Service Canada, as well as provincial labour ministries, to design and implement the program.

LABOUR: PRIORITIES AND PLANS

Priority: Complete a comprehensive review of Part III (Labour Standards) of the Canada Labour Code

Plans: Receive the final report from the independent Commissioner Develop policy options in response to the recommendations

Priority: Develop policy options for a modernized Federal Workers' Compensation System including a Federal Disability Management Strategy

Plans: Complete research and other preparations required to reform the system

Priority: Complete preparations for the Wage Earner Protection Program

Plans: Draft regulations and prepare for implementation of the new Act

Priority: Parliamentary review of the Employment Equity Act

Plans: Draft the Minister of Labour's five-year report, which would include a socio-economic analysis of current conditions among the designated groups, a presentation of program administrative data on progress, and accomplishments towards the recommendations made by the Committee in the previous review

 

PROGRAM ACTIVITY: LABOUR

Strategic Outcome	Safe, healthy, fair, stable, cooperative, productive workplaces and effective international labour standards
2006-2007 Priorities	Complete a comprehensive review of Part lll (Labour Standards) of the Canada Labour Code Develop policy options for a modernized Federal Workers' Compensation System including Federal Disability Management Strategy Complete preparations for the Wage Earner Protection Program Parliamentary review of the Employment Equity Act
Program Activity Expected Results	Conservative and stable labour-management relations in federally-regulated workplaces Safe, healthy and fair federally-regulated workplaces Increased awareness of occupational health and safety practices and regulations Fulfillment of Canada's international labour commitments Increased cooperation and consensus on national and international labour issues through promotion of dialogue among federal, provincial and territorial governments and among government and employer and worker organizations
Program Indicators	Percentage of collective bargaining disputes settled under Part I (Industrial Relations) of the Canada Labour Code without work stoppages Percentage of unjust dismissal complaints settled by inspectors (Part III of the Canada Labour Code) 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 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) Client satisfaction with the quality of Workplace Information Directorate data
Programs	Federal Mediation and Conciliation Service National Labour Operations International and Intergovernmental Labour Affairs Workplace Policy and Information
Resources	PLANNED SPENDING: $249.2 million FTE: 904

LABOUR: PROGRAMS SUPPORTING PRIORITIES

The Labour Program activity promotes and sustains stable industrial relations and a safe, fair, healthy, equitable and productive workplace within the federal labour jurisdiction. At the national level, it collects and disseminates labour and workplace information, undertakes policy development and promotes coordination among Canadian labour jurisdictions. Finally, it manages Canada's international labour affairs. http://www.hrsdc.gc.ca/en/gateways/nav/top_nav/program/labour.shtml

Federal Mediation and Conciliation Service: This service is responsible for providing dispute resolution and dispute prevention assistance to trade unions and employers under the jurisdiction of Part I (Industrial Relations) of the Canada Labour Code; and fosters constructive labour-management relationships economy-wide. http://www.hrsdc.gc.ca/asp/gateway.asp?hr=en/lp/fmcs/11Federal_Mediation_and_Conciliation_Service.shtml&hs

National Labour Operations: Through its National Headquarters and five Regions, this directorate is responsible for enforcement of laws and regulations under Part II (Occupational Health and Safety) and Part III (Labour Standards) of the Canada Labour Code, as well as the Employment Equity Act, Federal Contractors Program for Employment Equity, Fair Wages and Hours of Labour Act, and the Non-smokers' Health Act. National Labour Operations is also responsible for administering the Government Employees' Compensation Act and the Merchant Seamen Compensation Act. Additionally, it administers Fire Protection Services on behalf of the Treasury Board. http://hrsdc.gc.ca/en/gateways/nav/top_nav/program/labour.shtml

International and Intergovernmental Labour Affairs: This directorate promotes the development, observance and effective enforcement of internationally recognized labour principles, fosters cooperation and coordination among labour jurisdictions in Canada on national and international labour issues, and facilitates dialogue with program stakeholders. http://hrsdc.gc.ca/en/gateways/nav/top_nav/program/labour.shtml

Workplace Policy and Information: This directorate identifies emerging trends and changes in the workplace and provides policy development and leadership in labour policy, manages a national data base of collective agreements, conducts research on employment relationships, and disseminates key information, research and analysis. This directorate is also responsible for designing and implementing the Wage Earner Protection Program. Once finalized, funds for delivering the program will be transferred to Service Canada. http://hrsdc.gc.ca/en/gateways/nav/top_nav/program/labour.shtml

LABOUR: FINANCIAL AND HUMAN RESOURCES - PLANNED SPENDING

Financial and Human Resources

	Planned Spending
	2006-2007	2007-2008	2008-2009
Financial Resources (in millions of dollars)
Gross Operating Expenditures	90.6	92.9	93.2
Non-Statutory Grants and Contributions	3.9	3.9	3.9
Statutory Grants and Contributions	28.7	28.7	28.7
Workers' Compensation Payments	126.0	129.0	131.0
Total	249.2	254.5	256.8
Human Resources
Full Time Equivalents	904	916	920

 

Details by Programs and Services

	2006-2007	2007-2008	2008-2009
Financial Resources (in millions of dollars)
Federal Mediation and Conciliation Service	7.9	8.0	8.0
National Labour Operations	171.1	174.8	176.7
International and Intergovernmental Labour Affairs	5.9	5.9	5.9
Workplace Policy and Information	36.1	36.1	36.1
Allocated Corporate Servicesa	26.8	28.3	28.7
Other	1.4	1.4	1.4
Total	249.2	254.5	256.8
Human Resources
Full Time Equivalents	904	916	920
a. Corporate Services resources related to the Minister's Office, the Deputy Minister's Office, the Comptroller's Office and the Shared Services have been prorated to each Strategic Outcome.

Labour Program Activity - Modifications from the 2005-2006 Program Activity Architecture

• The former sub-activities Intergovernmental Affairs and International Labour Affairs have been combined under a new program sub-activity called International and Intergovernmental Labour Affairs.
• The former program sub-activity Aboriginal Labour Affairs has been removed.

STRATEGIC OUTCOME

ENHANCED INCOME SECURITY, ACCESS TO OPPORTUNITIES AND WELL-BEING FOR INDIVIDUALS, FAMILIES AND COMMUNITIES

Canada's economic prosperity, its vibrant labour market, and the positive outlook for our country's future are closely linked to the security and well-being of Canadians, their families and communities. The means by which individuals attain income security, care for and support a family and participate in their community contributes to the extent of their well-being and inclusion in Canadian society.

HRSDC continues to build and enhance social investments for Canadians. Core social programs that focus on children, seniors, people with disabilities and the homeless population are continuously being reassessed to ensure they continue to meet the changing needs of Canadians. Where gaps are identified, new programs are being developed to address the needs of Canadians - for example, Canada's Universal Child Care Plan, which is designed to provide families with choice in child care to help meet the needs of families with children under six years old.

Despite current economic successes, Canada still faces many social challenges that require our full attention and support. Individuals, families and communities are experiencing diverse impacts from a variety of different sources, such as changing family structures and dynamics, an aging population, the challenge of securing adequate income, and safe and affordable housing. HRSDC is working with stakeholders, provinces and territories to address and develop collaborative solutions to these challenges.

In support of this strategic outcome, HRSDC will focus its efforts on providing support to Canadians so they can enhance their income security, access to opportunities and well-being. HRSDC's priorities and plans are reflected in three key program activities: Social Investment, Children and Families, and Housing and Homelessness.

PROGRAM ACTIVITY: SOCIAL INVESTMENT

HRSDC has a number of important programs that are vital to enhance social investments for Canadians. These programs are situated in the following areas: Seniors and Pensions; Disability Programs; Canada Pension Plan Disability; and Community Development and Partnerships.

Seniors and Pensions

HRSDC provides income support to seniors through the Canada Pension Plan (CPP) and the Old Age Security (OAS) benefit programs. The Department's stewardship of CPP and OAS ensures that 4.6 million seniors have a stable source of retirement income.

As the federal government focal point for seniors issues, HRSDC has established the Seniors and Pensions Policy Secretariat to coordinate efforts to define and address the issues and opportunities created by the growing seniors population. Actions to date include the work of the Federal/Provincial/Territorial Forum of Ministers Responsible for Seniors, the Interdepartmental Committee of federal government departments and agencies with responsibilities for seniors, and continuing efforts to engage seniors and stakeholder organizations on relevant matters to seniors.

In 2006-2007, HRSDC will continue to develop an action plan for seniors that considers the needs and opportunities presented by the current and future generations of seniors. In addition to this action plan, HRSDC will develop a Seniors Council to advise the Minister on issues of national importance.

Ongoing consideration of potential adjustments to Canada's public pensions will continue, to ensure that they meet the current and future social and economic needs of beneficiaries. These efforts will take place as part of the regular triennial review of the CPP, as well as activities that may culminate in legislation to amend the Old Age Security Act.

Efforts will also be directed to ensure that Canadians are well informed through awareness activities undertaken by Service Canada of Canada's retirement income system and their entitlements to benefits. Particular emphasis will be placed on reaching out to vulnerable communities (including homeless people, Aboriginal people living on-reserve, persons with incapacities, and immigrants), as well as younger Canadians, to ensure that they understand their role in saving for retirement.

With fifty international social security agreements now signed, efforts will be made to ensure that those existing agreements continue to serve the needs of seniors both in Canada and abroad. Canada's agreements with Estonia, Latvia and Lithuania were signed in 2005 and will enter into force on November 1, 2006. An agreement with Japan was signed early in 2006 and is expected to enter into force in late 2007. The Department is currently revising an existing agreement with Norway. In addition, HRSDC will continue to identify countries that have commensurate pension systems with which the Department can coordinate its benefits. In 2006-2007, these include Poland, Serbia, Macedonia and Israel.

Strategic outcome indicators

INDICATORS	CURRENT LEVEL
Number and proportion of individuals aged 65 years+, who had low family income	258,400 6.8% (2003)
Number and proportion of individuals aged 65 years+ who would have had low income without public support	1,995,800 52.4% (2003)
Average income by which low-income individuals aged 65+ fall short of the relevant LICO threshold if public pension support is removed	2003 $3,488
Average combined annual CPP/OAS/GIS payments for persons over 65 years of age represented as percentage of annual Average Industrial Earnings	2005 40.5%
Proportion of income provided by the OAS program as a percentage of total post-retirement income for seniors	2003 23.1%
Proportion of income provided by the OAS program as a percentage of total post-retirement income for low-income seniors	2003 58.0%
Proportion of income provided by the CPP program as a percentage of total postretirement income for seniors	2003 18%
Persons living in Canada receiving a benefit from another country as a result of a Social Security Agreement	2004 170,936
Contribution of the CPP-Disability Program to income support of beneficiaries as measured by total disability payments as a percentage of total net income received from all sources (measure every three years from tax data)	New measure to establish baseline

Disability Programs

HRSDC is the lead department for the Government of Canada on matters affecting people with disabilities. The Office for Disability Issues (ODI) will provide a national focal point within the Government of Canada for partners working to promote the full participation of people with disabilities in all aspects of society and community life. HRSDC will strive to improve awareness, coherence, and horizontal management of disability issues within the Department, and across the Government of Canada. ODI will also serve as a model of accessibility for the federal government, and provide leadership by example to promote accessible workplaces throughout the government.

Through the development and release of the Federal Disability Report, and in collaboration with Statistics Canada on the Participation and Activity Limitation Survey 2006, HRSDC will support the development and sharing of knowledge on disability matters to inform policy and program development. HRSDC will also continue to build awareness and engage partners, citizens, and provincial and territorial partners in improving disability policy and programming.

CPP - Disability

The enhanced social and economic participation of people with disabilities is also supported through the disability benefits that are payable to eligible individuals under the Canada Pension Plan. The Canada Pension Plan Disability Program is Canada's largest long-term disability insurance plan. In 2005-2006, $3 billion in benefits were paid to 291,000 individuals and 84,000 of their children. With respect to the Minister's responsibility for the CPP/OAS appeals system, ensuring a fair and timely resolution of reviews and appeals, and identifying improvements to the process, in consultation with the two arms-length administrative tribunals, remains a priority. Approximately 62,000 new applications were received in 2005-2006. Policy priorities focus on contributing to the disability component of the CPP Triennial Review regarding adjustments to Canada's public pensions to ensure they meet the current and future needs of beneficiaries. A continuum of supports is being re-designed to better assist beneficiaries who are trying to return to employment. Improving coordination mechanisms with private insurers, provincial social assistance and workers' compensation boards on behalf of mutual clients is an important priority. Building the research and evidence base of the Canada Pension Plan Disability Program will be accomplished through a number of priority activities in 2006-2007.

Community Development and Partnerships

HRSDC is committed to supporting non-profit community sector efforts to innovate, strengthen networks of collaboration, develop capacity and share good practices to contribute to community well-being. During 2006-2007, HRSDC will continue to work on a range of activities that are designed to assist communities through the Department's grants, contributions and various funding vehicles. For instance, the New Horizons for Seniors Program (NHSP) will continue to increase the social participation and contribution of seniors to their communities and reduce the isolation of vulnerable seniors.

The Understanding the Early Years Initiative (UEY) is currently underway in twenty-one countries across Canada. In 2006-2007 a number of new communities will be selected to participate in the UEY initiative.

HRSDC's Social Development Partnerships Program (SDPP) will continue to support non-profit community organizations that are concerned with advancing the social development needs of people with disabilities, children and their families, and other vulnerable or excluded populations in Canada.

The Department will continue to act on its commitment under the Official Languages Action Plan to strengthen the capacity of national non-governmental organizations to promote linguistically and culturally sensitive early learning and child care policies, programs and services for families in official language minority communities.

SOCIAL INVESTMENT: PRIORITIES AND PLANS

Priority: Enhance income security and active participation in communities

Plans: Develop and implement a plan to inform people about the retirement income system and their role within it; efforts will include a focus on Aboriginals on-reserve Develop a Seniors Council that will assist in the development of a seniors policy agenda and the Plan of Action for Seniors

Priority: Break down barriers to full participation in the richness of Canadian life and communities

Plans: Undertake policy research and development on disability issue and work towards bringing forward a National Disability Act Extend the Labour Market Agreements for Persons with Disabilities Contribute to the Canada Pension Plan Triennial Review by managing the adoption of an amendment to relax contributory eligibility for long-term contributors applying for CPP Disability benefits, as well as other minor amendments, and planning for their eventual implementation Start Phase I of a comprehensive evaluation of the CPP-Disability Program, including a review of existing literature and data, key informant interviews, and examination of the interactions between the CPP-D and other disability income programs Place CPP-Disability administrative data into Statistics Canada's Research Data Centres for use by academic researchers to build the knowledge base about CPP-Disability Improve awareness, coherence, and horizontal management of disability policies and programs within HRSDC and across the Government of Canada Serve as a national focal point within the Government of Canada for national and international partners working to promote the full participation of people with disabilities Support the engagement of minority language communities in new and emerging departmental policy directions

Priority: Support non-profit community sector efforts to innovate, strengthen networks of collaboration, develop capacity and share good practices to contribute to community well-being

Plans: Strategically invest in national and non-profit community sector organizations through the Social Development Partnerships Program Increase the participation of seniors through the third Call for Applications under the New Horizons for Senior Program Foster social innovation and entrepreneurship within the non-profit community sector in a move towards greater sustainability and self-sufficiency over the long term Additional communities will participate in the Understanding the Early Years initiative through its second Call for Proposals Make investment to enhance early childhood development policies and programs for families in official language minority communities Make strategic investment to support the engagement of the non-profit community sector in policy dialogue and the sharing of innovative practices Develop tools to foster growth and innovation for community-based socio-economic development Demonstrate leadership and support other federal departments in their efforts to effectively work with the non-profit community sector

 

PROGRAM ACTIVITY: SOCIAL INVESTMENT

Strategic Outcome	Enhanced income security, access to opportunities and well-being for individuals, families and communities
2006-2007 Priorities	Enhance income security and active participation in communities Break down barriers to full participation in the richness of Canadian life, and communities Support non-profit community sector efforts to innovate, strengthen networks of collaboration, develop capacity and share good practices to contribute to community well-being
Program Activity Expected Results	Enhanced income security and social inclusion, increased opportunities and participation of Canadians (in particular for seniors, people with disabilities and communities), through our own intiatives and through working with all of our partners
Program Indicators	Proportion of CPP contributors who have contributory coverage/eligibility for CPP-Disability 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 Number of partnerships concluded that provide the public with knowledge of the OAS/CPP programs Number of participants in programs/services under Labour Market Agreements for Persons with Disabilities Number and percentage of participants completing a program or service through Labour Market Agreements for Persons with Disabilities programming, where there is a specific start and end point to the intervention, by province Number and percentage of participants who obtained or were maintained in employment through Labour Market Agreement for Persons with Disabilities programming, where the program or service supports the activity Opportunities Fund for Persons with Disabilities: Number of clients served Number and percentage of clients who obtained employment Number and percentage of clients with enhanced employability Number and percentage of clients who sought further skills upgrading (returned to school) Social Development Partnerships Program: Knowledge is created and disseminated to meet the social development needs of citizens Understanding the Early Years: Number of communities which apply to the Call For Proposals process during each year New Horizons for Seniors Program: Number of seniors leading and or involved in funded project activities within the community Social Development Partnerships Program Office for Disability Issues: Number of proposals (from contribution agreements) funded
Programs	Old Age Security Program Canada Pension Plan Canada Pension Plan - Disability Opportunities Fund for Persons with Disabilities Labour Market Agreements for Persons with Disabilities Social Development Partnership Program New Horizons for Seniors Program Understanding the Early Years
Resources	PLANNED SPENDING: $57,141.4 million FTE: 767

SOCIAL INVESTMENT: PROGRAMS SUPPORTING PRIORITIES

The Social Investment program activity supports Canadians through pension and disability policies and programs, and contributes to enhancing community development through partnerships and innovation.

Old Age Security Program (OAS): OAS benefits provide basic income to Canadian citizens and residents who meet age, residence and legal status requirements. It is financed from Government of Canada general tax revenues and indexed quarterly to the Consumer Price Index. Recognizing the difficult financial circumstances faced by many seniors, OAS provides additional income-tested benefits for low-income individuals, namely the Guaranteed Income Supplement (GIS), the Allowance and the Allowance for the Survivor.

• The GIS is a monthly benefit available to OAS pensioners with little to no other income. The amount of the benefit is dependent upon marital status, residence and income.
• The Allowance is available to qualified 60 to 64 year-old spouses and common-law partners of OAS/GIS pensioners.
• The Allowance for the Survivor is available to low-income individuals aged 60 to 64 whose spouse or common-law partner is deceased and who have not re-married nor entered into a common-law relationship.

The Canada Pension Plan (CPP) is a joint federal-provincial plan that operates throughout Canada, except in Quebec, which has its own comparable plan. The CPP provides for a variety of benefits based on life changes. Best known for its retirement pensions, the CPP also provides benefits for surviving partners and children of CPP contributors, people with disabilities and their children (a description of CPP - Disability is below), and a one-time maximum benefit of $2,500 in the event of death. It is a contributory plan; contributors are employees or self-employed persons between the ages of 18 and 70 who earn at least a minimum amount during a calendar year. Benefits are calculated based on how much and for how long a contributor has paid into the CPP. Benefits are not paid automatically - everyone must apply and provide proof of eligibility. Approximately 12 million Canadians over the age of 18 currently contribute annually to the Plan and approximately 4 million Canadians will receive benefits during 2005-2006.

The Canada Pension Plan Disability (CPP - D) benefits are payable to contributors who meet the minimum contributory requirements and whose disability is "severe and prolonged," as defined in the legislation; that is, a mental or physical disability that prevents them from working regularly at any job at a substantially gainful level. In determining an individual's medical eligibility, additional consideration is given to personal characteristics such as age, education and work experience. Socio-economic factors such as the availability of work are not. Children of CPP disability beneficiaries are also eligible for a flat rate monthly benefit up to the age of 18, or up to age 25 if attending school full-time.

The Opportunities Fund for Persons with Disabilities (OF) is designed to assist people with disabilities who are otherwise ineligible for employment programs available through the Employment Insurance program to return to work. Funding under OF assists eligible people with disabilities to prepare for and obtain employment or self-employment as well as to develop the skills necessary to maintain that new employment. OF also supports effective and innovative activities such as encouraging employers to provide individuals with work opportunities and experience; assisting individuals to increase their employment skill level and helping individuals to start their own business; and working in partnership with organizations for people with disabilities, including the private sector, to support innovative approaches to integrate individuals with disabilities into employment or self-employment, and address barriers to an individual's labour market participation

Labour Market Agreements for Persons with Disabilities (LMAPD): The goal of the Labour Market Agreements for Persons with Disabilities is to improve the employment situation of Canadians with disabilities, by enhancing their employability, increasing the employment opportunities available to them, and building on their existing knowledge base. LMAPDs facilitate coordination in labour market programming targeted to person with disabilities through agreements with provinces.

The Social Development Partnerships Programs (SDPP) is a national, centrally managed and delivered funding program that provides grants and contributions to non-profit sector organizations that are concerned with advancing the social development and inclusion needs of people with disabilities, children and their families, and other vulnerable or excluded populations. SDPP funding helps to strengthen networks among not-for-profit organizations and enables them to expand their reach nationally, regionally and locally; to increase the availability and dissemination of information and to support knowledge sharing and the identification of best practices.

The New Horizons for Seniors Program (NHSP) supports local projects across Canada that encourage seniors to contribute to their communities through social participation and active living. The program encourages seniors to contribute their skills, experience and wisdom in support of social well-being in their communities, and promotes the ongoing involvement of seniors in their communities to reduce their risk of social isolation. NHSP funding also strengthens 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.

The Understanding the Early Years (UEY) helps communities across Canada better understand the needs of their young children and families. UEY is a national initiative providing communities with information about the readiness to learn of their children, community factors influencing child development, and local resources available to support young children and their families. Communities can use this information to create and deliver policies, programs, or investments that help their children thrive in the early years.

PROGRAM ACTIVITY: CHILDREN AND FAMILIES

The Government of Canada has introduced a new approach to child care to give parents the flexibility to choose the option that best suits their needs. Canada's Universal Child Care Plan recognizes families as the key building block of society and gives parents the flexibility to balance work and family as they see fit.

Effective July 1, 2006, all families are eligible to receive $1,200 per year for each child under six, to be taxable in the hands of the lower-income spouse. New measures will also be introduced to encourage initiative by employers, non-profit and community organizations to create child care spaces. By allocating up to $250 million per year, these new measures aim to create 25,000 new child care spaces per year and will be designed to ensure access by families in cities and rural communities, and by those parents with non-standard work hours.

HRSDC will continue to support children and families through the National Child Benefit, which helps to ensure children in low-income families are supported in achieving their full potential. Also, as noted earlier, HRSDC will provide policy advice on the development of a complementary Aboriginal strategy on early learning and childcare, in partnership with other departments, including Indian and Northern Affairs and Health Canada.

HRSDC is responsible for policy development with respect to the National Child Benefit, and the Minister of Human Resources and Social Development represents the Government of Canada in this federal/provincial/territorial initiative.

Strategic outcome indicators

INDICATORS	CURRENT LEVEL
Percentage of children 4-5 years of age displaying normal to advanced development	2002-2003
	86.9% of children 4 to 5 years of age displayed average to advanced levels of verbal development.
Distribution of children 0-6 by type of primary care arrangement	2002-2003
	Parental Care	47%
	Non-Parental Care	53%
	Care in someone else's home	45.9%
	Care in child's home	21.6%
	Daycare centre	27.8%
	Other	4.7%
Percentage of children for whom there is a regulated child care space (broken down by children ages 0-5 and 6-12)	2004 Approximately:
	Children 0-12	15.5%
	Children under age 6	24%
	School age children 6-12	9.3%
Percentage of children ages 0-5 displaying behaviour problems	2002-2003
	Emotional problems-anxiety: 16.7% of children 2 to 5 years of age displayed signs associated with emotional problems-anxiety
	Hyperactivity/Inattention: 5.5% of children 2 to 5 years of age displayed behaviour associated with hyperactivity or inattention
	Aggression/Conduct Problems: 14.6% of children 2 to 5 years of age displayed signs of aggression or conduct problems
	Age-appropriate personal and social behaviour: 15.7% of children from birth to 3 years of age did not display age-appropriate personal and social behaviour
Percentage of children living in families exhibiting positive family functioning	2002-2003
	90.2% of children from birth to 5 years of age lived in well-functioning families

CHILDREN AND FAMILIES: PRIORITIES AND PLANS

Priority: Provide support and choices for families, through Canada's new Universal Child Care Plan and other existing initiatives, to help ensure their children have the best possible start in life

Plans: Ensure successful implementation of Canada's Universal Child Care Plan through: Working with other government departments to implement the Universal Child Care Benefit effective July 2006 Developing a strategy for the creation of new child care spaces,in consultation with other government departments, provinces and territories, stakeholders and Canadians Ongoing implementation of the Federal/Provincial/Territorial Early Childhood Development Agreement and the Multilateral Framework on Early Learning and Child Care

 

PROGRAM ACTIVITY: CHILDREN AND FAMILIES

Strategic Outcome	Enhanced income security, access to opportunities and well-being for individuals, families and communities
2006-2007 Priorities	Provide support and choice for families, through Canada's new Universal Child Care Plan and other existing initiatives, to help ensure their children have the best possible start in life
Program Activity Expected Results	Support low income families with children Provide families with a choice in child care
Program Indicators	Incidence of low income - the change in the number and percentage of families and children that fall below the post-tax low income cut-off (LICO), due to the National Child Benefit, in one year 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 Number of children under six years of age for whom their parents are receiving the Universal Child Care Benefit
Programs	Universal Childcare Benefit Child Care Spaces Initiative Multilateral Framework for Early Learning and Child Care Early Childhood Development Agreement National Child Benefit
Resources	PLANNED SPENDING: $2,282.8 million FTE: 105

CHILDREN AND FAMILIES: PROGRAMS SUPPORTING PRIORITIES

The Children and Families program activity supports work that ensures all children have the best possible start in life and that enhances the support and choices for families.

Canada's Universal Child Care Plan:

The Government of Canada has introduced Canada's Universal Child Care Plan consisting of two key elements designed to give parents choice in child care so they can balance work and family life.

• Universal Child Care Benefit: Effective July 2006 all families are eligible to receive up to $1,200 per year for each child under six, to be taxable in the hands of the lower-income spouse. Payments are made directly to parents so that they can choose the child care that is best for their children and their family's needs. The Universal Child Care Benefit is provided in addition to existing federal programs such as the Canada Child Tax Benefit, the National Child Benefit Supplement and the Child Care Expense Deduction and will not affect the benefits families receive under these programs. Further information can be found at www.universalchildcare.ca.
• Child Care Spaces Initiative: In the May 2, 2006 Federal Budget, the Government of Canada committed to investing $250 million per year,beginning in 2007 - 08, to support the creation of new child care spaces, in cooperation with provinces and territories, employers and community non-profit organizations. The goal is to create up to 25,000 additional spaces each year for families that are flexible, responding to a variety of needs such as shift work, seasonal labour, and families living in rural communities. Work on the development of this initiative will proceed through 2006, including consultations.

Multilateral Framework on Early Learning and Child Care: Building on the September 2000 Early Childhood Development Agreement, federal/provincial/territorial Ministers Responsible for Social Services¹⁹ reached agreement in March 2003, on a framework for improving access to affordable, quality, provincially and territorially regulated early learning and child care programs and services. The specific objectives of the Multilateral Framework on Early Learning and Child Care are 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.

In support of these objectives, the Government of Canada is providing $1.05 billion over five years through the CST to support provincial and territorial government investments in early learning and child care. Early learning and child care programs and services funded through this initiative will primarily provide direct care and early learning for children in settings such as child care centres, family child care homes, preschools, and nursery schools. Investments can include capital and operating funding, fee subsidies, wage enhancements, training, professional development and support, quality assurance, and parent information and referral. Governments report annually on their activities and expenditures related to this agreement. Further information can be found at www.ecd-elcc.ca

Early Childhood Development Agreement: In September 2000, the Government of Canada and provincial and territorial governments reached an agreement, the Federal/Provincial/Territorial Early Childhood Development (ECD) Agreement, to improve and expand the services and programs they provide for children under 6 years of age and their families.²⁰ The overall goal of the initiative is to improve and expand early childhood development supports for young children (prenatal to age 6) and their parents. The specific objectives are:

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

In support of these objectives, the Government of Canada is transferring $500 million per year, via the Canada Social Transfer, to provincial and territorial governments to improve and expand programs and services in four key areas: promoting healthy pregnancy, birth and infancy; improving parenting and family supports; strengthening early childhood development, learning and care; and strengthening community supports. To track progress, governments report annually on their activities and expenditures and biennially on a common set of indicators of young children's well-being. Further information on the initiative can be found at http://www.ecd-elcc.ca/

National Child Benefit - Introduced in 1998 as a supplement to the Canada Child Tax Benefit,²¹ the National Child Benefit initiative is a key commitment in helping to ensure that children in low-income families are supported in achieving their full potential is the National Child Benefit initiative. The National Child Benefit is a partnership among federal, provincial, and territorial governments²², including a First Nations component, which provides income support, as well as benefits and services, to low-income families with children. The National Child Benefit aims to: help prevent and reduce the depth of child poverty; promote attachment to the labour market by ensuring families are always better off as a result of working; and reduce overlap and duplication by harmonizing program objectives and benefits and simplifying administration. Under this initiative, the Government of Canada provides income support to low-income families with children through the NCB Supplement. Human Resources and Social Development Canada is responsible for policy development with respect to the National Child Benefit, and the Minister of Human Resources and Social Development represents the Government of Canada in this federal/provincial/territorial initiative. The implementation of the National Child Benefit and how effective it has been at meeting its objectives is monitored through annual progress reports and joint federal-provincial-territorial evaluations. These reports are available on the National Child Benefit website: http://www.nationalchildbenefit.ca/

SOCIAL INVESTMENT, AND CHILDREN AND FAMILIES: FINANCIAL AND HUMAN RESOURCES - PLANNED SPENDING²³

Financial and Human Resources

	Planned Spending
	2006-2007	2007-2008	2008-2009
Financial Resources (in millions of dollars)
Gross Operating Expenditures	160.3	150.1	149.7
Non-Statutory Grants and Contributions	296.6	303.3	306.5
Statutory Grants and Contributions:
Old Age Security	23,255.0	24,139.0	25,285.0
Guaranteed Income Supplement	6,820.0	7,219.0	7,512.0
Allowances	500.0	537.0	568.0
Universal Child Care Benefit	1,610.0	2,085.0	2,065.0
Child Care - Prov./Terr. Agreements	650.0	-	-
New Child Care Spaces	-	250.0	250.0
Total Statutory Grants and Contributions:	32,835.0	34,230.0	35,680.0
Sub-Total	33,291.9	34,683.4	36,136.2
CPP Benefits	26,132.3	27,496.9	28,917.7
Total	59,424.2	62,180.3	65,053.9
Human Resources
Full Time Equivalents	872	884	884

 

Details by Programs and Services

	2006-2007	2007-2008	2008-2009
Financial Resources (in millions of dollars)
Social Investment
Seniors and Pensions	53,248.3	55,779.3	58,514.7
Disability Programs	274.0	269.0	268.9
Canada Pension Plan - Disability	3,523.3	3,674.0	3,829.0
Community Development and Partnerships	52.6	59.5	62.4
Allocated Corporate Servicesa	43.2	40.4	40.7
Sub-Total	57,141.4	59,822.2	62,715.7
Children and Families
Child Care	1,610.0	2,085.0	2,065.0
Multilateral Framework for Early Learning and Child Care	650.0	250.0	250.0
Early Childhood Development Agreements	3.5	3.5	3.5
National Child Benefit	2.4	2.4	2.4
Allocated Corporate Servicesa	5.4	5.7	5.8
Other	11.5	11.5	11.5
Sub-Total	2,282.8	2,358.1	2,338.2
Total	59,424.2	62,180.3	65,053.9
Human Resources
Full Time Equivalents	872	884	884
a. Corporate Services resources related to the Minister's Office, the Deputy Minister's Office, the Comptroller's Office and the Shared Services have been prorated to each Strategic Outcome.

Social Investment Program Activity - Modifications from the 2005-2006 Program Activity Architecture:

• The former program activity Social Investment has been split into two program activities: Social Investment, and Children and Families.
• The former sub-activity Seniors has been changed to Seniors and Pensions.
• The former program sub-activity Persons with Disabilities has been changed to Disability Programs.
• CPP - Disability has been moved to a sub-activity and includes Disability Benefits and Appeals.
• The sub-activity Community-based Grants and Contributions has been changed to Community Development and Partnerships.
• The former sub-activity Appeals has been moved under Canada Pension Plan - Disability.

Children and Families Program Activity - Modifications from the 2005-2006 Program Activity Architecture:

• A new sub-activity for Child Care has been added. The sub-activity includes two key governmental priorities: the Universal Child Care Benefit and the Child Care Spaces Initiative.
• The Multilateral Framework for Early Learning and Childcare was moved to a sub-activity.
• The Early Childhood Development Agreement was moved to a sub-activity.
• The National Child Benefit was moved to a sub-activity.
• Former activities CPP Benefits for Children with Disability Beneficiaries, CPP Orphans, and CPP Survivor have been subsumed under the activity Canada Pension Plan - Disability.

PROGRAM ACTIVITY: HOUSING AND HOMELESSNESS

In December 1999, the federal government launched the three-year National Homelessness Initiative (NHI)²⁴ to deal with a growing national crisis of homeless people on the streets of Canada. In 2003, the NHI was renewed for another three years to provide communities with the tools to plan and implement local strategies to help reduce homelessness. In November 2005, the government announced a one-year extension (2006-2007) of the NHI, with funding in the amount of $134.8 million, to sustain vital, healthy communities through investments in successful housing and homelessness initiatives. The NHI extension will ensure that essential shelters and related support services for homeless people are maintained in urban and rural communities across Canada.

The NHI makes strategic investments in 61 designated communities as well as in small, rural and Aboriginal communities across Canada to build a continuum of supports and services that helps homeless and at-risk people in those communities to move towards self-sufficiency. The Housing and Homelessness Branch (formerly the National Secretariat on Homelessness) and the communities collaborate in broadening and increasing partnerships - with a focus on the corporate sector, unions and foundations to ensure the long-term sustainability of community efforts. All of this work has led to increased community capacity in the areas of planning, decision-making, networking and information-sharing to find local solutions to address homelessness.

The NHI continues its work to overcome a national situation in which more than 150,000 Canadians use homeless shelters every year. In addition, countless others are on the streets or are the "hidden homeless" - people living with friends and family, or sleeping in cars, away from the public eye and outside of the shelter system. As well, over half a million Canadians spend more than 50% of their income on housing, putting them at high risk of becoming homeless. The diverse sub-population of homeless Canadians includes those with mental health and/or addiction problems, lone-parent families headed by women, youth, victims of family violence, refugees and recent immigrants, ex-offenders, the working poor, and Aboriginal people. Across Canada, especially in major urban centres, Aboriginal people are significantly over-represented in the homeless population.

Strategic outcome indicators

INDICATORS	CURRENT LEVEL
Percentage of overall SCPI funding, for projects completed in 2005-2006, between:
(a) emergency shelters	35%
(b) transitional housing and supportive housing	65%
Number of National Homelessness Initiative funding partners in 2005-2006	385*
Percentage of National Homelessness Initiative funding partners by Sectors for 2005-2006.	Non-profit 34%
	Sponsor/Organization/Recipient (internal fundraising) 20%
	All orders of Government (e.g. federal/agencies, provincial/territorial, regional/municipal) 24%
	Private Sector 10%
	Others (such as faith-based communities, unions, etc.) 12%
* In previous years, a cumulative total was reported.

The NHI is making a concerted effort to improve horizontality by working with other federal departments to achieve shared outcomes, recognizing that the key is finding the appropriate accountability and delivery instruments. In the area of health, the NHI is involved with the Canadian Institute on Health Research (CIHR), through funding of various projects and is extensively involved with the Reducing Disparities Initiative at CIHR. The Department signed a Memorandum of Understanding with the Public Health Agency of Canada's Strategic ProjectsBranch to jointly fund the "train the trainer" program on Fetal Alcohol Spectrum Disorder.

Canada Mortgage and Housing Corporation (CMHC) is now part of the portfolio of the Minister of HRSD. Work has been undertaken to ensure greater complementarity of the NHI's programs, the Affordable Housing Initiative and the Residential Rehabilitation Assistance Program. The Department is renewing its agreement with CMHC on general research issues and data sharing and data integration. Other collaborative initiatives include the HRSDC-led Action for Neighbourhood Change project, where agreements have been signed with other federal departments including Health Canada, Public Safety and Emergency Preparedness Canada.

HOUSING AND HOMELESSNESS: PRIORITIES AND PLANS

Priority: Contribute to the reduction of homelessness in Canada

Plans: Review and disseminate program funding allocation, guidelines and tools to ensure a smooth transition and efficient delivery of the National Homelessness Initiative during the extension year (2006-2007) Produce and disseminate National Homelessness Initiative results for the period of 2003-2007

Priority: Develop homelessness and housing policies for Canadians, including Aboriginal peoples

Plans: Develop policy options for the National Homelessness Initiative beyond March 2007

Priority: Strengthen horizontal links between housing and homelessness and other policy areas

Plans: Improve coordination and reporting of horizontal links with federal partners.

 

PROGRAM ACTIVITY: HOUSING AND HOMELESSNESS

Strategic Outcome	Enhanced income security, access to opportunities and well-being for individuals, families and communities
2006-2007 Priorities	Contribute to the reduction of homelessness in Canada Develop homelessness and housing policies for Canadians, including Aboriginal peoples Strengthen horizontal links between housing and homelessness and other policy areas
Program Activity Expected Results	Contribution to the reduction of homelessness
Program Indicators	Percentage of investments directed toward the continuum of supports and services based on priorities established by the community Ratio of total National Homelessness Initiative investments versus funding by type of partners for each province and territory 2003-2007 Increase in accessible sources of information/data on homelessness
Programs	Supporting Communities Partnership Initiative Urban Aboriginal Homelessness Regional Homelessness Fund National Research Program Homeless Individuals and Families Information System Surplus Federal Real Property for Homelessness Initiative
Resources	PLANNED SPENDING: $188.1 million FTE: 383

HOUSING AND HOMELESSNESS: PROGRAMS SUPPORTING PRIORITIES

The Housing and Homelessness program activity assists communities, through partnerships, in implementing measures - such as shelters, supportive and transitional housing, and related support services - that help homeless individuals and families as well as those at risk of homelessness move toward self-sufficiency, thereby contributing to society and the economy. http://www.homelessness.gc.ca/home/index-eng.asp

Supporting Communities Partnership Initiative (SCPI) increases the availability of and access to a range of services and facilities (emergency shelters, transitional/supportive housing, and prevention) along the continuum from homelessness to self-sufficiency and an independent lifestyle. Projects funded by the SCPI support the priority areas identified through an inclusive community planning process. Along with providing financial support to communities, the SCPI encourages them to work in partnership with provincial/territorial and municipal governments as well as the private and voluntary sectors to strengthen existing capacity and to develop integrated responses to homelessness. Communities are allocated a maximum funding level that must be matched from other community sources (i.e. fundraising, local sponsors, etc.). Communities must also explain how their activities are sustainable (i.e. how they will continue once SCPI funding ends). http://www.homelessness.gc.ca/initiative/scpi-eng.asp

Urban Aboriginal Homelessness (UAH): Aboriginal homelessness is a serious issue in some communities and is best addressed by developing local responses. The NHI will continue to address the unique needs of the Aboriginal population through its UAH component. This component provides flexibility to meet the needs of off-reserve homeless Aboriginal people, through culturally sensitive services. Enhancing capacity building - both within and outside of Aboriginal communities - through community planning, decision making and the formulation of partnerships is a key UAH focus. Cost matching is not required; however, community contributions will be encouraged where and when possible. The Housing and Homelessness Branch works with the Federal Interlocutor Division of Indian and Northern Affairs Canada to ensure the complementarity of the Urban Aboriginal Strategy pilot projects and the NHI's UAH component. http://www.homelessness.gc.ca/initiative/uah-eng.asp

Homeless Individuals and Families Information System (HIFIS): There is little credible information nor reliable methodology to determine the exact number of homeless people in Canada, the extent of homelessness-related supports and services provided by shelters, and the diversity of these shelters' clientele. To better address these knowledge gaps, HIFIS gives service providers an electronic data management system that enables them to share information and develop partnerships at the local, private, municipal, provincial/territorial and federal levels. It assists communities in longer-term planning efforts and capacity building to address their local homelessness challenges. The benefits resulting from a network of data-sharing communities will contribute to the development of a national database. This database will provide a better understanding of the size and scope of the shelter homeless population, guide policy development, and help in further transforming management practices within the shelter system. http://www.homelessness.gc.ca/initiative/hifis-eng.asp

The National Research Program (NRP) addresses the gaps and priorities in knowledge about homelessness in Canada. The program works to: further increase the base of policy and community-relevant research; encourage and support research partnerships (with research and community organizations, other federal departments, and academic researchers); and facilitate the sharing of best practices and transfer of knowledge. By providing funding to partners to strengthen their capacity to develop a deeper understanding of homelessness, the NRP helps foster the development and assessment of appropriate and effective solutions to homelessness at the local and national levels. This is vital to making efficient use of scarce resources and sustaining community efforts over the long term. http://www.homelessness.gc.ca/initiative/nrp-eng.asp

The Regional Homelessness Fund (RHF) provides support to small and rural communities that are experiencing local homelessness, but often lack capacity to respond. Homeless individuals or those at risk of homelessness must often move to larger urban centres to obtain homelessness-related supports and services. This in turn can place a burden on the service systems of these larger communities. The RHF provides funding to establish support services needed to prevent homelessness and to help stabilize the living conditions of at-risk individuals and families. The fund also encourages a wide range of partnerships and takes the unique needs of youth populations into consideration in the planning and implementation process. http://www.homelessness.gc.ca/initiative/rhf-eng.asp

Surplus Federal Real Property for Homelessness Initiative (SFRPHI) provides surplus federal properties to communities across Canada to address their local homelessness-related needs through Housing and Homelessness Branch (HHB) coordination. The homelessness projects, which must be financially viable and sustainable, help communities overcome the high capital costs of buying land or buildings. Government departments and agencies, which are encouraged to identify such properties, receive compensation at market value and transfer them - to community organizations, the not-for-profit sector and other orders of government - for a nominal cost to help alleviate and prevent homelessness. Additional funding for construction and renovation costs may also be available through related federal programs such as SCPI and Canada Mortgage and Housing Corporation (CHMC) programs. Three Government of Canada organizations - Public Works and Government Services Canada, Human Resources and Social Development and CMHC - act as partners at the national and regional levels in implementing and managing this initiative. http://www.homelessness.gc.ca/initiative/sfrphi-eng.asp

HOUSING AND HOMELESSNESS: FINANCIAL AND HUMAN RESOURCES - PLANNED SPENDING

Financial and Human Resources

	Planned Spending
	2006-2007	2007-2008	2008-2009
Financial Resources (in millions of dollars)
Gross Operating Expenditures	40.2	3.3	3.3
Non-Statutory Grants and Contributions	147.9	0.0	0.0
Total	188.1	3.3	3.3
Human Resources
Full Time Equivalents	383	12	12

 

Details by Programs and Services

	2006-2007	2007-2008	2008-2009
Financial Resources (in millions of dollars)
Supporting Communities Partnership Initiative	133.0	2.2	2.2
Urban Aboriginal Homelessness	18.2	-	-
Regional Homelessness Fund	5.4	-	-
National Research Program	2.8	-	-
Homeless Individuals and Families Information System	2.1	-	-
Surplus Federal Real Property for Homelessness Initiative	2.5	-	-
Allocated Corporate Servicesa	13.1	1.1	1.1
Otherb	11.0	-	-
Totalc	188.1	3.3	3.3
Human Resources
Full Time Equivalents	383	12	12
a. Corporate Services resources related to the Minister's Office, the Deputy Minister's Office, the Comptroller's Office and the Shared Services have been prorated to each Strategic Outcome. In 2006-07, 101 FTEs are included in the 383 FTEs. b. This amount includes $11.0 million for the World Urban Forum - Vancouver 2006. c. This amount includes $22.8 million (291 FTEs) in 2006-2007, $1.5 million (7 FTEs) in 2007-2008 and $1.5 million (7 FTEs) in 2008-2009, for the delivery of programs and services by Service Canada. For a full accounting of Service Canada's operations please refer to the Strategic Outcome, "Achieve better outcomes for Canadians through service excellence".

Housing and Homelessness Activity - Modifications from the 2005-2006 Program Activity Architecture: with the exception of the program activity name change from Homelessness to Housing and Homelessness, there are no changes from 2005-2006 activity structure.

WORLD URBAN FORUM

Canada offered to the United Nations to host the third session of the World Urban Forum in Vancouver from June 19 to 23, 2006. The event is held biannually by UN-Habitat in coordination with a host country. The purpose of the World Urban Forum (WUF) is to discuss issues and find solutions to challenges created by the rapid urbanization occurring in the world today. The event brings together a wide range of participants, including national and local governments, non-governmental organizations, private sector businesses, community-based organizations and experts.

The Department was given the responsibility to organize the event and coordinate Canadian presence at the event, working with other federal departments/agencies, other levels of government and other stakeholders. A key aspect of the Department's responsibilities was to work closely with UN-Habitat to ensure a smooth and well-run event.

Planned Spending - WUF3:

The Government of Canada committed $27.6 million over two years (2005-2006 and 2006-2007) for the organization and management of this conference - $15 million ($11 million in 2006-2007) of which was new funding coming from HRSDC. The remaining funds came from the existing budgets of various federal departments/agencies.

Results and Outcomes:

Over 10,000 people attended the World Urban Forum in Vancouver, while the expectation was for 6,000. Participants came from 160 countries, including 63 delegations led by ministers. More than 400 mayors attended. Prime Minister Harper gave the keynote address at the opening ceremonies. Media coverage was considerable, both domestically and globally. Comments from participants, early evaluation results and UN-Habitat's own analysis all suggest that the event was a huge success, both in terms of logistics/program and in achieving the goals established for the event. In sum, the Forum met the UN's, Canada's and the federal government's objectives. These included the UN's interest in ensuring it was well-attended and productive, building momentum for the WUF process and a focus on actionable ideas; Canada's interest in showcasing its urban practices and ensuring participants felt positively about the Forum; and the federal government's interest in both these objectives plus ensuring an effective, accurate and coordinated communication of the government's contributions to urban (cities, communities) issues.

Key Partners:

There were two key partners: UN-Habitat and the GLOBE foundation. UN-HABITAT is a UN agency based in Nairobi. It is responsible for organizing WUF every two years, working with a host country and raising funds internationally, particularly from the host country, to finance the event. The GLOBE Foundation is a non-profit organization, which signed a contribution agreement with the Government of Canada to manage the logistics of the World Urban Forum. This included logistics for an experimental, on-line preparatory event, HabitatJAM, which engaged close to 35,000 people from across the world over a three day period in December 2005.

STRATEGIC OUTCOME

ACHIEVE BETTER OUTCOMES FOR CANADIANS THROUGH SERVICE EXCELLENCE

SERVICE CANADA

Service matters to Canadians. Citizens expect and deserve timeliness, fairness, knowledge, competence, courteousness and results when dealing with the Government of Canada. Within a complex operating environment, the Government of Canada is committed to providing the highest level of citizen-centred quality services that meet the needs and exceed the expectations of Canadians.

As part of the government's efforts to respond to these requirements, Service Canada was officially launched on September 14, 2005, initiating a new approach to serving Canadians. As a dedicated service delivery organization, Service Canada puts people at the centre of its mandate, making it easier for Canadians to obtain the help they need in one place. A strengthened focus on programs and services will improve policy outcomes by better connecting citizens and communities to the services and benefits they need. Service Canada marks the continuation of a cultural transformation in the public service, where the citizen is at the centre of everything it does and service matters. Service Canada will improve service across delivery channels, increase flexibility and capacity for the introduction of new programs and services, and enhance coordination and rationalization of investments in service delivery infrastructure.

Service Canada, in collaboration with federal departments and other governments, is mandated to deliver a full range of integrated programs and services to Canadians, further streamlining how government services are provided. Service Canada provides a one-stop, easy-to-access, personalized experience of services across multiple channels including phone, Internet, in-person and mail. Service Canada has over 20,000 employees dedicated to serving Canadians, 433 points of service throughout the country, the national 1 800 O-Canada phone service, a range of on-line services offered on the Internet through servicecanada.gc.ca, and outreach services.

Quick Facts - Each year Service Canada:

• Serves over 32 million Canadians
• Pays over $70 billion ($180m a day) in benefits to Canadians
• Conducts 350 million transactions a year with Citizens
• Handles over 55 million calls
• Mails over 20 million letters
• Handles over 4.8 million transactions on-line
• Interacts with over 55,000 community organizations

The federal government has recently experienced a period of profound transition and change and faces an array of challenges and opportunities to enhance performance, ensure accountability and transparency, and position the government for the demands of the future. Accountability and transparency are important factors in securing good governance, as well as in restoring and strengthening citizens' trust and confidence in government's ability to meet their needs. The creation of Service Canada is a major step towards the government's transformation effort and will fundamentally change the service culture to become more results-oriented, citizen-focused, and be collaborative in nature. Service Canada's commitment to service excellence goes beyond a new structure for service delivery; it's about tangible and visible service improvements that demonstrate seamless citizen-centred services and instigate a culture of accountability and transparency. This will result in improved citizen satisfaction with government programs and services.

To demonstrate this commitment to accountable and responsive government, a Service Charter has been published that explains what Canadians can expect and how they can provide feedback. Service Canada will continually monitor and report on progress against it. An independent Office for Client Satisfaction has been established to receive the views of Canadians on the quality of service and recommend improvements. This fall, Service Canada will be publishing service standards, which will clearly set out the level of service that Service Canada is committed to providing, consistent with the objectives laid out in the Service Charter. To demonstrate accountability and transparency, Service Canada will report on its success in meeting the service standards in a Service Canada Performance Scorecard. The Scorecard will appear in the Service Canada Annual Report to Parliament and Canadians. To support this new level of transparency and accountability for service, control systems are in place to reinforce good stewardship practices and management and accountability structures throughout Service Canada.

For 2006-2007, Service Canada will focus on improving service to Canadians, strengthening transparency and accountability and recognising and rewarding service excellence. This focus is reflected directly in our program activities of: Seamless Citizen-Centred Service; Integrity; and Collaborative, Networked Government Service.

PROGRAM ACTIVITY: SEAMLESS, CITIZEN-CENTRED SERVICE

In the past, Canadians have had to determine how to access service across a myriad of unconnected program and departmental service silos. Citizen-centred service is about changing how government serves Canadians, putting the citizen at the centre of how government does business and providing the quality of service that Canadians need and expect. A citizen focus means providing one-stop, integrated, easy-to-access, and personalized service by phone, Internet, in person and by mail. Ultimately, it will enable better policy outcomes for Canadians.

This activity will enable a move from departmental and program silos to a new citizen focus, from reducing our federal presence to expanding our regional community points of service, and from a prior focus on benefits delivery to becoming the Government of Canada face to Canadians.

Over the next three years, Service Canada will be implementing five key plans to transform service to Canadians:

• Implement a client community service strategy, including identifying client segment champions, improving and developing new service offerings and building the capacity to understand, research and analyze client needs. Service Canada will create client community advisory groups to inform, assess and participate in developing more meaningful and responsive services to our client communities. This initiative will result in a better understanding of the needs of client communities and in the development of service strategies for serving client communities effectively.
• Undertake business and product development to transition from a reliance on processes and approaches that are founded in programs and program development to ones founded on service offerings, based upon Canadians' needs.
• Expand the regional and community service network and offer choice and access where Canadians live by doubling the points of service, developing a new in person service experience model, and implementing a consistent brand across the network. This improvement will reaffirm Service Canada as the Government of Canada network of choice.
• Enhance the telephone channel as a key channel of choice for Canadians by implementing a world class Service Canada integrated call centre network that provides telephone based services to Canadians through a single number. This positions Service Canada's telephone service for the future as it moves to provide enhanced citizen-centred services and to offer telephone services for other organizations and partners.
• Renew Internet and Intranet services to enhance citizen access to programs and services. The Internet channel provides the backbone of information on programs and services and electronic services to Canadians. By moving to a world class, fully integrated and service oriented website, Canadians will be able to interact more quickly, easily and efficiently with government.

Service matters to Canadians. Research shows there is a strong link between efficient service and confidence in Government, as this is the primary way that citizens come into contact with their governments, personally and directly. Concurrently, Service Canada will also focus on achieving and rewarding a service excellence culture. Service Canada will be:

• Build service excellence by creating a new government career for service delivery. By creating a career associated with service, Service Canada is allowing its employees to progress through innovation in citizen centred service
• Achieve service excellence by launching the first phase of the Service Canada College, the opening of the Galleria learning centre in Regina. This is the starting point for new investments in enhancing employee skills and capabilities, focused around serving Canadians
• Reward service excellence by establishing a leadership development program, building leadership capacities, and launching the Office of Employee Innovation

Finally, Service Canada has made commitments to Canadians and to Parliamentarians. As part of Service Canada's priority to strengthen accountability and transparency, it will be reporting on progress through the Service Charter, the Service Standards and Performance Scorecard, and through the establishment of the Office for Client Satisfaction.

SEAMLESS, CITIZEN-CENTRED SERVICE: PRIORITIES AND PLANS

Priority: Transforming service to Canadians

Plans: Implementing our Service Strategies for Client Communities Undertaking business and product development Expanding our regional and community presence Integrating call centres Renewing Internet and Intranet services

Priority: Achieving and rewarding a service excellence culture

Plans: Building for service excellence Achieving service excellence Rewarding service excellence

Priority: Strengthening accountability and transparency

Plans: Reporting on our commitments to Canadians and Parliamentarians

PROGRAM ACTIVITY: INTEGRITY

Service Canada issues $70 billion in benefits to Canadians each year and must ensure that these benefits are going to the right people, in the right amount and for the purpose for which they were intended. Fundamental to Service Canada's accountability is the integrity of the organization and the demonstration of sound stewardship as the Canadian Government's service delivery arm. Service Canada must demonstrate its understanding of the risks to its success and manage those risks effectively. Further, the monitoring and measurements of our achievements will be based on sound methodologies and dependable data. Establishing a robust and rigorous integrity strategy is fundamental to delivering citizen-centered service, improving public trust and confidence in government, and achieving savings for taxpayers.

Over the next three years, Service Canada will focus on various initiatives to strengthen accountability and transparency:

• Establish enterprise-wide integrity by ensuring that the benefits Service Canada delivers each year are going to the right person, in the right amount and for the correct purpose. To accomplish this Service Canada needs to know that its risk management strategies are effective, that the quality of its work is meeting high standards, and that the information used to manage the identity of its clients and report on its achievements is reliable. This will involve strengthening the Social Insurance Number (SIN) processes, the Social Insurance Registry (SIR) and authentication models as the basis to access programs and services. In addition, Service Canada will focus on expanding its risk analysis capacity and implementing an enterprise-wide quality framework to respectively improve and measure its compliance and accuracy in benefit delivery.
• Maximize savings through efficient and cost-effective delivery of service offerings and the control and detection of inaccurate or wrongful payments as per Service Canada's savings commitments, supported by necessary mechanisms to realize, monitor and report on progress. While Service Canada has achieved its year one savings target, it is critical that the organization stays on track and meets its year two and beyond commitments in order to enhance its credibility with Canadians and demonstrate sound stewardship and accountability.

INTEGRITY: PRIORITY AND PLANS

Priority: Strengthening accountability and transparency

Plans: Establishing enterprise integrity Meeting our saving commitments

PROGRAM ACTIVITY: COLLABORATIVE, NETWORKED GOVERNMENT SERVICE

Service Canada is the largest government service delivery organization in Canada. It has the largest presence across the country, runs the 1 800 O-Canada government phone service as well as handles 80% of the Government of Canada non-tax related phone calls and it manage the Canada.gc.ca internet site. Service Canada is ideally positioned to be the Government of Canada network of choice, but recognise that there are other service delivery networks. Service Canada will form the Government of Canada network of choice by creating a collaborative, networked government service to align all these networks, with Service Canada at the core. To do this it has to make access to the network easy, extend the network through new partnerships and invest in service delivery channels to put the citizen at the centre.

In the next year, Service Canada will develop plans to make access to the collaborative network easier for governments. Service Canada's network is a significant asset that can be leveraged to deliver key services to Canadians where they live. Building on its existing service delivery network and its capacity to disseminate information across the country, Service Canada will develop a new emergency preparedness offering to provide assistance and support in response to local or national emergencies and crises. For this service offering Service Canada will partner with other federal departments such as Public Safety and Emergency Preparedness Canada.

Service Canada plans to extend the network through new and expanded partnerships: It will continue to create value for Federal Departments and plans to sign and implement three new agreements. Furthermore, Service Canada is expanding its collaboration in the delivery of services with provinces. Already it has collaboration in New Brunswick and Ontario and expects to extend this with three new agreements to build a network of service delivery collaboration across the country.

Service Canada has three plans to invest in service delivery channels to achieve client information integration and put the citizen at the centre of a world class collaborative network:

• Establish a 'one client view' to support service delivery. Providing service to Canadians requires the ability to view information from a citizen-centred perspective. The one client view will transform the way Service Canada approaches service to remove program silos and to enable Service Canada to become experts in the collection, use and integration of information to meet the needs of Canadians. This will mean that information will only needed to be collected once, privacy will be enhanced, all while giving Canadians the opportunity to easily find programs and services in one place. Service to Canadians will be transformed, while Service Canada significantly reduces the administrative burden, makes government more efficient, consistent with privacy laws and practices.
• Achieve processing automation. Service Canada has already responded to the needs of Canadians for better, faster and more convenient services on the Internet. The use of information gathered electronically will be applied further by automating and enhancing the capabilities of the existing program systems to eliminate unnecessary processes and automate as appropriate.
• Collect information from the source where possible. By transforming vital events management, Service Canada will collect information on birth, deaths and marriages directly from the sources. It will also be extending this to include information from new Canadians as they arrive in Canada.

Service Canada is leveraging the collaborative potential across government to create new value for Canadians. It's about strengthening government and the Canadian federation and allowing governments to work together in the best interests of Canadians - the objective of this collaboration is the shared desire to better serve and improve outcomes for the people of Canada.

COLLABORATIVE, NETWORKED GOVERNMENT SERVICE: PRIORITIES AND PLANS

Priority: Transforming service to canadians

Plans: Building our capacity as the Government of Canada network of choice Building partnership strategies

Priority: Achieving client information integration

Plans: Establishing a one client view and achieving information integration Achieving processing automation Transforming vital events management

Shared service arrangements

In addition to its external service delivery function, Service Canada is also responsible for the provision of human resources, information technology, administrative and financial services to HRSDC. As a shared service provider, Service Canada's objective is to bring together common support functions and enhance the efficiency and cost-effectiveness of these services.

Shared service arrangements

Strategic Outcome	Achieve better outcomes for Canadians through service excellence
Service Indicators	Increase in number of Service Canada points of service 24/7 availability of Internet - information and transaction Percentage of calls answered by an agent within 180 seconds Extend hours of service in Service Canada Centres Percentage of availability of Interactive Voice Response System Maintain or reduce number of official language complaints Establish Official Language Minority Community Groups points of service Offer service in languages other than English or French Provide forms online in formats accessible for people with disabilities		Percentage of notifications sent within seven days of receipt of applications Percentage of Employment Insurance payments issued within 28 days of filing Percentage of passports delivered within 28 days of an application being submitted to Service Canada Percentage of Canada Pension Plan retirement first payment within the month of entitlemen Percentage of Old Age Security first payments issued within 30 days of entitlement Percentage of pleasure craft licenses issued in one visit Percentage of Social Insurance Number issued in one visit Maintain or increase client satisfaction
Expected Results	More responsive service for citizens Improved service outcomes Aligned service and policy outcomes Strengthened regional presence Strong and positive Service Canada brand	Whole-of-government service delivery More efficient and effective operations Enhanced feedback for policy and program development		Right payment/service, to the right person, at the right time Enhanced confidence in privacy and security of information Safe and secure common identifier
Program Activities	Seamless, Citizen-centred Service	Collaborative, Networked Government Service		Integrity
Priorities	Achieving and Rewarding Service Excellence Culture	Transforming Service to Canadians	Achieving Client Information Integration	Strengthening Accountability and Transparency
Plans	Building for service excellence Achieving service excellence Rewarding service excellence	Implementing our Service Strategies for Client Communities Undertaking business and product development Expanding our regional and community presence Integrating call centres Building our capacity as the Government of Canada network of choice Renewing Internet/Intranet services Building partnership strategies	Establishing a one client view and achieving information integration Achieving processing automation Transforming vital events management	Establishing enterprise integrity and risk management Meeting our saving commitments Reporting on our commitments to Canadians and Parliamentarians
Corporate Focus	Strengthening management and financial accountability

SERVICE CANADA: FINANCIAL AND HUMAN RESOURCES - PLANNED SPENDING

The two financial tables below align with HRSDC's 2006-2007 Main Estimates.

Financial and Human Resources

	Planned Spending
	2006-2007	2007-2008	2008-2009
Financial Resources (in millions of dollars)
Human Resources and Skills Development Canada
Gross Operating Expenditures	109.4	110.4	110.8
Social Development Canada
Gross Operating Expenditures	447.1	447.8	449.9
Total	556.5	558.2	560.7
Human Resources
Full Time Equivalents	6,305	6,231	6,234

 

Details by Programs and Services

	2006-2007	2007-2008	2008-2009
Financial Resources (in millions of dollars)
Human Resources and Skills Development Canada
Service Delivery - Human Resources and Skills Development Canada	75.8	75.4	75.3
Allocated Corporate Servicesa	33.6	35.0	35.5
Sub-Total	109.4	110.4	110.8
Service Delivery - Social Development Canada	447.1	447.8	449.9
Totalb	556.5	558.2	560.7
Human Resources
Full Time Equivalents	6,305	6,231	6,234
a. Corporate Services resources related to the Minister's Office, the Deputy Minister's Office, the Comptroller's Office and the Shared Services have been prorated to each Strategic Outcome. b. This represents Service Canada's resources for the delivery of programs and services. For a full accounting of Service Canada's operations, please refer to the following table.

  

SERVICE CANADA 2006-2009 RPP Expenditure Profile (millions of dollars)

	Planned Spending
	2006-2007	2007-2008	2008-2009
Budgetary
Operating Costs (Vote 1&10)a	563.3	532.0	540.9
Delivery Cost related to:
Employment Insurance Account	1,138.4	1,135.6	1,133.8
Canada Pension Plan	190.6	190.9	190.9
Sub-totala	1,329.0	1,326.5	1,324.7
Gross Operating Costsa	1,892.3b	1,858.5b	1,865.6b
Delivered on behalf of Human Resources and Social Development Canada c
Voted Grants and Contributions (Vote 5&15)	686.1	558.4	545.5
Statutory Payments:
Old Age Security	23,255.0	24,139.0	25,285.0
Guaranteed Income Supplement	6,820.0	7,219.0	7,512.0
Allowance Payments	500.0	537.0	568.0
Sub-total Other Statutory Payments	30,575.0	31,895.0	33,365.0
Canada Pension Plan benefits	26,132.3	27,496.8	28,917.7
Employment Insurance benefits
- Part I	12,442.0	13,058.0	13,661.0
- Part II	2,048.9	2,048.8	2,048.8
Sub-total Employment Insurance benefits	14,490.9	15,106.8	15,709.8
LMDA System Enhancement Costs	7.6	11.1	6.3
LMDA - Office Re-fit	1.0	-	-
Total Statutory Transfer Payments	71,206.8d	74,509.7d	77,998.8d
Consolidated Total	73,785.2	76,926.6	80,409.9
a. The total Operating Costs and the Delivery Costs related to the 2005-2006 Forecast Spending for Service Canada are respectively $515.6 million and $1,396.0 million. The 2005-2006 Forecast Planned Spending total Gross Operating Costs is $1,911.6 million. b. Includes statutory items for employee benefit plans and payments to private collections agencies $18.5M ($21.0M in 2007-2008 and $23.3M in 2008-2009). c. The financial strategy for Service Canada establishes that statutory funds, including Employment Insurance, CPP, OAS and voted grants and contributions related to the delivery of specified programs will be allocated annually by HRSDC. d. This amount directly benefits Canadians and is delivered on behalf of HRSDC.

  

SERVICE CANADA : Financial and Human Resources - Planned Spending

Gross Operating Expenditures Financial Resources (in millions of dollars)	2006-2007	2007-2008	2008-2009
From:
Labour Market	1,259.9	1,246.2	1,252.7
Workplace Skills	53.1	52.6	50.7
Housing and Homelessness	22.8	1.5	1.5
Service Delivery	556.5	558.2	560.7
Total Service Canada	1,892.3	1,858.5	1,865.6
Seamless, Citizen-Centered Services	888.5	863.1	862.8
Integrity	974.3	966.1	973.4
Collaborative, Networked Government Services	29.5	29.3	29.4
Total Service Canada	1,892.3	1,858.5	1,865.6
Full Time Equivalent - Total	20,531	20,067	20,021

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