ARCHIVED - Human Resources and Social Development Canada

• Previous Page
• Table of Contents
• Next Page

This page has been archived.

Section II Program Activities by Strategic Outcome

Policies and Programs That Meet the Human Capital and Social Development Needs of Canadians

A. Policy, Research and Communications

HRSDC's strategic policy, research, and communications functions contribute to policies and programs that help to create opportunities and choices for people to reach their full potential in society and the labour market. The research and evaluation component of strategic policy helps to identify trends, pressures and an understanding of what works for Canadians in terms of policies and programs. This includes:

• developing a comprehensive knowledge base to inform policy development and program design;
• sharing knowledge on human resources and social development with other governments and stakeholders to support their decision-making;
• managing a portfolio of key national surveys on human resources and social development to track and better understand the changing realities and needs of Canadians, including factors that affect their lives and well-being;
• commissioning policy research to identify factors that contribute to a stronger and competitive economy and which impact Canadians;
• monitoring and forecasting conditions of labour supply and demand by occupation and industry through the Canadian Occupational Projection System.

Work under this activity also includes developing and implementing indicators to strengthen the Departments capacity to monitor and report on the dimensions of Canadian well-being related to human resources and social development. The Department's work in this area also enhances the Department's accountability to Canadians.

The evidence base formed by this work informs the Department's longer-term policy work (such as policy frameworks and medium-term policy planning) to facilitate better integration of labour market, social and learning policies.

To these ends, the Department is committed to making HRSDC a centre of excellence for integrated human resources and social development policies and programs. Two key innovations in this will be an integrated policy framework and an ongoing medium-term policy planning process. Collaborative work that occurs internally and across federal departments, as well as with the provinces and territories, on horizontal policies is also key to advancing the well-being of Canadians. The Department will also increase its efforts to learn from the experience of other countries and adapt best practices to Canada.

HRSDC is also committed to increasing Canadians' awareness of its role in supporting the Government of Canada's social and economic priorities, and becoming a centre of excellence for citizen-focused programs and services. To that end, the Department will develop communications strategies to highlight programs and policies in support of key government initiatives, as well as develop mechanisms to ensure that public and stakeholder views are considered in program and policy development.

Plans in Support of Strategic Outcome

Policy, Research and Communications

Plan: Strategic advice and policy research to support a Knowledge Advantage for Canada

• Provide strategic advice to assist in addressing labour market issues related to quantity (increased participation of Canadians and immigrants); quality (education, skills development and training); and, efficiency (facilitating mobility and providing labour market information).
• Develop policies that support the Government's commitment to continue to invest in families.

Plan: Advance knowledge development and management to support informed policy development and sound decision-making

• Continue to strengthen knowledge development functions including data, research, evaluation, and indicators.
• Further develop knowledge management strategies to achieve excellence in the creation, retrieval, preservation, sharing and use of knowledge.

Plan: Strategic advice and policy research on Children, Families and Seniors

• Contribute to the continued policy development of supports for the working poor.
• Continue to examine key pressures and challenges confronting Canadian families to create conditions for Canadian families to succeed.
• On-going policy development related to children and families
• Develop policies that support the Government's commitment to continue to invest in families and to help those seeking to break free from the cycle of poverty and homelessness

Plan: Increase Canadians' awareness of HRSDC programs and policies in support of Government of Canada priorities

• Implement measures to raise awareness with respect to:
  • Strategic investments in early childhood development and child care.
  • Development of a skilled workforce and increased dissemination of information about the labour market.
  • Programs to ensure that seniors, persons with disabilities, homeless persons and other Canadians facing barriers have the support and information they need to maintain their well-being.
  • Programs intended to increase access to post-secondary education.

Plan: Increase engagement and collaboration with provinces, territories, partners and Canadians through stakeholder relations and other activities to ensure better, more innovative and more complementary policy initiatives

• Strengthen horizontal relations with provincial and territorial governments, stakeholders, other departments and central agencies by developing a stakeholder relations framework, including principles.
• Continue to consider new research and results of stakeholders' consultations in the development of programs and policies.
• Establish a departmental stakeholder relations network to share information and tools.

Program Activity Description

Policy, Research and Communications

This Program Activity provides strategic policy advice and leadership by promoting key human resources and social development policies of the Government of Canada, developing and implementing key Departmental frameworks and strategies, and by engaging and collaborating with partners and Canadians through stakeholder relations and by advancing knowledge development. This activity plays a vital role to support the achievement of HRSD's priorities and outcomes by communicating with and engaging Canadians and building strong relationships with stakeholders. The operating expenditures are funded from the Departmental Reference Levels, the Employment Insurance Account and the Canada Pension Plan Account.

For more details on this program activity please see Section IV - Other Items of Interest.

Financial Tables

Policy, Research and Communications
Strategic Outcome: Policies and programs that meet the human capital and social development needs of Canadians
	Planned Spending
	2008-2009	2009-2010	2010-2011
Financial and Human Resources
Financial Resources (in millions of dollars)
Policy, Research & Communication
Gross Operating Expenditures	184.9	168.0	168.0
Voted Grants and Contributions	0.3	0.3	0.3
Total	185.2	168.3	168.3
Human Resources (Full Time Equivalents)
Full Time Equivalents	1,039	1,019	1,020
Details by Programs and Services
Financial Resources (in millions of dollars)
Policy, Research and Communication
Strategic Policy	23.1	16.5	16.5
Knowledge, Analysis, Audit and Evaluation	72.3	62.5	62.3
Public Affairs and Stakeholder Relations	25.0	23.6	23.5
Allocated Internal Services a	64.8	65.7	66.0
Total	185.2	168.3	168.3
Human Resources
Full Time Equivalents	1,039	1,019	1,020
a Internal Services resources related to the Ministers' Offices, the Deputy Ministers' Offices, the Comptroller's Office, the Internal Audit Services and the Shared Services have been prorated to each program activity.

Enhanced Canadian Productivity and Participation Through Efficient and Inclusive Labour Markets, Competitive Workplaces and Access to Learning

B. Labour Market, Workplace Skills and Learning

Canada's continued prosperity lies in maintaining strong economic growth, high levels of productivity and increased competitiveness through the creation of a highly educated, skilled and flexible labour force. Increasingly, the labour market will require workers with higher levels of skills and education, which are vital to improving productivity and sustaining strong economic growth.

A key aspect of strengthening Canada's productivity and improving quality of life is enhancing the competitiveness of Canadian workplaces. Skilled workers contribute to this competitiveness and help drive improvements in workplace productivity.

The demands of a knowledge-based economy, coupled with the aging of Canada's population and workforce, make post-secondary enrolment and completion more important than ever. Without greater learning participation, Canada risks seeing its productivity and prosperity shrink.

As such, HRSDC must continue to focus on supporting and developing a highly skilled and adaptable labour force. In support of achieving this Strategic Outcome, the Program Activities "Labour Market", "Workplace Skills", and "Learning" complement each other in providing Canadians with the opportunities and choices to participate in an array of programs.

Although these program activities have distinct roles and responsibilities, they have common elements that contribute to the Department's support of lifelong learning and the development and use of skills to work in the current and future labour market. HRSDC will develop and strengthen partnerships and relationships with the provinces, territories, and stakeholders, especially employers and post-secondary education institutions.

The Government of Canada has a clear role in addressing national skills and employment issues. Federal responsibilities include improving the country's economic union by working to remove barriers to employment, post-secondary education and lifelong learning as well as enhancing mobility and credential recognition and providing national labour market information. Also included in these responsibilities is addressing the labour needs of employers by facilitating the entry of temporary foreign workers when Canadians and permanent residents are not available.

In addition to this, HRSDC programs address the needs of people who wish to participate in the labour market that are in groups under-represented in the Canadian workforce, such as immigrants, Aboriginal people, people with disabilities, youth and older workers. These groups frequently face challenges and/or barriers to gaining employment and to furthering their education. Through partnerships, the Department gains an understanding of the workplace skills required, promotes and invests in skills up-grading and development, and works to meet the needs of Canadians, including those in local and regional labour markets.

Together with provinces, territories, partners and stakeholders, HRSDC strives to successfully fulfill its mandate and meet the needs of a growing knowledge-based economy. Each of the program activities supporting this Strategic Outcome target their programs and services toward different needs, yet towards the common objective of creating the best educated, most skilled and flexible workforce.

Strategic Outcome Indicators

Labour Market, Workplace Skills and Learning
Indicators	Current Level		Year
Participation rate (As of October 2007)	By age group
	15 years or over	67.6%	2007
	15-24 years	66.8%	2007
	25-54 years	86.6%	2007
	55 years or over	33.8%	2007
Labour productivity growth, for business sector -based on annual averages a		1.0%	2006
Canada's productivity level as a percentage of the United States' productivity level a	total economy	81.4%	2006
	business sector	74.0%	2006
Percentage of unemployed looking for work for one year or more (52 weeks and over)		8.3%	2006
Percent of youth (aged 15-24) not in the labour force nor in school		4.8%	2006
Unemployment Rates by Designated Group	Women	7.2%	2001
	People with Disabilities	10.7%	2001
	Aboriginal Peoples	19.1%	2001
	Visible Minorities	9.5%	2001
	Older Workers	6.0%	2001
Percentage of working-age Canadians who score below the literacy level which is considered the minimum to cope in today's economy and society b		42%	2003
Percentage of adult workforce who participated in job-related formal training c		27.6%	2005
Percent of adult workforce who participated in employer-supported job-related training c		20.2%	2005
a Centre for the Study of Living Standards b 2003 Adult Literacy and Lifeskills Survey c Survey of Labour and Income Dynamics

Strategic Outcome Indicators

Indicators	Current Level
Percentage of the Canadian labour force (aged 15-64) who have attained a post-secondary education certificate, diploma or degree (62.8% in 2006 for 25-64 year olds) -(For Canadians in the labour market)	Attainment Rates - Canada 2006 Actuals
	Years of Age			15-24	25-64	65+	Total
	Trades, Certificate or diploma			5.5%	12.5%	12.3%	11.4%
	College & University (below bachelor)			14.8%	24.5%	15.1%	22.7%
	Bachelor's degree			5.8%	17.7%	11.4%	15.7%
	Graduate degree			0.7%	8.0%	11.1%	6.9%
	Total			26.8%	62.8%	49.9%	56.6%
Percentage of Canadians (15 years and older) who have attained a post-secondary education certificate, diploma or degree by age group (Total of 59.1% in 2006 for 25-64 year olds) - (For all Canadians)	Attainment Rates - Canada Annual Average - 2006 Actuals					OECD 2005
	Years of Age	15-24	25-64	65+	Total	25-64	Canada's rank in OECD
	Trades, Certificate or diploma	4.0%	12.1%	10.5%	10.5%	12.0%	1st
	College & University (below bachelor)	11.2%	23.0%	11.6%	19.3%	23.0%	1st
	Bachelor's degree	4.9%	16.6%	6.6%	13.2%	23.0%	6th (Tied with Korea and Australia)
	Graduate degree	0.6%	7.4%	4.1%	5.8%
	Total	20.7%	59.1%	32.8%	48.8%	46.0%	1st Overall
Proportion of Canadians who were attending university or college, by age group (Oct 2007)	Age Groups		Full-Time		Part-Time		Percentage
	15-24		26.9%		2.9%		29.8%
	25-34		5.5%		3.5%		9.0%
	35-44		1.7%		2.1%		3.8%
	45-54		0.6%		0.9%		1.5%
	55-64		0.2%		0.4%		0.5%
	Overall 15-64		6.8%		2.0%		8.8%

Efficient and Inclusive Labour Markets...

Within the Labour Market program activity the Employment Insurance (EI) program promotes individual well being, economic stability and a flexible labour market by providing temporary income support to unemployed workers who qualify under Part I of the Employment Insurance Act. The program encompasses a wide range of income benefits to address the needs of workers and the labour market, including Canadians who are sick, pregnant, or caring 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. The program also provides active employment benefits and measures and temporary income support to Canadians. These measures and income support give Canadians the opportunity to develop skills, improve earnings and become more adaptable to labour market changes.

Labour market programs also enable Canadians, including unemployed adults and targeted groups, such as youth, Aboriginal people and older workers, to develop their skills and encourage them to invest in themselves and become self-reliant. Through this programming the Department promotes economic stability, individual well-being, and a flexible labour market that is capable of adjusting to changes in the economy.

Work has begun on the development of new approaches to ensure labour market training can be made more widely available to Canadians. In support of this, negotiations will continue to take place with provincial and territorial governments to discuss the full transfer of the Labour Market Development Agreements for the delivery of training programs to EI eligible clients. Additionally, a new generation of labour market agreements will be negotiated to assist those clients who are non-EI eligible and are therefore unable to obtain the necessary training and skills development they require to fully participate in the labour market. The department is also exploring the feasibility of transferring federal labour market programs for youth, older workers and persons with disabilities to provincial and territorial governments.

Did You Know? According to the EI Coverage Survey, in 2006, just fewer than 83% of unemployed Canadians were eligible to receive EI benefits. EI maternity and parental entitlement collected by EI claimants for 2004-2005 was at 93.5%. Throughout 2006 to 2010, employment is expected to grow at an annual average rate of 1.4% leading to the creation of about 1.2 million new jobs; the labour force is expected to increase by 1.3%; and, the unemployment rate is expected to decrease gradually to reach 6.0% by 2010, down from 6.8% in 2005.

Competitive Workplaces...

Through the Program Activity "Workplace Skills" HRSDC supports broad economic priorities, such as an adaptable and resilient workforce with high quality skills; a sufficient quantity of skilled workers that meet the needs of employers; and a flexible, efficient labour market.

Workplace Skills aims to improve Canadian economic competitiveness by fostering innovative, productive and inclusive workplaces, where workers are encouraged and supported to develop and use their knowledge, skills and abilities. This program activity promotes and encourages employers across the country to invest in the skills development of their workers.

HRSDC generates accessible and quality labour market information to inform the decision-making of employers and employees; supports and promotes employer and employee investments in skills development; and supports apprenticeships and labour mobility. HRSDC, in collaboration with key stakeholders, also works to improve the integration of internationally trained workers into the workforce by facilitating the assessment and recognition of qualifications acquired outside of Canada. The Department also works to mitigate domestic labour shortages by facilitating the entry of foreign workers to meet short-term labour and skills needs to benefit the Canadian labour market.

Did You Know? Federal/Provincial/Territorial Trade Ministers have called for governments and regulatory bodies to meet their labour mobility obligations by April 1, 2009. HRSDC is committed to working with partners to secure compliance and to accelerate these efforts. The 1st national apprenticeship survey in over 10 years will be released in 2008 providing new information on barriers to completions as well as post-apprenticeship experiences of apprentices. Sector councils in high growth industries will work to facilitate the ability of employers to access potential sources of employees, such as recently laid-off skilled workers from industries in decline. Employer requests for temporary foreign workers have grown by more than 54% since 2006, and demand is expected to continue to grow in the coming years.

Human Resources and Social Development Canada's work pertaining to the Workplace Skills program activity supports the Government of Canada's outcome of an innovative and knowledge-based economy.

On behalf of the department, Service Canada delivers a number of programs, including the Employment Benefits and Support Measures, the Apprenticeship Incentive Grant, Temporary Foreign Worker Program, Aboriginal Human Resource Development Agreements, Opportunities Fund for Persons with Disabilities, and Labour Market Information.

Access to Learning...

Lifelong learning is vital to the well-being of individual Canadians, as well as to the productivity, competitiveness and prosperity of Canada.

A significant key to increased productivity is education. "By increasing education, citizens are better equipped to contribute to the development of public policy and participate fully in public discourse.³ Individuals and society benefit from better health outcomes and reduced crime rates."⁴

Education can serve to level the playing field, allowing those from less advantaged backgrounds to acquire the skills and knowledge needed to get ahead. As knowledge becomes even more important to individual economic advancement, the risks of the lower participation rates of low-income Canadians, youth whose parents did not pursue higher education and Aboriginal peoples include not only lower incomes for individuals and lower productivity, but also an increasingly fractured society and a resulting poorer quality of life for all Canadians.⁵

Did You Know? Budget 2007 strengthened Registered Education Savings Plans by eliminating the $4,000 limit on annual contributions and increasing the lifetime contribution limit to $50,000 from $42,000. Budget 2007 increased the maximum annual Canada Education Savings Grant amount to $500 from $400. The number of beneficiaries who have ever received the Canada Education Savings Grants is anticipated to be 2.5 million by the end of 2010. The number of beneficiaries who have ever received the Canada Learning Bond is anticipated to be 240,000 by March 2011. The Canada Student Loans Program (CSLP) estimates that 580,000 Canadians will benefit from the Program in 2008-2009 (this includes 450,000 students benefiting from loans, grants and non repayable in-study interest subsidies and 130,000 borrowers benefiting from debt management measures).The CSLP estimates that 80,000 Canadians will benefit from Canada Study Grants and Canada Access Grants in 2008-2009. Approximately 100,000 students with demonstrated financial need benefit from millennium bursaries annually from the Canada Millennium Scholarship Foundation (CMSF); 21,000 additional students from low-income families who have demonstrated financial need benefit from millennium access bursaries annually from CMSF; over 1,800 post-secondary students receive an annual millennium entrance award from the CMSF: and up to 1,200 post-secondary students receive in-course excellence awards from the CMSF for demonstrating exceptional merit and community service. The International Academic Mobility initiative will support 50 Canadian post-secondary institutions in providing international education opportunities for Canadian students in North America and Europe in 2008-2009.

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;
• Reducing non-financial barriers (awareness, distance, and time constraints) to adult learning by contributing to the development of innovative approaches to adult learning; and
• Collaborating with provincial and territorial governments and key stakeholders on the delivery of learning programs and services.

To better demonstrate results for Canadians, during 2008-2009 the Department will be using new information gathered through surveys, to establish targets for several new performance indicators. These will be included in future Reports on Plans and Priorities.

The first of these indicators will indicate whether those who need financial assistance are receiving it through the Canada Student Loans Program. Other planned indicators will enable the Program to determine the extent of awareness amongst Canadians of the financial assistance to students that is available, including savings incentives. These new indicators will allow us to determine if those who need the program have access to it and whether or not the programs efforts to make Canadians aware of the options available to assist them to obtain post-secondary education are working.

The Canada Student Loans Program is a horizontal initiative managed by HRSDC as part of the Learning Mandate. The Program is currently undergoing a review that focuses on simplifying the program; the results of the review will be announced in Budget 2008. The Program also manages the Department's relationship with the Canada Millennium Scholarship Foundation (CMSF), with which the government has a funding agreement. The CMSF is a private, independent organization created and funded by an act of Parliament in 1998. "Its objectives are to improve access to post-secondary education for all Canadians, especially those facing economic or social barriers; to encourage a high level of student achievement and engagement in Canadian society; and to build a national alliance of organizations and individuals around a shared post-secondary agenda"⁶. The CMSF delivers bursaries and scholarships to students across Canada and helps reduce student debt and compliments the loans and grants provided by the Canada Student Loans Program.

Plans in Support of Strategic Outcome

Labour Market

Plan: Increase workforce participation and develop the skills of Canadians by working with provinces, territories and partners in the implementation of strategies that will eliminate barriers to employment and improve choices and opportunities

• Lead the development of a new Labour Market Architecture to make labour market training more widely available for Canadians:
  • negotiate the transfer of non-devolved Labour Market Development Agreements to provinces and territories to deliver training programs to EI eligible clients;
  • negotiate a new generation of labour market agreements for non-EI eligible clients such as social assistance recipients, immigrants, persons with disabilities, youth, older workers, and Aboriginal people;
  • explore the feasibility of transferring federal labour market programs to Provinces and Territories including Older Workers, Youth, and Persons with Disabilities.
• Ensure the Employment Insurance program continues to respond to the temporary income support needs of working Canadians:
  • support implementation of government commitments to improve the governance and management of the EI account;
  • develop options and plans to support decisions related to Employment Insurance Pilot projects.
• Develop and implement strategies to enhance skills of Aboriginal people:
  • foster partnerships that help Aboriginal people obtain skills and training to take advantage of job prospects in the North and across Canada;
  • assess, develop and implement options for a post-2009 Aboriginal labour market strategy.

Workplace Skills

Plan: Implement innovative and key workplace skills initiatives, in collaboration with provinces, territories, private sector and stakeholders to improve the quality and the efficiency of the labour market

• Provide leadership on national economic union issues, contributing to a more efficient labour market:
  • work with provinces territories and partners on labour mobility issues, including skilled trades and recognition of credentials (both domestic and foreign) by reducing barriers and enhancing the labour mobility of Canadians;
  • improve the labour market information products and services that are available to Canadians.
• Improve the quality of industry-driven approaches with regard to workplace skills:
  • develop the next phase of the Trades and Apprenticeship Strategy;
  • support sectoral initiatives, including adjustments in all industry sectors including traditional industries and develop new approaches to improve workplace partnerships;
  • facilitate the entry of temporary foreign workers while continuing to ensure Canadians have first access to job opportunities, and develop employer monitoring and compliance measures;
  • Develop tools and other support mechanisms to raise Literacy and Essential Skills of Canadians.

Learning

Plan: Modernize financial assistance to students as announced in the Advantage Canada Plan.

• Complete the transition to the selected Canada Student Loans Program Service Provider.
• Implement recommendations from the Office of the Auditor General’s Report on Federal Loans and Grants for Post-Secondary Education.
• Strengthen program integrity, governance, accountability and stewardship by implementing recommendations from Canada Education Savings Program operational review and evaluations.
• Continue to work with provinces and territories to modernize the delivery of financial assistance to students.

Plan: Develop policy options and instrument choices related to financial and non-financial barriers to learning.

• Continue program policy and diagnostic work with the provinces, territories, other federal government departments and non-governmental organizations to support learners.
• Further enhance the quality of data and research in support of policy development work on key issues, including access to, and the affordability, completion and promotion of, learning.
• Renew and expand the International Academic Mobility Initiative.
• Identify, explore and develop policy options and instrument choices related to financial and non-financial barriers to learning.
• Develop and implement measures to encourage increased savings by Canadians for their children’s post-secondary education.

Logic Model • Labour Market, Workplace Skills and Learning

Strategic Outcome	Enhanced Canadian productivity and participation through effective and inclusive labour markets, competitive  workplaces and access to learning
Program Activity
	Labour Market	Workplace Skills	Learning
2008-2009 Plans	Increase workforce participation and develop the skills of Canadians by working with provinces, territories and partners in the implementation of strategies that will eliminate barriers to employ-ment and improve choices and opportunities	Implement innovative and key workplace skills  initiatives, in collaboration with provinces, territories, private sector and stakeholders to  improve the quality and the efficiency of  the  labour market	Enhance management and delivery of learner  support programs by ensuring programs are  efficient, effective and produce results for  Canadians Continue to address financial and non--financial barriers to post-secondary education and  lifelong learning
Program Activity Expected Results	Unemployed Canadians who qualify under the  EI 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 and between unemployment and re-employment Challenges of a changing labour market are  mitigated through new strategies such as  for  older workers Employers who are able to find skilled workers  and thus improve their productivity and  competitiveness Improved labour market outcomes for  Aboriginal  people	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 training	Reduced financial barriers to participation in  post-secondary education through loans and  grants Canadians with children under 18 have Registered Education Savings Plan savings Canadians with children under 18 years of age are aware of RESP savings incentives Increase access to international education to  enable Canadian students to gain knowlledge and skills that contribute to a competitive edge in  an increasingly global environment
Program Indicators	Number of clients employed and / or returns to  school following an employment program intervention and as a proportion of the total number of clients who complete their employyment program intervention(s) (Clients Employed/Returns to School) Number of clients who become employed or return to school as a result of their particiipation in support programs geared to facilitate entry into the workforce or school (Job Ready/Job Search) Proportion of the total number of Job Ready/Job Search clients who complete their employyment program intervention Number of clients who become employed or return to school as a result of their particiipaation in benefit programs geared towards gaining work experience, improving job skills or starting a  new  business (Developmental) Number of clients participating in Skills Development programming; and proportion of  the total number of clients participating in programs geared towards gaining work experience, improving job skills or starting a  new business (Developmental) Number of apprenticeship clients who received  Benefits provided through EI Part I or II (Developmental). Number of apprenticeeship clients who received Benefits provided through EI Part I or II (Developmental)	Percentage of Sector Councils that meet or  exceed expected level of performance Increase in the number of trades people who  are  fully mobile in Canada through Red  Seal endorsement Portion of skilled immigrants in occupations targeted by systemic foreign credential recognition interventions Number of employees, employers and  partnering organizations participating in  innovative Workplace Skills Initiatives	Client satisfaction with the overall quality of  services provided by the Canada Student Loans Program Percentage of loans consolidated in the 2005-2006 loan year that defaulted by  the end of the 2007-2008 loan year (direct loans only) Percentage of children under 18 years in  the current calendar year who have ever received a Canada Education Savings incenntive (for example, Canada Learning Bond and/or Canada Education Savings Grant) Amount ($) of Registered Education Savings Plan (RESP) assets in a fiscal year Level of satisfaction of students with International Academic Mobility experience
Programs	Employment Insurance Income Benefits Actuarial Services Labour Market Programs Aboriginal Human Resources Development Strategy Aboriginal Skills and Employment Partnerships Employment Benefits and Support Measures Enabling Fund for Official Language Minority Communities Labour Market Adjustments Labour Market Agreements for Persons with  Disabilities Labour Market Development Agreements Transfers Opportunities Fund for Persons with Disabilities Youth Employment Strategy	Foreign workers and Immigrants Foreign Credential Recognition Immigration Portal Interprovincial Labour Mobility Temporary Foreign Worker Program Literacy and Essential Skills Skills and Labour Market information Labour Market Information National Occupational Classification Workplace Partnerships Apprenticeship Incentive Grant Inter-provincial Standards Red Seal Program Sector Councils Trades and Apprenticeship Strategy Workplace Skills Initiative	Student Financial Assistance Canada Education Savings Program International Academic Mobility
	Planned Spending: $16,375.7M / FTE: 328	Planned Spending: $273.8M / FTE: 515	Planned Spending: $2,096.6M / FTE: 396

Program Activity Descriptions

Labour Market

This Program Activity is comprised of Employment Insurance and Labour Market Programs. Employment Insurance programs promote individual well being, economic stability, and a flexible labour market by providing temporary income support to unemployed workers who qualify under Part I of the Employment Insurance Act. Employment Insurance encompasses a wide range of benefits to address the needs of workers and the labour market, including Canadians who are sick, pregnant, or caring 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. Labour Market Programs provide programs and services that are funded from Departmental Reference Levels and for those programs established under Part II of the Employment Insurance Act, the Employment Insurance Account. These programs enable Canadians, including unemployed adults and targeted groups, such as youth and Aboriginal Peoples, to develop their skills and encourage them to invest in themselves and become self-reliant and more adaptable to labour market changes. The operating expenditures are funded from the Departmental Reference Levels and the Employment Insurance Account.

Workplace Skills

This Program Activity collaborates with industry partners and stakeholders through Workplace Partnerships to identify, address, and promote workplace skills development. Workplace Skills improves immigrant integration outcomes through programs such as Foreign Credential Recognition, the Immigration Portal, and the Foreign Worker Program. Workplace Skills also develops and disseminates knowledge and information, which is vital to inform a well-functioning labour market through Skills and Labour Market Information, including National Occupational Classification and Essential Skills. Funding is administered through voted contributions. The operating expenditures are funded from the Departmental Reference Levels and the Employment Insurance Account.

Learning

This Program Activity assists Canadians in acquiring the education and skills that will enable them to participate in a knowledge-based economy and society. In doing so, the program works in close partnership with the provinces and territories, voluntary sector, financial institutions, service providers and other key stakeholders to increase awareness of, preparedness for and access to lifelong learning opportunities by reducing financial and non-financial barriers for today's and tomorrow's learners. Programs within this area are delivered nationally and include statutory and voted programs. In terms of statutory programs, the Canada Student Loans Program promotes accessibility to post-secondary education through the provision of loans and grants to students with demonstrated financial needs. The Program also offers debt management measures to help borrowers with repayment. The Canada Education Savings Program promotes and encourages Canadians to save for a child's post-secondary education through Registered Education Savings Plans by providing grants. In terms of voted programs, the International Academic Mobility initiative administers contribution programming in the area of international student mobility. The operating expenditures are funded from the Departmental Reference Levels and the Employment Insurance Account.

For more details relating to these programs please see Section IV - Other Items of Interest.

Financial Tables: Labour Market, Workplace Skills and Learning

Strategic Outcome: Enhanced Canadian productivity and participation through efficient and inclusive labour  markets, competitive workplaces and access to learning
	Planned Spending
	2008-2009	2009-2010	2010-2011
Financial Resources (in millions of dollars)
Labour Market
Gross Operating Expenditures	45.4	44.4	44.2
Voted Grants and Contributions	1,324.6	1,244.0	1,229.0
Statutory Transfer Payments	0.1	0.1	0.1
Total Gross Expenditures	1,370.1	1,288.5	1,273.3
Employment Insurance Part I - Income Benefits	12,827.0	13,435.0	13,915.0
Employment Insurance Part II - Employment Benefits and Support Measures	2,136.3	2,136.3	2,136.3
Government Annuities and Civil Service Insurance Payments	42.3	39.7	37.3
Sub-Total Labour Market	16,375.7	16,899.5	17,361.9
Workplace Skills
Gross Operating Expenditures	68.3	67.8	67.6
Voted Grants and Contributions	205.5	192.0	172.7
Sub-Total Workplace Skills	273.8	259.8	240.3
Learning
Gross Operating Expenditures	158.1	142.1	138.0
Voted Grants and Contributions	7.0	7.1	7.3
Statutory Transfer Payments	1,025.2	1,039.1	1,045.5
Total Gross Expenditures	1,190.3	1,188.3	1,190.8
Loans disbursed under the Canada Student Financial Assistance Act	906.3	733.2	617.6
Sub-Total Learning	2,096.6	1,921.5	1,808.4
Total	18,746.1	19,080.8	19,410.6
Human Resources (Full Time Equivalents)
Labour Market	328	314	314
Workplace Skills	515	516	516
Learning	396	436	439
Total - Full Time Equivalents	1,239	1,266	1,269
Details by Programs and Services
Financial Resources (in millions of dollars)
Labour Market
Employment Insurance	12,881.3	13,486.4	13,964.0
Labour Market Programs	3,479.5	3,396.1	3,380.9
Allocated Internal Services a	14.9	17.0	17.0
Sub-Total	16,375.7	16,899.5	17,361.9
Workplace Skills
Workplace Partnerships	170.9	166.1	152.0
Foreign Workers and Immigrants	29.4	20.0	17.6
Skills and Labour Market Information	5.6	5.6	5.6
Literacy and Essential Skills	35.2	32.7	29.7
Others b	8.9	8.9	8.9
Allocated Internal Services a	23.8	26.5	26.5
Sub-Total	273.8	259.8	240.3
Learning
Student Financial Assistance	1,430.4	1,241.3	1,118.0
Canada Education Savings Program	631.5	641.5	650.8
International Academic Mobility	4.0	4.0	4.0
Others b	9.9	9.8	10.3
Allocated Internal Services a	20.8	24.9	25.3
Sub-Total	2,096.6	1,921.5	1,808.4
Total	18,746.1	19,080.8	19,410.6
Human Resources (Full Time Equivalents)
Labour Market	328	314	314
Workplace Skills	515	516	516
Learning	396	436	439
Total - Full Time Equivalents	1,239	1,266	1,269
aInternal Services resources related to the Ministers' Offices, the Deputy Ministers' Offices, the Comptroller's Office, the Internal Audit Services and the Shared Services have been prorated to each program activity. bOther category is for the resources which are not directly related to the sub-activities identified.

Safe, Healthy, Fair, Stable, Cooperative, Productive Workplaces and Effective International Labour Standards

C. Labour

The workplace is where Canada's wealth is generated and where many Canadians spend a significant proportion of their day. Therefore, fulfilling the mandate of the Labour Program that deals with workplace issues is crucial to the performance of Canada's economy and the well-being of its citizens. That mandate can be defined, in general terms, as supporting balanced, cooperative relationships between employers and employees and fostering safe, healthy, fair, and productive work environments. This mandate operates at three levels:

• Federal Jurisdiction Mandate - The development and administration of labour-related legislation governing federally-regulated private sector employers, which employ approximately 8.5 per cent of the Canadian labour force. In addition, the federal public sector is covered by occupational health and safety legislation.
• National Mandate - National leadership and coordination within the network of labour jurisdictions in Canada in the interests of strengthening the Canadian economic union and sharing best practices.
• International Mandate - Managing Canada's international labour affairs, including the negotiation and implementation of international labour agreements, often in the context of free trade agreements, and representation of Canada in the International Labour Organization and other multilateral organizations dealing with labour issues.

The primary stakeholders of the Labour Program are employers, employees and unions in the key economic sectors covered by federal labour laws and programs. These sectors include:

• Interprovincial and international transportation (airlines, rail, inter-provincial trucking, ports and airports);
• Telecommunications (broadcasters, cable companies, telecom companies, Internet providers);
• Chartered banks;
• The post office and courier companies;
• Industries declared by Parliament to be in the national interest, such as grain handling and uranium mining;
• Aboriginal governments, their employees, and certain Aboriginal undertakings;
• A wide range of companies who have major contracts with the federal government and are therefore covered by the Federal Contractor Program for Employment Equity;
• Federal Crown corporations; and
• Federal departments and agencies for occupational health and safety purposes.

The Labour Program's federal jurisdiction mandate covers an estimated 46,000 Canadian workplaces employing approximately 1.1 million employees. The Labour Program's clients are employers, their employees and unions in key sectors of the economy. These clients are generally sophisticated, intensely concerned with all aspects of labour policy, and well organized, whether through labour organizations or business associations. Labour Program clients expect high levels of professionalism in both administration and policy development. Beyond the federal jurisdiction, the Labour Program interacts with a wide variety of business, labour and other non-governmental organizations on both national and international issues.

The economic importance of industries under federal jurisdiction is enormous. Significant economic and social impacts can be caused by labour strife in such industries as air transportation, telecommunications, railways, ports, and postal and courier services. Not only do employers and unions in these industries look to the Labour Program to facilitate constructive labour relations, but thousands of businesses in provincial jurisdictions can also be immediately impacted by labour disputes in the federal jurisdiction. Transportation and communications are critical elements in the infrastructure of the economy, and third-party impacts of work stoppages in these sectors are immediate and substantial.

Rights in the workplace are among the most tangible and important rights that citizens have in practical, day-to-day terms. The presence of the Government of Canada is represented directly to thousands of Canadians every year in workplaces across the country by officials of the Labour Program. The Labour Program's compliance programs are particularly significant in the case of non-unionized employees. Employees who are dismissed or who are not properly paid their wages and who have no union to represent their interests must rely on a Labour Program officer to protect their rights. The lack of access, or prolonged delays in obtaining responses to complaints, can have a serious impact on personal lives, and be far more costly to employers, employees and the government than rapid resolution through mediation or other forms of alternate dispute resolution.

Strategic Outcome Indicators

Labour
Indicators	Current Level		Year
Percentage of total working days lost due to work stoppages (federal jurisdiction)		Less than 1% (2006)	2006
Representation of designated groups in all occupations and workforce availability, employers covered under the Legislated Employment Equity Program	Representation of Designated Groups
	Women	43.3%	2005
	Aboriginal Peoples	1.8%	2005
	Visible Minorities	14.1%	2005
	People with Disabilities	2.7%	2005
	Workforce Availability (2001)
	Women	47.3%	2001
	Aboriginal Peoples	2.6%	2001
	Visible Minorities	12.6%	2001
	People with Disabilities	5.3%	2001

Employees and employers rely on Labour Program officials to promote and protect their health and safety at work. The right to refuse dangerous work and other rights related to occupational health and safety have important implications for both employees and employers. A strong, proactive occupational health and safety program is the most effective way to reduce accidents and occupational diseases in the workplace, which benefits both employees and employers. Fewer accidents reduce the costs incurred as a result of injury or illness, but also result in increased job satisfaction and productivity. The consequences of lax administration in this field can include high costs to companies and the economy, and can be tragic at the level of the individual worker. On the other hand, there are very large potential savings for public health care and workers' compensation systems when good occupational health and safety practices are in place.

Women, Aboriginal peoples, members of visible minorities, and persons with disabilities look to the Labour Program to promote equal employment opportunity through the administration of the Employment Equity Act and the Federal Contractors Program for Employment Equity. Over 500 federally-regulated employers, the federal public service, and some 1,000 federal contractors under provincial jurisdiction are covered by employment equity requirements. These employers must identify areas of under-representation, remove barriers to the designated groups, and implement a plan to achieve appropriate representation. The Racism-free Workplace Strategy, as part of the Government of Canada's Action Plan against Racism, complements employment equity requirements by educating employers and providing resources that are aimed at eliminating barriers to employment and advancement faced by members of visible minorities and Aboriginal people - this includes supporting advancement in the workplace.

Internationally, it is increasingly recognized that alongside trade liberalization, which brings substantial economic benefits, it is important to address the social dimensions of globalization. This includes promoting respect for core international labour standards, a complex undertaking that requires the Labour Program to represent Canada in multilateral labour forums in this hemisphere and globally, and to negotiate bilateral labour agreements and cooperative frameworks with partners on various continents. Because significant numbers of these partners are developing countries, the Labour Program is facing growing pressure to provide technical assistance to help them meet international labour standards and agreement obligations. The important role played by the Labour Program in Canada's trade agenda has led to new levels of collaboration with other actors crucial to successful management of trade-related labour issues in a globalized world; namely, other government departments, provincial and territorial ministries of Labour, union and employer associations, and other donor countries.

In addition to managing its ongoing operations in the 2008-2009 fiscal year, the Labour Program will focus on a number of priority initiatives.

Some of these initiatives relate to programs and policies that have already been approved. One is implementation of a comprehensive package to facilitate the reinstatement of military reservists into employment or post-secondary studies after a period of service with the Canadian Forces. This package includes job protection for reservists working in the federally-regulated private sector or the federal public service, relief from student loan payments for student-reservists during periods of military service, and collaboration with provinces and territories to promote effective measures for reservists across the country.

A second initiative that will be implemented in 2008-2009 is the Wage Earner Protection Program, which was approved by Parliament in 2005 and can now be brought into force thanks to technical amendments passed in December 2007. The program will compensate workers, up to a limit of approximately $3,000, for unpaid wages and vacation pay owed to them by employers who are declared bankrupt or are subject to receivership under the Bankruptcy and Insolvency Act.

A third set of initiatives relates to recent regulatory improvements in the area of occupational health and safety. Guidance materials and enabling tools will be developed to assist workers and employers to implement effective programs to help reduce musculoskeletal injuries due to poor workplace ergonomics and to prevent violence in the workplace.

Finally, the Labour Program will continue to implement its new Pay Equity Program, which promotes equal pay for work of equal value through a combination of specialized information, monitoring, and mediation.

In addition to implementing approved initiatives on the domestic front, the Labour Program will endeavour, consistent with Government policy, to advance Canadian interests and values in the negotiation and implementation of international labour standards and agreements. These efforts will occur in both bilateral contexts - notably during the negotiation of free trade agreements - and multilateral contexts - particularly the International Labour Organization.

The Labour Program will also seek to enhance the engagement of Canada's provinces and territories on international labour issues. Of particular importance are adherence to Labour Cooperation Agreements that Canada signs with its free trade partners, ratification of international labour conventions, and collaboration with respect to the International Labour Organization.

A final category of priority activities is the development of innovative policy and program options that respond to the evolving realities of Canadian workplaces. In this connection, key activities will include the exploration of the causes and impact of work stoppages and options for reducing their frequency and duration in federally-regulated industries; analysis of the recommendations of the Federal Labour Standards Review and discussions on next steps with stakeholders; improvements to the administration the Government Employees' Compensation Act, which provides benefits for federal employees who are injured on the job; and development of information and options for the consideration of the Parliamentary Committee charged with the five-year review of the Employment Equity Act. Labour Program staff, working with others, will also continue to examine labour-related issues raised by stakeholders or in public discussion; examples include leave provisions for pregnant and nursing women and for victims of criminal activity, best practices with respect to work-life balance, and pandemic planning in the workplace context.

More information on the Labour Program can be found at: www.hrsdc.gc.ca/en/gateways/nav/top_nav/program/labour.shtml

Plans in Support of Stategic Outcome

Labour

Plan: Fully implement recently-approved programs and policies aimed at fostering fair and productive workplaces

• Play a key role in implementation of a comprehensive package to facilitate the re-integration of military reservists into employment or studies after a period of service with the Canadian Forces.
• Working with Service Canada, complete the design and ensure the implementation of the new Wage Earner Protection Program.
• Provide employers and workers with information and support related to regulatory changes that address ergonomics and violence in the workplace issues and ban smoking rooms.
• Implement the new Pay Equity Program, which is based on increased and specialized information, mediation, and monitoring activities.

Plan: Advance Canadian interests and values in the negotiation and implementation of international labour standards and agreements

• Pursue the conclusion and implementation of Labour Cooperation Agreements with countries that have, or are negotiating, free trade accords with Canada, and of Memoranda of Understanding on labour cooperation with other key states.
• Work to ensure that the International Labour Organization (ILO) focuses its efforts on practical activities that produce tangible results and that Canada’s interests are protected in the context of ILO deliberations.
• Work to improve federal-provincial-territorial cooperation on international labour matters.

Plan: Develop innovative policy and program options that respond to the evolving realities of Canadian workplaces

• Explore options for reducing the risk, frequency, and duration of work stoppages in federally regulated industries.
• Develop, and consult with stakeholders on, concrete options flowing from the Review of Part III (Labour Standards) of the Canada Labour Code.
• Develop, in collaboration with provincial workers’ compensation boards, options for improving administration of the Government Employees’ Compensation Act (GECA) and, in collaboration with other federal departments, for strengthening disability management activities by employers covered by that legislation.
• Develop options for presentation before the Parliamentary Committee charged with examination of the Employment Equity Act, when that examination is begun.

Logic Model • Labour

Strategic Outcome Safe, healthy, fair, stable, cooperative, productive workplaces and effective international labour standards
Program Activity
Labour
2008-2009 Plans	Develop innovative policy and program options that respond to the evolving realities of Canadian workplaces Fully implement recently-approved programs and policies aimed at fostering fair and productive workplaces Advance Canadian interests and values in the negotiation and implementation of international labour standards and agreements
Program Activity Expected Results	Safe, healthy, stable, cooperative and productive workplaces Reduction in lost-tie injuries and fatalities in the federal labour jurisdiction Federal and provincial-territorial governments work together on key labour issues, including occupational health and safety, labour standards, employmet equity, industrial relation and international labour affairs activities Fulfillment of Canada's international labour commitments
Program Indicators	Percentage of collective bargaining disputes settled under Part I (Industrial Relations) of the Canada Labour Code without work stoppage Percentage of unjust dismissal complaints settled by inspectors (Part III (Labour Standards) of the Canada Labour Code) Disabling Injury Incidence Rate (DIIR) measuring the change in the rate of time-loss 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 data
Programs	Federal Mediation and Conciliation Service National Labour Operations International and Intergovernmental Labour Affairs Workplace Policy and Information
Planned Spending: $271.4M / FTE: 936

Program Activity Description

Labour Program

This Program Activity promotes and sustains stable industrial relations and a safe, fair, and productive workplace within the federal labour jurisdiction. It collects, disseminates, and analyzes labour and workplace information; fosters constructive labour-management relationships; ensures compliance with minimum labour standards and occupational health and safety protections; and represents Canada in international labour matters. The Labour Program's federal jurisdiction mandate reaches an estimated 46,000 Canadian workplaces and approximately 1.1 million employees. Many of the stakeholders of the Labour Program are sophisticated, intensely concerned with labour policy, and well organized, whether through unions or through business associations. Beyond the federal jurisdiction, the Labour Program interacts with a wide variety of business, labour and other non-governmental organizations representing the different interests of Canadians on both national and international labour issues.

From the point of view of the average worker, the Labour Program's role is to protect his or her rights at work. Employees who are members of unions often benefit from the services of Labour Program Mediation and Conciliation Officers who assist their unions and employers in resolving collective agreement disputes in a productive manner without disruption to their working lives. Employees who are dismissed or who are not properly paid their wages, and who have no union to represent their interests, must turn to a Labour Program officer for assistance. Employees rely on Labour Program officials to protect their health and safety at work by promoting a culture of health and safety, including the use of workplace health and safety committees, and by enforcing the right to refuse dangerous work and other rights related to occupational health and safety. Aboriginal people, visible minorities, women and persons with disabilities look to the Labour Program to promote equality of employment opportunities. The operating expenditures are funded from the Departmental Reference Levels and the Employment Insurance Account.

Financial Tables

Labour
Strategic Outcome: Safe, healthy, fair, stable, cooperative, productive workplaces and effective international labour standards
	Planned Spending
	2008-2009	2009-2010	2010-2011
Financial Resources (in millions of dollars)
Labour
Gross Operating Expenditures	98.3	104.8	105.0
Voted Grants and Contributions	3.9	3.9	3.9
Statutory Grants and Contributions	31.2	31.2	31.2
Total Gross Expenditures	133.4	139.9	140.1
Workers' Compensation Payments	138.0	141.0	145.0
Total	271.4	280.9	285.1
Human Resources
Full Time Equivalents	936	968	970
Details by Programs and Services
Financial Resources (in millions of dollars)
Labour
Federal Mediation and Conciliation Service	8.4	8.4	8.4
National Labour Operations	182.9	185.9	189.9
International and Intergovernmental Labour Affairs	6.2	6.2	6.2
Workplace Policy and Information	38.7	38.7	38.7
Others b	1.5	1.5	1.5
Allocated Internal Services a	33.7	40.2	40.4
Total	271.4	280.9	285.1
Human Resources
Full Time Equivalents	936	968	970
a Internal Services resources related to the Ministers' Offices, the Deputy Ministers' Offices, the Comptroller's Office, the Internal Audit Services and the Shared Services have been prorated to each program activity.
b Other category is for the resources which are not directly related to the sub-activities identified.

Enhanced Income Security, Access to Opportunities and Well-Being for Individuals, Families and Communities

D. Social Investment, Children and Families, Housing and Homelessness⁷

Well-being for Individuals, Families and Communities...

Canada's economic prosperity, dynamic labour market, and its strong and vibrant society are closely linked to the security and well-being of Canadians, their families and communities.

The Government of Canada is committed to helping all Canadians meet their needs by continuing to invest in the future of Canadian families and communities, and help those seeking to break free from the cycles of homelessness and poverty.

Strategic Outcome Indicators
Social Investment, Children and Families, Housing and Homelessness
Indicators	Current Level		Year
Number of and proportion of individuals aged 65 years +, who had low family income.	241,900	6.1% of all Seniors	2005
Number and proportion of individuals aged 65 years + who would have had low income without public pension support.	1,963,400	49.4% of all Seniors	2005
Percentage of recipient's individual income provided by the CPP-D benefit		42.6% (includes QPP clients)	2004)
Primary child care arrangements for children aged 1 to 5 years		45% parental 55% non-parental 27.4% care by a relative 36.3% care by a non-relative 30.5% daycare centre 5% other	2004-2005
Percentage of young children with average to advanced levels of verbal development		86.5% of children 4-5 years of age displayed average to advanced levels of verbal development	2004-2005
Percentage of young children living in families exhibiting positive family functioning		91.3% of children from birth to five years of age lived in well-functioning families	2004-2005
Incidence of Low Income - Change in the number and percentage of families and children that fall below the post-tax low income cut-offs (post-tax LICOs), due to the National Child Benefit, in one year.	Due to the National Child Benefit initiative, in 2003, an estimated 159,000 children in 60,500 families were prevented from living in low income.  This is a 12.4 percent reduction in the number of families with children living in low income in 2003.
Depth of Low Income - Change in the aggregate amount of income that low-income families would need to reach the post-tax low income cut-offs (post-tax LICOs), due to the National Child Benefit, in one year.	For families with children who received the National Child Benefit Supplement in 2003, the National Child Benefit reduced the depth of low income by a total of $610 million, or 16.1 percent.
Core Housing Need	1.5 million Canadian households	13.7%	2001 Census

As highlighted at the outset of this report, individuals, families and communities are facing new challenges. HRSDC is working with other government departments, stakeholders, and the provinces and territories to address these challenges.

HRSDC provides a number of programs and services for Canadians to supply them with the support, knowledge, and information they need to maintain their well-being and facilitate their participation in all areas of society. There is a special emphasis on vulnerable Canadians.

In 2008-2009, HRSDC will continue its efforts to build and improve social investments for Canadians with a focus on core social programs for:

• children and families;
• seniors;
• people with disabilities;
• communities; and
• homeless people and those at risk of homelessness.

The Department will achieve this by ensuring that programs are accountable, efficient and managed to achieve results.

Enhanced Income Security...

Ensuring income security is essential to the quality of life and well-being of Canadians. HRSDC develops and administers a broad range of programs that address the needs of seniors, people with disabilities and children and families. For example, in delivering and administrating the Canada Pension Plan and Old Age Security, the Department is committed to ensuring that seniors receive all the retirement benefits to which they may be entitled.

Income security is also a significant challenge for people with disabilities. Many of these individuals are not always able to earn an adequate income through employment. Recognizing these factors, the Government of Canada uses its fiscal and tax policies to support people with disabilities and their caregivers through a variety of income support measures and tax incentives. HRSDC also manages the Canada Pension Plan Disability program which pays monthly benefits to eligible contributors to enhance the social and economic participation of people with disabilities.

Did You Know? Today's seniors are living longer and are healthier in old age, and their financial situation has improved significantly over the past 25 years. The educational attainment of seniors has soared, and their attachment to the labour market has increased over the last decade. During 2008, the Government will keep its promise to pay up to $3,500 in grants to match the contributions to Registered Disability Savings Programs which families and individuals make. The Government will also pay up to $1,000 in bonds to Disability Tax Credit eligible low-income adults and low-income families with eligible children, which do not require private contributions to qualify.

The program is Canada's largest long-term disability insurance plan and is an important source of earnings replacement for Canada Pension Plan contributors who cannot work due to a severe and prolonged disability. In terms of new disability-related programming, the Department will implement the Registered Disability Savings Program announced in Budget 2007. This initiative will assist people with severe disabilities who qualify for the Disability Tax Credit to have savings to meet their needs later in life.

The economic security of families with children is another key area of concern for HRSDC. Despite a strong economy, some families with children continue to face challenges, and HRSDC is focused on improving conditions for those families with children living in low income.

Access to Opportunities

Access to opportunities refers to a wide variety of social programs and services that help individuals and families who face barriers in society and in the labour market. For HRSDC this means strengthening and building capacity to increase access to services, information, and resources, as well as funding and encouraging social programs that empower and engage citizens.

Recognizing that the needs of families are diverse, the Government of Canada provided parents with the flexibility to choose the option that best suits their needs. The 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. HRSDC will continue to support the implementation of the Universal Child Care Benefit, the cornerstone of Canada's Universal Child Care Plan. Through the Universal Child Care Benefit, parents receive $100 per month (up to $1200 per year) for each child under the age of six, to help support them in the choice of child care that best meets the needs of their family.

Did You Know? The employment rate of mothers, including those with young children, roughly doubled in the past 30 years. Dual earner families with both parents in the paid labour force are increasingly the norm. In 2006, couples without children (42.7%) outnumbered couples with children (41.4%) for the first time. Young people are delaying transitions. In 2006, 43.5% of the 4 million young adults aged 20 to 29 either stayed in the parental home or moved back in. An estimated 2.8 million Canadians provide unpaid care to family and friends. As the population over 65 grows, so will pressures on family members to provide care. Each year, the Universal Child Care Benefit provides $2.4 B to 1.5 million families on behalf of 2 million children.

HRSDC continues to examine key pressures and challenges confronting Canadian families to create conditions and opportunities for success. HRSDC is committed to demonstrating federal leadership to provide greater choice and flexibility in child care, and fostering a work life balance.

HRSDC will continue to ensure that low-income families are effectively supported through the National Child Benefit initiative. Through this initiative, the federal government works in partnership with provincial and territorial governments to provide income support, as well as benefits and services, for low-income families and their children. The Government of Canada's contribution to this initiative is the National Child Benefit Supplement. In 2008-2009, the Department will also contribute to the continued development of supports for the working poor.

In addition, HRSDC will continue to work with its provincial and territorial colleagues on the implementation of commitments made in intergovernmental agreements in support of young children and their families. This includes the 2000 Federal/ Provincial/Territorial Early Childhood Development Agreement and the 2003 Multilateral Framework on Early Learning and Child Care, as well as monitoring the investments made by provinces and territories in support of the creation of child care spaces as outlined in Budget 2007.

As the federal government's focal point for seniors' issues, HRSDC supports and co-ordinates federal efforts to identify challenges and opportunities created by the growing seniors population. HRSDC will continue to work with other federal government departments and with the provinces, territories and stakeholders, on the policy, program development and coordination of the Government's approach to seniors' issues in Canada. HRSDC will also support the work of the Secretary of State (Seniors) and the National Seniors Council.

To improve the well-being of seniors, the Department will continue to deliver the New Horizons for Seniors Program. HRSDC will implement the two new components of the Program announced in Budget 2007 to maintain existing programs and activities for seniors and to help reduce elder abuse and fraud.

HRSDC also supports the Government of Canada on matters affecting people with disabilities. HRSDC strives to improve awareness, coherence, and horizontal management of disability issues within the Department, and across the Government of Canada. In this capacity, HRSDC's Office for Disability Issues will continue to serve as a model of accessibility for the federal government, and provide leadership in promoting accessible workplaces throughout the government. The Department will implement the Enabling Accessibility Fund announced in Budget 2007 to improve accessibility for people with disabilities in their communities by providing funding to contribute to the creation of abilities centres and small capital improvements on existing community buildings.

To contribute to the well-being of individuals, families and communities, HRSDC is committed to supporting the efforts of the community not-for-profit sector to innovate, strengthen networks of collaboration, promote self-sufficiency and share good practices to contribute to community well-being.

There is an emerging phenomenon across Canada where communities are developing unique and innovative local initiatives to improve the social and economic well-being of their residents. HRSDC is working to support these initiatives by helping communities in the area of early childhood development through the Understanding the Early Years initiative, supporting community data development, sharing information across federal departments about Canadian and international trends in community development, and working with the not-for-profit sector.

HRSDC works to prevent and reduce homelessness by working with communities to ensure increased strategic engagement with partners and improved coordination and delivery of services. The goal is to ensure the long-term sustainability of community efforts. To this end, the Homelessness Partnering Strategy provides $269.6M over two years to help put in place the structures and supports needed to move individuals towards self-sufficiency and participation in Canadian society. The Strategy focuses on longer-term supportive and transitional housing as its approach to homelessness in Canada. By working with communities, provinces and territories, the private and not-for-profit sectors and Aboriginal partners, the Strategy encourages an effective alignment of federal/provincial/territorial investments and facilitates access to the range of services and programs needed by homeless individuals and families. Under the Homelessness Partnering Strategy, the federal government offers the provinces and territories the opportunity to enter into bilateral arrangements to improve collaboration between the two levels of government.

Did You Know? Canada's homeless population has many faces: men, women, children, youth, newly arrived immigrants, refugees, victims of spousal violence, persons suffering from mental illness or addictions, and low-wage workers. The Homelessness Partnering Strategy focuses on providing stable housing as the starting point and then provides additional supports as needed - such as life skills, health and addictions counselling, training, and parenting skills.

Homelessness has a significant impact on other federal policy areas, including health, crime prevention, immigrant settlement and employment. As such, in 2005, the Auditor General recommended strengthened horizontal accountability. The Homelessness Partnering Strategy supports this recommendation and, therefore, has earmarked $1.6M over two years under the Strategy to test innovative horizontal collaboration with other relevant federal programs and policies. Upon conclusion, the results of these pilot projects are expected to inform future homelessness policy development.

Plans in Support of Strategic Outcome

Social Investment

Plan: Raise awareness of seniors’ issues and improve the retirement income system

• Develop and advance policy options to address the issue of elder abuse.
• Develop and implement a plan to inform people about the retirement income system and their role within it.
• Continue review of the Old Age Security Act and the Canada Pension Plan to ensure that the programs meet current and future needs. Implementation of Bill C-36 (an Act to amend the Canada Pension Plan and Old Age Security Act) will be a priority for 2008-2009, particularly those amendments dealing with lifetime Guaranteed Income Supplement applications.
• Support the National Seniors Council on matters related to the well-being and quality of life of seniors.
• Lead the development of policy proposals for the Canada Pension Plan Triennial Review.

Plan: Promote the full participation of people with disabilities in all aspects of society and community life

• Improve awareness, coherence, and horizontal management of disability policies and programs within HRSDC and across the Government of Canada.
• Develop and implement a disability management strategy for HRSDC and the portfolio in collaboration with internal partners.
• Lead in the provision of strategic policy advice, plans and initiatives to achieve the objectives of the 2010 Olympic and Paralympic Winter Games.
• Develop regulations and prepare options and Cabinet documents to prepare for the implementation and administration of the Registered Disability Savings Plan.
• Make strategic investments in community infrastructure through the Enabling Accessibility Fund.
• Develop and advance policy options for a Canadians with Disabilities Act.
• Ensure that the Canada Pension Plan (CPP) remains responsive to the current and future needs of Canadians receiving CPP Disability Benefits by contributing to the CPP Triennial Review.
• Begin Phase II of the summative evaluation of the Canada Pension Plan Disability Program, which will gather mostly quantitative evidence to address evaluation questions regarding the net impacts of the Canada Pension Plan Disability program, on both applicants and beneficiaries.

Plan: Support not-for-profit community sector efforts to innovate, strengthen networks of collaboration, develop capacity and share good practices to contribute to community well-being

• Make strategic investments through the Social Development Partnerships Program in national not-for-profit organizations to improve social outcomes for children, families, people with disabilities and other vulnerable populations consistent with the social priorities of the Government. Prepare for the renewal of the program whose terms and conditions expire in March 2009.
• Increase the participation of seniors through projects funded through the New Horizons for Seniors Program and implement the new program components on capital assistance to maintain existing seniors’ programs and activities, and on the promotion of awareness of elder abuse.
• Develop research, knowledge and policy expertise on social financing to better understand the opportunities for strengthening investments in social infrastructure and services, and address the financing needs of the community non-profit sector.
• Support experimental approaches to community self-help, and the transfer of knowledge across Canada of best practices, models and strategies to promote resilient communities.
• Support a government dialogue on understanding “place-based” policy approaches, models, and best practices in horizontal collaboration and partnerships to contribute to community well-being.

Children and Families

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

• Continued implementation of the Universal Child Care Benefit for all children under six, in partnership with Canada Revenue Agency, including a formative evaluation.
• Continued implementation of commitments in existing Intergovernmental (F/P/T) Agreements (2000 Federal/Provincial/Territorial Early Childhood Development Agreement and the 2003 Federal/Provincial/Territorial Multilateral Framework on Early Learning and Child Care).
• Monitoring of provincial and territorial investments of $250M in support of creation of child care spaces, as per commitments in existing intergovernmental agreements.
• Continue to work with provincial and territorial governments on the National Child Benefit initiative.

Housing and Homelessness

Plan: Implement the Homelessness Partnering Strategy

• Seek Cabinet approval for renewal of the Homelessness Partnering Strategy - present terms and conditions expire in March 2009.
• Allocate program funding based on approved community plans/projects, and update program guidelines and tools to implement the Homelessness Partnering Strategy that will ensure continuity of services to homeless people.
• Focus on achieving tangible results for homeless and at risk persons through an approach that focuses on longer-term supportive and transitional housing.

Plan: Develop partnerships to better align investments

• Hold discussions with provinces and territories to offer the opportunity to participate in bilateral arrangements to better align investments in support of community efforts.
• Shape meaningful public-private partnerships in the context of addressing homelessness challenges.

Plan: Strengthen horizontal links between Housing and Homelessness and other policy areas

• Develop and advance policy options to help Canadians seeking to break free from the cycles of homelessness and poverty.
• Develop pilot projects with other federal departments to test collaborative approaches to the prevention and reduction of homelessness, as well as to reduce the impact of homelessness on other related policy areas and vice versa.

Logic Model • Social Investment, Children and Families, Housing and Homelessness

Strategic Outcome Enhanced income security, access to opportunities and well-being for individuals, families and communities
Program Activity
	Social Investment	Children and Families	Housing and Homelessness
2007-2008 Plans	Raise awareness of seniors' issues and improve the retirement income system Support full participation of persons with disabilities in the labour market and society Support non-profit community sector efforts to innovate, strengthen networks of collaboration, develop capacity and share good practices to contribute to community well-being	Provide support and choices for families, through Canada's Universal Child Care Plan and other existing initiatives, to help ensure their children have the best possible start in life	Implement the Homelessness Partnering Strategy Develop partnerships to better align investments Strengthen horizontal links between Housing and Homelessness and other policy areas
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 departmental initiatives and through working with partners	Provide families with a choice in child care Support low-income families with children	Contribution, with partners, to a more sustainable and comprehensive continuum of supports to help homeless Canadians move towards self-sufficiency and to prevent those at-risk from becoming homeless
Program Indicators	Percentage of CPP contributors who have contributory coverage/eligibility for CPP-D Number of new community-based social development projects or initiatives that have been supported to promote the participation of children and families, people with disabilities or other vulnerable populations Number of seniors involved in New Horizons for Seniors community projects	Percentage of families who are receiving the Universal Child Care Benefit for their children under age 6.	Amount invested in communities by external partners (not-for-profit groups, private sector organizations and other government departments) for every dollar invested by the Homelessness Partnership Initiative Percentage of all Homelessness Partnering Strategy investments targeted to long-term stable housing and related services
Programs	Old Age Security Canada Pension Plan Seniors Secretariat International Policy and Agreements Social Development Partnerships Program - Disability Component Canada Pension Plan Disability Benefits Appeals Social Development Partnerships Program - Communities Component New Horizons for Seniors Intercountry Adoption	Universal Child Care Benefit National Child Benefit Initiative	Homelessness Partnership Initiative Homelessness Accountability Network Surplus Federal Real Property for Homelessness Initiative
Resources	Planned Spending $63,028M /FTE: 1,219	Planned Spending: $2,488.2M /FTE: 155	Planned Spending: $165.6M /FTE: 376

Program Activity Descriptions

Social Investment

This Program Activity provides Canadians with pensions and benefits for retirement, death, and disability through the Old Age Security Act and the Canada Pension Plan. It also includes Social Investment programs, policies, and grants and contributions designed to ensure that children, families, seniors, communities, and people with disabilities are provided with knowledge, information, and opportunities to move forward with their own solutions to social and economic challenges. The operating expenditures are funded from the Departmental Reference Levels and the Canada Pension Plan Account.

Children and Families

This Program Activity provides support to families to ensure all children have the best possible start in life; that parents have choice in childcare, to ensure the needs of those who provide care to loved ones are taken into account and that families' economic security is sustained. This activity also undertakes specific initiatives supported by multilateral agreements between the Federal Government and Provinces and Territories through programs such as the Canada's Universal Child Care Plan, the National Child Benefit, and Multilateral Framework on Early Learning and Child Care. The operating expenditures are funded from the Departmental Reference Levels.

Housing and Homelessness⁸

This Program Activity provides programs and services that assist communities in helping homeless individuals and families, as well as those at risk of homelessness, move towards self-sufficiency, thereby contributing to society and the economy. This is accomplished through partnerships with all levels of government, the voluntary and private sectors, foundations, faith-based communities and unions. The activity accomplishes its objectives through the Homelessness Partnering Strategy, a class contribution and class grant program. The four class contribution programs are: Homelessness Partnership Initiative - Designated Communities, Homelessness Partnership Initiative - Outreach Communities, Homelessness Partnership Initiative - Aboriginal Communities, and Homelessness Partnership Initiative - Federal Horizontal Pilot Projects. The Homelessness Knowledge Development Program is a class contribution and class grant program that addresses the gaps and priorities in knowledge around issues of homelessness in Canada. The Surplus Federal Real Property for Homelessness Initiative, whose funds are administered through Public Works and Government Services Canada, provides surplus federal properties to communities across Canada to address their local homelessness-related needs. The operating expenditures are funded from the Consolidated Revenue Fund.

Financial Tables

Social Investment, Children and Families, Housing and Homelessness
Strategic Outcome: Enhanced income security, access to opportunities and well being for individuals, families and communities
	Planned Spending
	2008-2009	2009-2010	2010-2011
Financial and Human Resources
Financial Resources (in millions of dollars)
Social Investment
Gross Operating Expenditures	145.4	146.9	143.1
Voted Grants and Contributions	71.7	63.9	48.7
Statutory Grants and Contributions: Old Age Security	25,321.0	26,519.0	27,798.0
Guaranteed Income Supplement	7,696.0	7,974.0	8,264.0
Allowances	573.0	597.0	620.0
Registered Disability Savings Plan	115.0	165.0	210.0
Total Statutory Grants and Contributions	33,705.0	35,255.0	36,892.0
Total Gross Expenditures	33,922.1	35,465.8	37,083.8
Canada Pension Plan Benefits	29,105.9	30,728.0	32,466.1
Sub-Total Social Investment	63,028.0	66,193.8	69,549.9
Children and Families
Gross Operating Expenditures	18.2	19.1	19.3
Statutory Grants and Contributions: Universal Child Care Benefit	2,470.0	2,480.0	2,485.0
Sub-Total Children and Families	2,488.2	2,499.1	2,504.3
Housing and Homelessnessa
Gross Operating Expenditures	41.8	1.2	1.2
Voted Grants and Contributions	123.8	-	-
Sub-Total Housing and Homelessnessb	165.6	1.2	1.2
Total	65,681.8	68,694.1	72,055.4
Human Resources (Full Time Equivalents)
Social Investment	1,219	1,228	1,205
Children and Families	155	158	160
Housing and Homelessness	376	6	6
Total - Full Time Equivalents	1,750	1,392	1,371
Details by Programs and Services
Financial Resources (in millions of dollars)
Social Investment
Seniors and Pensions	58,997.6	61,965.7	65,120.9
Disability Program	155.3	200.2	231.9
Canada Pension Plan - Disability	3,759.4	3,912.5	4,086.6
Community Development and Partnerships	65.0	57.8	54.3
Allocated Internal Services a	50.7	57.6	56.2
Sub-Total	63,028.0	66,193.8	69,549.9
Children and Families
Child Care	2,470.6	2,480.6	2,485.6
Multilateral Framework for Early Learning and Child Care	6.0	5.9	5.9
Early Childhood Development Agreement	2.8	2.8	2.8
National Child Benefit	2.4	2.4	2.4
Allocated Internal Services a	6.4	7.4	7.6
Sub-Total	2,488.2	2,499.1	2,504.3
Housing and Homelessness b
Homelessness Partnership Strategy	150.9	0.7	0.7
Allocated Internal Services a	14.7	0.5	0.5
Sub-Total c	165.6	1.2	1.2
Total	65,681.8	68,694.1	72,055.4
Human Resources (Full Time Equivalents)
Social Investment	1,219	1,228	1,205
Children and Families	155	158	160
Housing and Homelessness	376	6	6
Total - Full Time Equivalents	1,750	1,392	1,371
a Internal Services resources related to the Ministers' Offices, the Deputy Ministers' Offices, the Comptroller's Office, the Internal Audit Services and the Shared Services have been prorated to each program activity. b Within the porfolio, Human Resources and Social Development Canada focuses on Homelessness and Canada Mortgage and Housing Corporation focuses on housing. The Program Activity Architecture will be updated at the earliest opportunity to reflect this c A new program, the Homelessness Partnering Strategy, was announced in December 2006 and is funded for two years (2007-2008 and 2008-2009).

Achieve Better Outcomes for Canadians Through Service Excellence

E. Service Canada

Service Canada is the Government of Canada's one-stop citizen-centred service delivery organization. Its mandate is to improve services for Canadians by working with partners to provide access to a range of government services and benefits that Canadians want and need across multiple service delivery channels including in person, by telephone, Internet or mail.

In collaboration with its service partners, Service Canada provides Canadians with access to more than 60 government programs and services. These include:

• Employment Insurance;
• Canada Pension Plan and Old Age Security benefits;
• Passport Receiving Agent Services;
• Pleasure Craft Licenses;

and many on-line tools and applications such as

• Career Navigator (helps users explore career options and provides relevant information on occupations and employment prospects);
• Statement of Contributions (provides a personalized summary of individual contributions made by citizens to the Canada Pension Plan and their expected pension);
• and Appli-Web (offers an Employment Insurance electronic application).

Service Canada has more than 19,000 employees dedicated to serving Canadians and approximately 600 points of service throughout the country. The Service Canada delivery network includes scheduled outreach and mobile services; processing centres; the national 1 800 O-Canada phone service; the Canada web site; and a range of on-line services offered on the Service Canada web site.

Did You Know? Each year, Service Canada serves Canadians by: Paying over $75 billion (over $200M a day) in benefits to Canadians, through approximately 122 million payments to about 10 million Canadians; Processing more than 5 million applications for government benefits; Answering over 53 million telephone calls; Receiving over 22 million visits to the Service Canada Web site; Hosting 9.3 million in-person visits from people inquiring about the Government of Canada, its programs and its services; Receiving 1.56 million requests for social insurance numbers; Posting more than 1 million job openings from employers.

Over the next year, Service Canada will continue to build on achievements to date. This means sustaining and enhancing the delivery of current services, while meeting the needs of Canadians today and into the future. In 2008-2009, Service Canada will focus on three overarching strategic priorities:

Improving Service to Canadians

Service Canada is committed to improving service to Canadians by putting citizens at the centre of how government delivers services and by serving them in the official language of their choice. Canadians will directly benefit from programs and services that are easy to find, easy to deal with and easy to access.

Enhancing the Efficiency and Effectiveness of Service Delivery

By enhancing the quality of service delivery, while reducing its cost, Service Canada is dedicated to improving the delivery of services to Canadians. Service Canada will continue to focus on improving the delivery, including design, of Employment Insurance, Canada Pension Plan, and Old Age Security through a streamlined and consistent approach. Service Canada will also strengthen service delivery, of the above-mentioned programs and services, through the on-going simplification and standardization of automated processes. This work will also be supported by stronger information management practices and the use of technology.

Strengthening Organizational Capacity and Staff Competencies

Service Canada is committed to strengthening organizational capacity and staff competencies. Service Canada will continue to build a business foundation based on sound financial and information technology management that will support the delivery of citizen-centred service. Service Canada will also work towards building a strong workforce, as the organization recognizes that service excellence depends largely on having employees and managers with the right skills, competencies, and commitments to fulfill its mandate.

During 2008-2009, Service Canada will focus on these three priorities through its program activities: Seamless, Citizen-Centred Service; Integrity; and Collaborative, Networked Government Service.

Seamless, Citizen-Centred Service

In the past, Canadians had to determine how to access services and benefits across a multitude of programs and departments. Citizen-centred service is about changing how government serves Canadians by putting the citizen at the centre of how government does business, and providing the quality of service that Canadians need and expect.

A citizen-centred approach means integrating services in a way that reduces the burden to find and access programs and services Canadians need. By improving existing delivery channels, enhancing federal presence in communities, and improving working relations with other departments, orders of government and community-based partners, Service Canada is providing a more relevant and meaningful service delivery choice for Canadians.

Service Canada will strengthen the delivery of services to citizens by improving three areas:

Service strategies and policy - To assist in shaping the overall Government of Canada approach to service delivery while ensuring effective stewardship of public funds, Service Canada works on behalf of HRSDC and in collaboration with other government departments and agencies to deliver programs and services on behalf of the Government of Canada. Service Canada's service policies and client segment strategies are positioned to take a leadership role in service delivery by meeting the needs of key client segments or "communities". These include families, seniors, youth, people with disabilities, Aboriginal people, official language minority communities, workers and employers, and newcomers to Canada. Service Canada also undertakes research and analysis relating to: demographics; economic and social trends; client perceptions, attitudes and characteristics; specific client needs; and international and domestic best practices to identify and guide the development and improvement of services to these groups.

Client Services - To meet the unique needs and demands of client segments, Service Canada partnering allows for the development of an integrated service delivery approach on behalf of, or in cooperation with, policy departments or other orders of government.

Service Delivery - To transform government service delivery for Canadians across all service delivery channels, Service Canada offers an existing capability to deliver a wide range of services and benefits by telephone, Internet, and in-person to ensure one-stop, easy access to Government of Canada programs and services.

For the next three years, in order to strengthen the delivery of seamless, citizen-centred service, Service Canada will focus on better understanding the needs of Canadians by continuing the development and implementation of client segment strategies. Service Canada will also focus on improving the delivery of core services such as Employment Insurance, Canada Pension Plan, and Old Age Security. Service Canada will also work to increase the performance of its service delivery channels.

Delivery of new services will be limited to specific and strategic areas such as supporting the Labour Program with the introduction of the Wage Earner Protection Program and Common Experience Payments to eligible former students of recognized Indian Residential Schools. The objective of providing a more consistent service experience across all current service offerings is to meet the needs of Canadians regardless of their location.

Integrity

The Integrity program activity focuses on enhancing and strengthening the integrity of benefit delivery programs that provide over $75B in benefits delivered to Canadians through Service Canada. Integrity of service delivery means providing the correct service offering to meet the client's full entitlement to benefits and services. Service Canada is committed to ensuring the accuracy of payments, the security and privacy of personal information, and the overall quality of service offerings.

Implementing modern risk management practices will help ensure that appropriate measures are in place to safeguard the integrity of service delivery.

Service Canada will enhance the integrity of service delivery by improving in three areas:

Identity Management - As a foundation for service delivery, and to ensure the Social Insurance Register is used to support key federal programs such as the Canada Pension Plan, Old Age Security and Employment Insurance, and is also used by the Canada Revenue Agency for income tax purposes. The integrity of the Social Insurance Register was evaluated in 2007. The level of legitimate Social Insurance Numbers that are appropriately issued to the right person exceeded 99.9%. In addition, the accuracy of the key Social Insurance Register vital events data, namely date of birth and date of death, was found to be 97.3%. Service Canada is committed to further improve these rates by setting and reporting on goals for the integrity of the Social Insurance Register. For 2008, the goal for legitimate Social Insurance Numbers is to maintain the rate of 99.9% and the goal for key vital events data is to improve its accuracy to a level of 97.4%. These goals will be achieved mainly through the phased implementation of vital events information sharing agreements with the provinces and increased rigour in the Social Insurance Number issuance process. Service Canada will work towards implementing consistent identity registration and authentication capabilities for all service offerings.

Risk Management - To appropriately manage key operational risks that could impact its day-to-day operations, Service Canada will continue to build an enterprise wide risk management capability through the implementation of an integrated risk management framework which includes risk analysis, quality management and a mitigation function as a starting point. This improves Service Canada's ability to measure payment compliance and processing accuracy in benefit delivery, while protecting the security of personal information.

Processing - To achieve more effective, efficient, and streamlined processing and payment services to citizens, over the next three years, Service Canada plans to implement processing automation activities to reduce operating expenditures and ensure the accuracy of payments. It will also work to increase the integrity of the SIN and Social Insurance Register, implement rigorous risk and quality controls, and develop plans to upgrade software applications and the computer mainframe of the Department.

Collaborative, Networked Government Service

As one of the largest government service delivery organizations in Canada, Service Canada is a key resource for Canadians. By working hand-in-hand with federal government departments and agencies, as well as provincial, territorial and local governments, Service Canada is making it easier for Canadians to obtain government and community services simultaneously. Over the next year, Service Canada will continue to enhance this integrated network and improve Canadians' access to all the key services they need in the communities where they live.

Service Canada will work as a collaborative, networked government by focusing on two areas:

Partnerships - To bring together and integrate services in a way that better serves Canadians, Service Canada will seek to leverage existing service delivery mechanisms and infrastructure across all orders of government.

Information and Knowledge Management - To maximize the management and usefulness of client information, Service Canada is involved with the development of information sharing agreements with partners; the enhanced management of data; and the protection of client information. For the next three years, Service Canada plans to implement existing vital events agreements (Ontario, British Columbia and Alberta), to strengthen information sharing capabilities. Further, Service Canada plans to negotiate three additional agreements with other provinces and territories to develop a new citizen-centred information architecture to provide a holistic approach to gathering, managing and using client information, and support HRSDC in the realignment of programs such as Labour Market Development Agreements.

Service Indicators

Service Canada
Service Indicators	2008-2009 Target
Percentage of access to automated telephone information services (no busy signals)	95%
Number of calls answered in the Interactive Voice Response System	Actual volume to be reported
Percentage of general enquiry calls answered by an agent within 18 seconds (1 800 O-Canada)	85%
Number of general enquiry calls answered by 1 800 O-Canada agents	Actual volume to be reported
Percentage of specialized calls answered by agents within 180 seconds	80%
Number of specialized programs calls answered by CPP/OAS, CSLP, EI agents	Actual volume to be reported
24/7 Availability of Service Canada Internet - information and transaction	98%
Number of Service Canada Internet visits	Actual volume to be reported
Number of Job Bank Internet visits	95 million
Percentage of Canadians with access to a Service Canada point of service within 50 kilometres of where they live	95%
Number of Service Canada points of service	Actual volume to be reported
Number of in-person visits to a points of service - Self-served clients	Actual volume to be reported
Number of in-person visits to a point of service - Assisted clients	Actual volume to be reported
Percentage of notifications sent within seven days of receipt of applications	80
Percentage of EI benefit payment or non-payment notification issued within 28 days of filing	80%
Number of Employment Insurance initial and renewal claims received	Actual volume to be reported
Percentage of CPP retirement benefit payment or non-payment notification issued within first month of entitlement	85%
Number of Canada Pension Plan applications processed	Actual volume to be reported
Percentage of OAS basic benefit payment or non-payment notification issued within first month of entitlement	90%
Number of Old Age Security applications processed	Actual volume to be reported
Percentage of Apprenticeship Incentive Grant payments issued within 28 days of filing	85%
Number of Apprenticeship Incentive Grant issued	Actual volume to be reported
Number of Apprenticeship Incentive Grant applications received	Actual volume to be reported
Percentage of SINs issued using expeditious processes (SIN Rapid Access, Newborn Registration Service in Ontario and BC, and Teleapp inNew Brunswick)	90%
Number of SIN applications processed	Actual volume to be reported
Payment Accuracy of Employment Insurance	95%
Payment Accuracy of Old Age Security	95%
Payment Accuracy of Canada Pension Plan	Baseline Year
Number of passport applications reviewed and forwarded to Passport Canada	Actual volume to be reported
Total number of fact sheets/publications available in languages other than English and French (Aboriginal and Foreign)	11
Number of Official Languages complaints received ( Part IV & VII founded and unfounded)	Actual volume to be reported
Number of ecoAUTO applications recommended for approval	Actual volume to be reported
Number of pleasure craft licences applications processed	Actual volume to be reported
Client satisfaction in relation to services provided	80%

Plans In Support of Strategic Outcome

Seamless, Citizen-Centred Service

Plan: Complete Passport expansion, implement authentication pilots and renew agreement

Service Canada will increase the number of Service Canada Centres that accept passport applications, implement a series of authentication pilots aimed at providing on-site client identification, and renew the partnership agreement with Passport Canada.  This will enhance the efficiency of service delivery and provide improved one-stop access to services for Canadians.

Plan: Implement Common Experience Payment

Service Canada will continue with the delivery of the Common Experience Payment program to all eligible former students who resided at recognized Indian Residential Schools.

Plan: Implement simplified and standardized Employment Insurance, Canada Pension Plan, Old Age Security services in all channels

Service Canada is developing options to implement a simplified and standardized approach to delivering Employment Insurance, Canada Pension Plan, and Old Age Security by making key adjustments across all service channels through a streamlined and consistent delivery process and approach.  This will help stabilize core processing operations and improve the way services are delivered to Canadians.

Plan: Develop key client segments

Service Canada will develop a new client segment for Aboriginals and will also implement service strategies for the key client segments for seniors and workers.  In order to meet the specific needs of these communities, Service Canada will engage internal and policy partners, develop client community profiles, and develop new service delivery approaches.

Plan: Improve efficiency, effectiveness, performance, coordination of channels

Service Canada will improve the efficiency, effectiveness, performance and coordination of delivery channels (telephone, Internet, in-person network and mail) by developing a national quality control program, workload management initiatives, standardized new service performance measurements, integrated processes and coordinated channels over the next three to five years.  This will help ensure one-stop easy access to programs and services for Canadians across the country.

Plan: Implement Service Experience Model

Service Canada will implement, over time, the service experience model in various Service Canada Centres that defines the way clients are served within Service Canada's in-person points of service.  This will establish the future for Service Canada's in-person service delivery.

Plan: Develop contact centre vision and implementation plan

Service Canada will develop a vision and multi-year integration and transformation plan for a client-focused contact centre, which will include skill-based call routing, a national quality assurance program, workload management tools, and a human resource strategy to attract and retain an appropriately sized and skilled workforce. This work will help support an integrated, world-class contact centre network that provides one-stop, easy-to-access, general and personalized services in a manner that is accessible, consistent, seamless, efficient, secure and cost-effective.

Integrity

Plan: Harvest significant operational savings, primarily through benefits processing automation (EI target of 15-20% initial / 50% renewals by year end) and realize program savings

Service Canada will also improve the integrity of programs and realize program savings through effective risk mitigation.  This will be achieved through enhanced investigative and preventative activities to identify potential Employment Insurance fraud, expanded CPP/OAS investigations, and increased CPP/EI premium and penalty collection. Service Canada will implement processing automation activities, which include simplifying and standardizing processes to support automation, increasing the Record of Employment Web utilization, and enhance risk-based analysis and tools for managing and processing Employment Insurance, Canada Pension Plan and Old Age Security. These activties will improve the accuracy and timeliness of benefit payments to Canadians and lead to operational savings which will be reallocated to modernization and transformation initiatives.

Plan: Increase SIN/SIR integrity

Service Canada will continue implementing a Social Insurance Number Quality Management strategy to solidify and strengthen the Social Insurance Number/Social Insurance Register, as a reliable and secure identifier, pursuant to the recommendations by the Auditor General of Canada in her 2007 Fedruary Status Report to Parliament. Service Canada will work towards implementing consistent identity registration and authentication capabilities for all service offerings.

Plan: Implement common operational risk management frameworks

Service Canada will implement an enterprise-wide service integrity framework which will focus on operational risk and quality management, internal integrity, security and performance.  This initiative will allow Service Canada to build risk analysis capacity and establish formal processes for monitoring and reporting risk management effectiveness.  This framework will lead to the reduction of errors and the achievement of significant program savings.

Plan: Implement quality management framework for OAS and develop one for CPP/EI

Service Canada is building an enterprise-wide quality measurement system which will look at service delivery from various perspectives, starting with assessing compliance with program authorities and payment accuracy.  This framework will contribute to the integrity and efficiency of benefit processing by developing and aligning standards and tools necessary to conduct quality and operational monitoring/reviews for existing programs and new service offerings.  Enhancements in service delivery will be achieved by incorporating quality standards that meet public expectations and government regulations.

Plan: Develop application and mainframe transition plan

Service Canada will develop and execute a renewal road map in order to modernize its technology infrastructure and associated software applications.

Collaborative, Networked Government Service

Plan: Implement existing vital events agreements and sign three additional agreements

Service Canada will develop options for continued work under the Vital Events Management strategy to increase information sharing between provinces/territories and Service Canada, permitting timely and complete updates of vital event information.  This will result in increased integrity of Social Insurance Registry data and further contribute to seamless citizen-centred service.

Plan: Develop new citizen-centred information architecture

Service Canada will continue to develop a holistic approach to gathering, managing and using client information to improve service to Canadians.

Plan: Support HRSDC in Labour Market Development Agreement discussions

Service Canada will provide guidance, strategic advice and support to Human Resources and Social Development Canada (HRSDC) on Labour Market Development Development Agreement discussions with co-managed provinces and territories.

Logic Model • Service Canada

Strategic Outcome Achieve better outcomes for Canadians through service excellence
Service Indicators	Percentage of access to automated telephone information services (no  busy signals) - 95% Number of calls answered in the Interactive Voice Response System - Actual Volume to be reported Percentage of general enquiry calls answered by an agent within 18  seconds (1  800  O--Canada) - 85% Number of general enquiry calls answered by 1 800 O-Canada agents - Actual Volume to be reported Percentage of specialized calls answered by agents within 180  seconds  - 80% Number of specialized programs calls answered by CPP/OAS, CSLP, EI  agents - Actual Volume to be reported 24/7 Availability of Service Canada Internet - information and  transaction  - 98% Number of Service Canada Internet visits - Actual Volume to be reported Number of Job Bank Internet visits - 95 million Percentage of Canadians with access to a Service Canada point of service within 50 kilometres of where they live - 95% Number of Service Canada points of service - 601 Number of in-person visits to a points of service - Self-served clients - Actual Volume to be reported Number of in-person visits to a point of service - Assisted clients - Actual Volume to be reported Percentage of notifications sent within seven days of receipt of  applications  - 80% Percentage of EI benefit payment or non-payment notification issued within  28 days of filing - 80% Number of Employment Insurance initial and renewal claims received - Actual Volume to be reported Percentage of CPP retirement benefit payment or non-payment notification issued within first month of entitlement - 85% Number of Canada Pension Plan applications processed - Actual  Volume to be reported Percentage of OAS basic benefit payment or non-payment notification issued within first month of entitlement - 90% Number of Old Age Security applications processed - Actual Volume to  be reported Percentage of Apprenticeship Incentive Grant payments issued within 28  days of filing - 85% Number of Apprenticeship Incentive Grant issued - Actual Volume to  be  reported Number of Apprenticeship Incentive Grant applications received - Actual  Volume to be reported Percentage of SINs issued using expeditious processes (SIN Rapid Access, Newborn Registration Service in Ontario and BC, and Teleapp in  New Brunswick) - 90% Number of SIN applications processed - Actual Volume to be reported Payment Accuracy of Employment Insurance - 95% Payment Accuracy of Old Age Security - 95% Payment Accuracy of Canada Pension Plan - Baseline Year Number of passport applications reviewed and forwarded to Passport Canada Total number of fact sheets/publications available in languages other than  English and French (Aboriginal and Foreign) - 11 Number of Official Languages complaints received (Part IV & VII founded and unfounded) - Actual Volume to be reported Number of ecoAUTO applications recommended for approval - Actual  Volume to be reported Number of pleasure craft licences applications processed - Actual Volume to be reported Client satisfaction in relation to services provided - 80%
Expected Results	Citizens are connected to whole-of-government programs and services through easy to access multiple channels that meet their individual needs.	Benefits are delivered in the most cost-effective manner to the right citizen, at the right time, and  for the purpose they were intended.	Programs and services are synchronized within the  federal government and across jurisdictions to  enhance efficiency and ease of accessibility for  citizens.
Program Activity
	Seamless, Citizen-centred Service	Integrity	Collaborative, Networked Government Service
Priorities and Associated Plans	Complete Passport expansion, implement authentication pilots and renew agreement Deliver Common Experience Payment Implement simplified and standardized EI, CPP,   OAS service offerings in all channels Develop key client segment for Aboriginals and  will implement service strategies for key client segments for Seniors, Workers Improve efficiency, effectiveness, performance, coordination of channels Implement Service Experience Model in various Service Canada Centres. Develop contact centre vision and  implementation plan	Harvest significant operational savings, primarily through benefits processing automation (EI target of 15 - 20% initial / 50% renewals by year end) and realize program savings Increase SIN/SIR integrity Implement common operational risk management frameworks Implement quality management framework for OAS and develop one for CPP/EI Develop application and mainframe transition plan	Implement existing vital events agreements and sign three additional agreements Develop new citizen-centred information architecture Support HRSDC in LMDA discussions
Resources	Planned Spending: $1,714.8M / FTE: 19,251

Programs in Support of Plans

Seamless, Citizen-Centered Service

This Program Activity develops service policies and client community strategies; conducts research and analysis pertaining to citizens and communities' needs and expectations; develops new service offerings and improves existing ones; and delivers one-stop, easy-to-access, personalized services by phone, Internet and In-person. The operating expenditures are funded from the Departmental Reference Levels, the Employment Insurance Account and the Canada Pension Plan Account.

Integrity

This Program Activity enhances and strengthens the integrity of programs to ensure that the right person or organization receives the right service or benefit at the right time, and for the intended purpose. It implements the Social Insurance Number and the Social Insurance Registry as the foundation for a safe and secure common identifier, develops integrity risk management strategies that will address operational risks and lead to the reduction of payment errors, and processes grants and contributions, individual benefits and mail service requests.

The operating expenditures are funded from the Departmental Reference Levels, the Employment Insurance Account and the Canada Pension Plan Account.

Collaborative, Networked Government Service

This Program Activity implements a government-wide, collaborative, networked business approach to delivering citizen-centred service to Canadians by working with other federal departments and agencies, other orders of government, and community partners, sharing information, adopting interoperable systems and infrastructures, providing secure management of citizen's personal information and respect of their privacy, and increasing the accuracy of the Social Insurance Registry through more timely and complete updates with vital statistics organizations. The operating expenditures are funded from the Departmental Reference Levels and the Employment Insurance Account.

Financial Tables

Service Canada
Strategic Outcome: Achieve better outcomes for Canadians through service excellence
	Planned Spending
	2008-2009	2009-2010	2010-2011
Financial and Human Resources
Financial Resources (in millions of dollars)
Seamless Citizen-Centred Service
Gross Operating Expenditures	602.2	595.9	598.2
Sub-Total Seamless Citizen-Centred Service	602.2	595.9	598.2
Integrity
Gross Operating Expenditures	880.2	876.2	876.0
Sub-Total Integrity	880.2	876.2	876.0
Collaborative, Networked Government Service
Gross Operating Expenditures	232.4	232.7	232.8
Sub-Total Collaborative, Networked Government Service	232.4	232.7	232.8
Total	1,714.8	1,704.8	1,707.0
Human Resources (Full Time Equivalents)
Seamless Citizen-Centred Service	7,335	7,377	7,453
Integrity	11,106	11,047	11,042
Collaborative, Networked Government Service	810	813	813
Total - Full Time Equivalents	19,251	19,237	19,308
Details by Programs and Services
Financial Resources (in millions of dollars)
Seamless, Citizen-Centred Service
Service Strategies and Policy	5.2	5.1	5.1
Client Service Offerings	35.5	36.0	37.4
Service Delivery	342.1	339.9	341.7
Allocated Internal Services a	219.4	214.9	214.0
Sub-Total	602.2	595.9	598.2
Integrity
Identity Management	10.6	10.6	10.6
Risk Management	103.7	103.7	103.7
Processing	449.6	446.9	447.1
Allocated Internal Services a	316.3	315.0	314.6
Sub-Total	880.2	876.2	876.0
Collaborative, Networked Government Service
Partnerships	148.0	148.1	148.1
Information and Knowledge Management	1.0	1.0	1.0
Allocated Internal Services a	83.4	83.6	83.7
Sub-Total	232.4	232.7	232.8
Total	1,714.8	1,704.8	1,707.0
Human Resources (Full Time Equivalents)
Seamless, Citizen-Centred Service	7,335	7,377	7,453
Integrity	11,106	11,047	11,042
Collaborative, Networked Government Service	810	813	813
Total - Full Time Equivalents	19,251	19,237	19,308
a Internal Services resources related to the Deputy Head's Office, the Chief Financial Officer's Office, the Internal Audit Services, Policy, Partnerships and Corporate Affairs and shared services have been prorated to each program activity.

2008-2009 Report on Plans and Priorities Expenditure Profile
(millions of dollars)
Budgetary
Operating Costs (Vote 1)	454.9
Delivery Cost related to:
Employment Insurance Account	1,052.8
Canada Pension Plan	202.1
Other Government Departments	5.0
Sub-total	1,259.9
Gross Operating Costsa	1,714.8a
Delivered on behalf of Human Resources and Social Development Canada (HRSDC)b
Voted Grants and Contributions (Vote 5)	595.6
Statutory Payments:
Old Age Security	25,321.0
Guaranteed Income Supplement	7,696.0
Allowance Payments	573.0
Sub-total Other Statutory Payments	33,590.0
Canada Pension Plan benefits	29,105.9
Employment Insurance benefits
Part I	12,827.0
Part II	2,054.4
Sub-total Employment Insurance benefits	14,881.4
Labour Market Development Agreement System Enhancement Costs	24.0
Total Statutory Transfer Payments	77,601.3c
Total Delivered on behalf of HRSDC	78,196.9
Consolidated Total	79,911.7
a This amount includes statutory items for employee benefit plans. b The financial strategy for Service Canada establishes that statutory funds, including Employment Insurance, Canada Pension Plan, Old Age Security and voted grants and contributions related to the delivery of specified programs are allocated annually by HRSDC. c This amount directly benefits Canadians or organizations and is delivered on behalf of HRSDC.

• Previous Page
• Table of Contents
• Next Page