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2009-10
Departmental Performance Report



Human Resources and Skills Development






Supplementary Information (Tables)






Table of Contents




Sources of Respendable and Non-Respendable Revenue


Respendable Revenue
($ millions)
Program
Activity
Actuala
2007-2008
Actuala
2008-2009
2009-2010
Main
Estimates
Planned
Revenue
Total
Authorities
Actual
Skills & Employment
Employment Insurance Recovery 180.9 192.3 237.9 229.0 220.6 218.4
Learning
Employment Insurance Recovery 11.8 12.5 10.4 2.4 2.6 2.5
Other Government Departments Recovery 0.2 0.2
  11.8 12.5 10.4 2.4 2.8 2.7
Labour
Workers' Compensation - Other Government Departments 96.4 106.1 102.5 102.5 117.4 117.4
Employment Insurance Recovery 0.6 0.6 0.5 0.5 0.5 0.5
Other Government Departments Recovery 0.2
  97.0 106.7 103.0 103.0 118.1 117.9
Income Security
Canada Pension Plan Recovery 24.2 28.5 29.0 29.0 38.7 35.0
Citizen-Centered Service
Employment Insurance Recovery 247.8 263.4 214.3 234.2 296.8 294.4
Canada Pension Plan Recovery 46.0 54.1 46.6 46.6 36.7 34.1
Other Governement Departments Recovery 3.0 7.8 5.0 11.8 11.8 7.2
  296.8 325.3 265.9 292.6 345.3 335.7
Integrity & Processing
Employment Insurance Recovery 391.5 416.1 352.7 341.6 505.5 484.4
Canada Pension Plan Recovery 107.9 127.0 97.8 97.7 127.7 127.7
  499.4 543.1 450.5 439.3 633.2 612.1
Internal Services
Employment Insurance Recovery 510.2 542.2 493.5 441.9 601.6 584.1
Canada Pension Plan Recovery 69.3 81.5 74.1 74.1 77.3 77.3
Other Governement Departments Recovery 0.7 1.6 5.7 2.3
  579.5 624.4 567.6 517.6 684.6 663.7
Total Respendable Revenue 1,689.6 1,832.8 1,664.3 1,612.9 2,043.3 1,985.5
By type:
Total Employment Insurance Recovery 1,342.8 1,427.1 1,309.3 1,249.6 1,627.6 1,584.3
Total Canada Pension Plan Recovery 247.4 291.1 247.5 247.4 280.4 274.1
Total Workers' Compensation - Other government departments 96.4 106.1 102.5 102.5 117.4 117.4
Total Other Government Departments Recovery 3.0 8.5 5.0 13.4 17.9 9.7
a 2007-2008 and 2008-2009 actual respendable revenues have been restated by program activities to be comparable to the new Program Activity Architecture approved for 2009-2010 and to display resources for the Internal Services program activity separately from other program activities. Commencing in the 2009-2010 Estimates cycle, the resources for the Internal Services program activity are no longer distributed among the remaining program activities, as it was the case in previous Main Estimates.

 


Non-Respendable Revenue
($ millions)
  Actual
2007-08
Actual
2008-09
2009-10
Main
Estimates
Planned
Revenue
Total
Authorities
Actual
Total Employment Benefit Plan recoverable from Employment Insurance 132.5 134.5 122.9 117.5 163.1 163.1
Total Employment Benefit Plan recoverable from Canada Pension Plan 27.7 31.6 28.5 28.5 34.3 34.3
Adjustment to Prior Years' Payables 9.0 11.1 9.0 9.0
Canada Student Loans 575.9 501.0 564.3 389.4 389.4
Actuarial Surplus – Government Annuities Account 2.6 3.1 2.5 2.5
User Fees
Federal Workers' Compensation Administrative Fees 2.2 2.3 2.5 2.6 2.6
Labour Fire Protection Engineering Service Fees 0.1 0.1 0.1 0.1
Searches of the CPP ans OAS data bank to locate individuals 0.2 0.2 0.2 0.2 0.2
Social Insurance Number replacement card fee 1.9 1.9 1.9 1.9 1.9
Miscellaneous Items 29.0 32.6 18.2 18.2
Total Non-respendable Revenue 781.0 718.4 151.4 715.0 621.3 621.3



User Fees Reporting

User Fees


User Fee: Federal Workers' Compensation Service Fees for Administration

Fee Type: (O) 1

Fee-setting Authority: Government Employees Compensation Act

Date Last Modified: September 1990

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

Performance Results: 80%a


Federal Workers' Compensation Service Fees for Administration ($ thousands)
2009-10 Planning Years
Forecast Revenue Actual Revenue Full Cost Fiscal Year Forecast Revenue Estimated Full Cost
2,400 2,600 4,000 2010-11 2,700 4,100
2011-12 2,800 4,200
2012-13 2,900 4,300

Other Information:.

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

a Performance results have increased gradually for the second consecutive year in spite of the processing requirement implemented in 2008-09 to have all identified third party Government Employees Compensation Act (GECA) claims undergo an "election" by the claimants and an issue with clients submitting incomplete reports to regional offices, which caused delays detrimental to achieving the 24-hour reporting target. Affected regions have addressed the issue with employers concerned.



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

Fee Type: (O) 1

Fee-setting Authority: Financial Administration Act

Date Last Modified: June 1993

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

Performance Results: 94%


Other Initiative - Labour Fire Protection Engineering Services Fees ($ thousands)
2009-10 Planning Years
Forecast Revenue Actual Revenue Full Cost Fiscal Year Forecast Revenue Estimated Full Cost
130 135 4,800 2010-11 80 4,900
2011-12 80 5,000
2012-13 80 5,100

Other Information:

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

b The Full Cost represents the total expenditures for Fire Protection Services program of which only a small portion is recoverable through user fees for the fire protection engineering service delivery to Crown Corporations. The eventual termination of these engineering services to Crown Corporations is being considered, which would impact the Forecast Revenue. This year, Actual Revenues were higher due to an increased demand for inspection.



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

Fee Type: (O) 1

Fee-setting Authority: Access to Information Act

Date Last Modified: 1992

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

The Access to Information Act provides more detail: http://laws.justice.gc.ca/en/A-1/218072.html

Performance Results: 90%


Fees charged for the processing of access requests filed under the Access to Information Act (ATIA) ($ thousands)
2009-10 Planning Years
Forecast Revenue Actual Revenue Full Cost Fiscal Year Forecast Revenue Estimated Full Cost
3 2 743 2010-11 5 750
2011-12 5 750
2012-13 5 750

Other Information:

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

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



User Fee: Searches of the CPP and OAS data banks

Fee Type: (R) 1

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

Date Last Modified: 1998

Performance Standards: Searches completed within 10 working days from receipt of requestd

Performance Results: 95%


Searches of the CPP and OAS data banks ($ thousands)
2009-10 Planning Years
Forecast Revenue Actual Revenue Full Cost Fiscal Year Forecast Revenue Estimated Full Cost
268 221 221 2010-11 243 243
2011-12 267 267
2012-13 294 294

Other Information:

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

d Depending on the volume of commercial search requests, the searches will be completed no later than 10 working days after receipt of the request. Demand has decreased slightly and forecasts have been adjusted accordingly.



User Fee: Social Insurance Number Replacement Card Feee

Fee Type: (R) 1

Fee-setting Authority: Financial Administration Act

Date Last Modified: 1988

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

90 % of Social Insurance Number (SIN) replacement cards will be mailed within 5 business days from date of receipt of request.

Performance Results: 93%


Social Insurance Number Replacement Card Fee ($ thousands)
2009-10 Planning Years
Forecast Revenue Actual Revenue Full Cost Fiscal Year Forecast Revenue Estimated Full Cost
1,840 1,851 2,949 2010-11 1,887 3,053
2011-12 1,935 3,165
2012-13 1,984 3,281

Other Information:

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

e The full cost is lower than in previous years because the calculation this year is based on more accurate information to distinguish between the replacement cards that have fees from those that do not have fees.



User Fees Totals
($ thousands)
2009-10 Planning Years
Forecast Revenue Actual Revenue Full Cost Fiscal Year Forecast Revenue Estimated Full Cost
Sub-Total (R) 2,108 2,072 3,170 2010-11 2,130 3,296
2011-12 2,202 3,432
2012-13 2,278 3,575
Sub-Total (O) 2,533 2,737 9,543 2010-11 2,785 9,750
2011-12 2,885 9,950
2012-13 2,985 10,150
Total 4,641 4,809 12,713 2010-11 4,915 13,046
2011-12 5,087 13,382
2012-13 5,263 13,725

External Fees


External Fee Service Standard Performance Results Stakeholder Consultation
Federal Workers' Compensation Service Fees for Administration 90% of claims processed to the appropriate provincial workers' compensation authority within 24 hours. 80% of claims were processed to the appropriate provincial workers' compensation authority within 24 hours The Service Fees cover expenses to administer the Crowns Corporations' workers' compensation program and represent HRSDC salaries, non-salaries, accommodation costs, cost of capital and depreciation costs, which are charged and prorated based on each organization’s number of new claims. Clients have the opportunity to provide feedback on service standards at any time through the Labour Program regional offices and headquarters.

Other Information: The number of claims processed within a 24-hour period to the appropriate workers' compensation authority has increased for the second consecutive year. There have been a number of problems with larger clients submitting incomplete reports, which has delayed the 24-hour reporting target; affected regions have addressed concerns with employers in question. Also, the processing requirement implemented during fiscal 2008-09 to have all identified third party Government Employees Compensation Act (GECA) claims undergo an "election" by the claimants has further hindered the ability to achieve the target rate in question.

 

External Fee Service Standard Performance Results Stakeholder Consultation
Other Initiative - Labour Fire Protection Engineering Services Fees 90% of plan review completed within 21 calendar days or 15 working days. 94% of plan review completed within 21 calendar days or 15 working days The stakeholders (Crown corporations, TBS and Labour Canada department officials) were consulted in 1992-1993 and the fees were set and approved by TB in 1993.

Other Information: The eventual termination of these engineering services to Crown Corporations is being considered.

 

External Fee Service Standard Performance Results Stakeholder Consultation
Fees charged for the processing of access requests filed under the Access to Information Act (ATIA) Response provided within 30 days following receipt of request; the response time may be extended pursuant to section 9 of the ATIA. Notice of extension to be sent within 30 days after receipt of request.
The Access to Information Act provides more detail: http://laws.justice.gc.ca/en/A-1/218072.html.
90% The service standard is established by the Access to Information Act and the Access to Information Regulations. Consultations with stakeholders were undertaken by the Department of Justice and the Treasury Board Secretariat for amendments done in 1986 and 1992.

Other Information:

 

External Fee Service Standard Performance Results Stakeholder Consultation
Searches of the CPP and OAS data banks Searches completed within 10 working days from receipt of request. 10-day standard met at 95% A departmental study done in 2005 confirmed the maximum fee of $10 that is charged does not exceed the cost per search. Consultations with stakeholders would be undertaken prior to any proposed fee amendment. Additionally, a fee is negotiated if the numbers of requests are more than 1,000 at a given time by one company. Clients have the opportunity to convey feedback on service standards via the Office of Client Satisfaction at any time.

Other Information:

 

External Fee Service Standard Performance Results Stakeholder Consultation
Social Insurance Number Replacement Card Fee 90% of Social Insurance Number (SIN) cards will be mailed within 5 business days from date of receipt of request. Over 93% of SIN transactions were mailed within 5 days. The fee for a replacement SIN card is prescribed in the Social Insurance Number Replacement Card Fees Order, 1988, made pursuant to the Financial Administration Act. A departmental review, completed in September 2007, confirmed the nominal fee of $10 that is charged does not exceed the cost of issuing a replacement card. Consultations with stakeholders would be undertaken prior to any proposed fee amendment. Clients have the opportunity to convey feedback on service standards via the Office of Client Satisfaction at any time.

Other Information:



Details of Transfer Payment Programs (TPPs)

Skills and Employment


Name of Transfer Payment Program: Aboriginal Human Resources Development Strategy (voted payments)

Start date: April 1, 1999

End date: March 31, 2010

Description: The Aboriginal Human Resources Development Strategy provides support to Aboriginal organizations to design and deliver:

  • Labour market development programs to assist Aboriginal people, including Aboriginal persons with disabilities, to prepare for, obtain, and maintain meaningful and sustainable employment;
  • Special programs to assist Aboriginal Youth make successful transitions from school to work or to support their return to school; and child care programs.

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

Expected Results: To support Aboriginal organizations to develop and implement labour market, youth and child care programs that are designed to address the local and regional needs of Aboriginal peoples. This programming was designed to:

  • Assist Aboriginal individuals to prepare for, obtain and maintain employment, thereby resulting in savings to income support programs;
  • Assist Aboriginal youth (normally from 15 to 30 years of age) in preparing for, obtaining and maintaining employment and in making a successful transition into the labour market, thereby resulting in increased employment; and
  • Increase the supply of quality child care services in First Nations and Inuit communities, thereby raising the availability of distinct and diverse services in these communities to a level comparable to that of the general population.

Results Achieved: In 2009-2010, the AHRDS results were:

  • 60,000 clients completed programs or services to help transition to work; 8,000 returns to school and 16,000 employed; the figures below are a subset of these numbers
    • For Youth - 30,000 completed interventions and 6,000 employed;
    • First Nations and Inuit Child Care Initiative (FNICCI) is a separately funded initiative which supports First Nations and Inuit (FNI) communities through 58 regional Aboriginal Human Resources Development Agreement (AHRDA) holders and subsidizes approximately 8,500 child care spaces in approximately 462 FNI child care sites. While FNICCI is limited to on-reserve and northern FNI people, all AHRDA holders can support child care as an eligible program expense for their clients but only through their available AHRDS funding envelope.
Program Activity: Skills and Employment
($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
a) Planned
Spending
2009-10
Total
Authorities
2009-10
b) Actual
Spending
2009-10
Variance(s) between(s) a) and b)
Total Grants            
Total Contributions 266.0 257.2 248.4 257.0 257.0 (8.6)
Total Other types of transfer payments            
Total Program Activity(ies) 266.0 257.2 248.4 257.0 257.0 (8.6)

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

Audit completed or planned: An audit was performed in 2009 for the AHRDS. The scope of this audit dealt with monitoring of activity, expenditures, and the results.

Evaluation completed or planned: The latest summative evaluation report about this program from 2007-2008 can be found at:
http://www.hrsdc.gc.ca/eng/publications_resources/evaluation/2010/sp_ah_939_03_10e/page00.shtml



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

Start date: October 3, 2003

End date: March 31, 2012

Description: The Aboriginal Skills and Employment Partnership (ASEP) initiative is a nationally managed skills development program for Aboriginal people. The ASEP program supports multi-year training and employment strategies that are developed and managed by formalized partnerships to train individuals for targeted jobs.

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

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

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

Expected Results: The overall objective of the ASEP initiative is to promote maximum employment for Aboriginal people on major economic developments through a collaborative partnership approach. It is measured by :

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

Results Achieved:

  • 2,731 Aboriginal clients were served through ASEP projects
  • 1,027 individuals were employed.
  • 14 new partnerships and projects started over this period bringing the total number of projects underway to 26
Program Activity: Skills and Employment
($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
a) Planned
Spending
2009-10
Total
Authorities
2009-10
b) Actual
Spending
2009-10
Variance(s) between(s) a) and b)
Total Grants            
Total Contributions 16.1 23.9 43.8 39.6 31.5 12.3
Total Other types of transfer payments            
Total Program Activity(ies) 16.1 23.9 43.8 39.6 31.5 12.3

Comment(s) on Variance(s): The variance is mainly due to re-profiling of funds into future years as there were deferrals of projects to the next fiscal year caused by delays in project proposal start dates.

Audit completed or planned: An Internal Audit of ASEP was also finalized in August 2009.

Evaluation completed or planned: The ASEP formative evaluation covered the 2003-2007 period. The full report can be found at: http://www.hrsdc.gc.ca/eng/publications_resources/evaluation/2009/asep/page00.shtml
The ASEP summative evaluation report and management response for projects ending in 2009 is expected to be finalized in 2010-11.



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

Start date: April 1, 2009

End date: March 31, 2011

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

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

The ASTSIF focus on three main objectives:

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

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

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

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

Outcome Indicators:

  • Number of clients served
  • Number of clients with increased employability and employment skills
  • Number of clients employed
  • Key sectors providing training to employment

For ASTSIF regional projects, indicators include but are not limited to information on the following areas:

  • Number of clients registered
  • Level of retention
  • Enhanced employability
  • Percentage of clients employed

Monitoring and Reporting:

  • Quarterly reports as part of the EAP
  • Quarterly financial and activity reports in accordance with the Contribution Agreements

Results Achieved:

  • 1,342 clients were served
  • 746 people participated in skills or employment training
  • 289 became employed

The Construction & Trades; Health; Railway; Mining; and Communications sectors all provided training to employment opportunities for Aboriginal people.

Program Activity: Skills and Employment
($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
a) Planned
Spending
2009-10
Total
Authorities
2009-10
b) Actual
Spending
2009-10
Variance(s) between(s) a) and b)
Total Grants
Total Contributions 25.0 21.0 21.0 4.0
Total Other types of transfer payments
Total Program Activity(ies) 25.0 21.0 21.0 4.0

Comment(s) on Variance(s): The variance is explained by differences in planned spending and total authorities for contributions under this program. Total authorities for contributions were not known during the planning period.

Audit completed or planned:

Evaluation completed or planned: A summative evaluation is planned for 2011.



Name of Transfer Payment Program: Apprenticeship Completion Grant (voted payments)

Start date: January 1, 2009

End date: December 31, 20121

Description: Announced in Canada’s Economic Action Plan, the Apprenticeship Completion Grant (ACG) builds on the existing Apprenticeship Incentive Grant (AIG) by providing a one-time $2,000 taxable cash grant to apprentices who successfully complete their apprenticeship program and obtain journeyperson certification in one of the designated Red Seal trades on or after January 1, 2009.

Through the combined effects of both Grants, registered apprentices that progress through and complete their apprenticeship program and receive their journeyperson certification in a designated Red Seal trade may be eligible for up to $4,000. These programs provide incentives for Canadians to pursue apprenticeship training and launch careers in the skilled trades.

The ACG is linked to the designated Red Seal trades as this designation is widely recognized as a credential by industry, enabling greater labour mobility across Canada, and also represents a standard of excellence for the skilled trades.

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

Expected Results: The ACG builds on the objectives of the AIG and specifically supports apprenticeship progression and mobility by increasing the number of apprentices who complete their apprenticeship programs and obtain journeyperson certification in a designated Red Seal trade. It is expected that approximately 20,000 individuals will benefit from the ACG each year.

Results Achieved:

  • In 2009-2010, HRSDC issued 18,861 ACGs to apprentices who completed their apprenticeship program and received their journeyperson certification in a designated Red Seal trade.
Program Activity: Skills and Employment
($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
a) Planned
Spending
2009-10
Total
Authorities
2009-10
b) Actual
Spending
2009-10
Variance(s) between(s) a) and b)
Total Grants     40.0 38.3 37.7 2.3
Total Contributions            
Total Other types of transfer payments            
Total Program Activity(ies)     40.0 38.3 37.7 2.3

Comment(s) on Variance(s): The variance is mainly explained by differences in planned spending and total authorities for contributions under this program. Total authorities for contributions were not known during the planning period. The remainder of the variance is due to the fact that slightly fewer grants (18,861 vs. 20,000) were issued than initially estimated.

Audit completed or planned:

Evaluation completed or planned: A combined summative evaluation of the Apprenticeship Incentive Grant and Apprenticeship Completion Grant programs is planned for 2011-2012.

1 Note grants may continue to be awarded until June 30, 2013



Name of Transfer Payment Program: Apprenticeship Incentive Grant (voted payments)

Start date: January 1, 2007

End date: December 31, 20121

Description: The Apprenticeship Incentive Grant (AIG) aims to promote access to apprenticeships and improve labour mobility by providing a $1,000 taxable cash grant to registered apprentices upon completion of the first or second year (or equivalent) of an apprenticeship program in one of the designated Red Seal trades, on or after January 1, 2007, up to a maximum of $2,000 per apprentice. This grant is designed to reward advancement in an apprenticeship program in one of the designated Red Seal trades, building momentum for apprentices to complete their programs, receive their journeyperson certification and ultimately receive their Red Seal endorsement.

The AIG provides an incentive for more Canadians to pursue apprenticeships and, taken together with the Apprenticeship Completion Grant (ACG) for apprentices, the Apprenticeship Job Creation Tax Credit for employers that hire registered apprentices in the Red Seal trades, and the Tradesperson’s Tool Deduction, is intended to meet the future need for skilled trades people that is crucial to the sustained growth of the economy. The Grant is linked to the designated Red Seal trades because this designation is widely recognized as a credential by industry, enabling greater labour mobility across Canada, and also represents a standard of excellence for the skilled trades.

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

Expected Results: The AIG is one of three measures announced in Budget 2006 to encourage more apprenticeship training and support more Canadians in pursuing careers in the skilled trades. Specifically, the Grant has been designed to meet the following objectives:

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

Results Achieved:

  • HRSDC issued 58,903 AIGs to registered apprentices who completed either the first or second level of their apprenticeship program.
Program Activity: Skills and Employment
($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
a) Planned
Spending
2009-10
Total
Authorities
2009-10
b) Actual
Spending
2009-10
Variance(s) between(s) a) and b)
Total Grants 30.9 53.4 62.4 62.4 58.5 3.9
Total Contributions            
Total Other types of transfer payments            
Total Program Activity(ies) 30.9 53.4 62.4 62.4 58.5 3.9

Comment(s) on Variance(s): The lapsed funds for the Apprenticeship Incentive Grant ($3.9M) are mainly due to the decrease in the take-up growth rate compared to those from previous years. In addition, initial forecasts were based on the data from the 2003 Registered Apprenticeship Information System (RAIS) and assumed 100% take-up by eligible apprentices. Recognizing that take-up would not reach 100% in 2009-10, AIG program funds were reduced by $43.6M, as described in the 2008 Economic and Fiscal Statement.

Audit completed or planned:

Evaluation completed or planned: A formative evaluation of the AIG was completed in early 2010. It focused on program design and delivery was performed from October 2007 to May 2008. The evaluation is currently awaiting publication, when available it will be found on the following website: http://www.hrsdc.gc.ca/eng/publications_resources/evaluation/index.shtml
A combined summative evaluation of the Apprenticeship Incentive Grant and Apprenticeship Completion Grant programs is planned for 2011-2012.

1 Note grants may continue to be awarded until June 30, 2013.



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

Start date: April 1, 2005

End date: March 31, 2013

Description: The objective of the Enabling Fund (EF) is to enhance the development and vitality of the official language minority communities by strengthening capacity in the areas of community economic and human resource development and by promoting partnerships at all levels. The Enabling Fund provides funding to Official Language Minority Communities (OLMC) designated organizations: the Réseaux de développement économique et d’employabilité (RDÉE Canada); 12 provincial/territorial francophone and Acadian organizations; and the Community Economic Development and Employability Corporation (formerly Community Table) for the English-speaking minority communities in Quebec. These organizations are funded through contribution agreements, so that these organizations can plan, develop and manage community projects and access additional funding for these projects.

Through contribution agreements, the EF provides funding to OLMC-designated organizations to undertake a variety of activities, including:

  • The preparation of community economic and human resources development plans for the OLMCs;
  • The creation, implementation and consolidation of collaborative community projects;
  • The establishment of partnerships to meet the objectives set out in the OLMCs’ development plans; and
  • The provision of support to the OLMCs in finding and accessing programs and funding (federal, provincial/territorial and other) to meet objectives.

The EF also supports two national committees, the National Committee for Economic Development and Employability for Francophone Communities and the National Human Resources Development Committee for the English Linguistic Minority. Through these committees, as co-chair, HRSDC regularly engages with OLMCs, informs them of departmental programs and services, and facilitates collaboration with other federal departments.

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

Expected Results:

  • Contribution recipients are informed and contribute to knowledge building and program/policy issues;
  • Knowledge shared among federal partners, contribution recipients and Official Language Minority Communities
  • The views of Official Language Minority Communities about economic and human resources issues are considered in the Government of Canada's policy/program development;
  • Contribution recipients continue to develop and implement effective community plans and projects with concrete results; and
  • Contribute to sustainable collaboration across federal institutions and with Official Language Minority Community stakeholders.

Results Achieved: In 2009-2010, 14 OLMC organizations received funding through the Enabling Fund for a total amount of $12M.

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

  • Employability: job training, access to job placements, provision of employment services to Francophones, and OLMC-related labour-market research and data collection;
  • Youth employability: entrepreneurship awareness-building activities, youth labour-market integration initiatives in OLMCs, and youth retention strategies in OLMCs;
  • Community capacity building: the provision of training for community organizations on governance, management of social economy enterprises, and support for preparing funding requests and business plans;
  • Community engagement: community development plans and support for planning of high profile projects, such as festivals and the setting-up community radio stations; and,
  • Tourism: development of partnerships between community organizations and provincial and municipal governments to promote their communities as destinations of choice.

In 2009-2010, recipient organizations leveraged additional project funding from a variety of public, private and not-for-profit partners. These partners include Industry Canada and its regional economic development agencies, Canadian Heritage, Citizenship and Immigration Canada, a number of provincial governments (e.g., the Quebec Secrétariat des affaires intergouvernementales canadiennes, the Alberta Francophone Secretariat), Chambers of Commerce, and municipal governments.

Operating funds assigned to the Enabling Fund support the operations of two National Committees involving a number of federal departments and community representatives dedicated to OLMC economic development and employability. In 2009-2010, the Anglophone National Committee met twice and the Francophone National Committee met once. Federal representatives to these committees also meet separately as part of Government Tables to encourage horizontality and interdepartmental collaboration. In 2009-2010, one meeting was held with representatives of 13 federal departments and organizations and 10 teleconferences took place between representatives of the following departments and agencies: Human Resources and Skills Development Canada, Agriculture and Agri-Food Canada, Canadian Heritage, Fisheries and Oceans Canada, Industry Canada, Canada Economic Development for Quebec Region, Atlantic Canada Opportunities Agency, Western Economic Diversification Canada, FedNor, CanDev, CanNor, and Public Works and Government Services Canada.

Program officials also launched an interdepartmental research committee to coordinate research on OLMC economic development and employability at the federal level.

Program Activity: Skills and Employment
($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
a) Planned
Spending
2009-10
Total
Authorities
2009-10
b) Actual
Spending
2009-10
Variance(s) between(s) a) and b)
Total Grants            
Total Contributions 11.8 12.1 12.0 12.0 12.0 0
Total Other types of transfer payments            
Total Program Activity(ies) 11.8 12.1 12.0 12.0 12.0 0

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

Audit completed or planned:

Evaluation completed or planned: A Formative Evaluation of the Enabling Fund for Official Language Minority Communities was completed in 2009. The evaluation is currently awaiting publication, when available it will be found on the following website: http://www.hrsdc.gc.ca/eng/publications_resources/evaluation/index.shtml



Name of Transfer Payment Program: Foreign Credential Recognition Program (voted payments)

Start date: January 02, 2003

End date: May 27, 2015

Description: The Foreign Credential Recognition Program (FCRP) works to ensure that internationally-trained individuals can fully participate in the labour market and Canadian society. The FCRP is one of the key Government of Canada initiatives that support the implementation of the Pan-Canadian Framework for the Assessment and Recognition of Foreign Qualifications for timely assessment and recognition of foreign qualifications across Canada.1

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

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

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

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

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

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

Short-term:

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

Medium-term:

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

Long-term:

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

Results Achieved:

  • The implementation plan for the Pan-Canadian Framework for the Assessment and Recognition of Foreign Qualifications was developed and Target Occupations were selected;
  • The FCRP is co-leading the Federal-Provincial/Territorial Foreign Qualification Recognition Working Group (FQRWG) and overseeing the implementation of the Framework;
  • The FCRP continues to negotiate and enter into new agreements with provinces and key stakeholders to help implement the FQR framework; and
  • In 2009-10, there were 67 agreements in progress of which 43 agreements were being supported with money sourced from Canada’s Economic Action Plan.
Program Activity: Skills and Employment
($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
a) Planned
Spending
2009-10
Total
Authorities
2009-10
b) Actual
Spending
2009-10
Variance(s) between(s) a) and b)
Total Grants            
Total Contributions 14.3 13.9 28.5 25.7 14.7 13.8
Total Other types of transfer payments            
Total Program Activity(ies) 14.3 13.9 28.5 25.7 14.7 13.8

Comment(s) on Variance(s): The variance of $13.8M is mainly due to the deferral of projected activities from 2009-2010 to 2010-2011 following the development and subsequent announcement of the Pan-Canadian Framework on November 30, 2009 as well as differences in planned spending and total authorities for contributions under this program. Total authorities for contributions were not known during the planning period

Audit completed or planned:

Evaluation completed or planned: The summative evaluation of the Foreign Credential Recognition Program was completed in 2010. The evaluation is currently awaiting publication, when available it will be found on the following website: http://www.hrsdc.gc.ca/eng/publications_resources/evaluation/index.shtml

1 Foreign credential recognition (FCR), also called foreign qualification recognition (FQR) encompasses the assessment and recognition of knowledge, skills, work experience and education obtained outside of Canada.



Name of Transfer Payment Program: Labour Market Agreements (voted payments)

Start date: Throughout 2008-09 (varies by Province and Territory)

End date: March 31, 2014

Description: In Advantage Canada, the Government of Canada set out the goal to create "the best educated, most skilled and most flexible workforce in the world." In Budget 2007, the Government of Canada created a new Labour Market Architecture, which included six-year bilateral Labour Market Agreements with the provinces and territories. These agreements were supported by $500M per year of new federal investments to address key labour market challenges at local and regional levels. Labour Market Agreements have been since signed with all 13 provinces and territories.

The Labour Market Agreements are intended to increase labour force participation of under-represented groups, providing a means by what Canadians can obtain the right skills to compete in the labour market, and encourage employers to provide more training to their workers. These Agreements are providing labour market training to unemployed Canadians who are not eligible for Employment Insurance and therefore unable to access programs under Part II of the Employment Insurance Act. In addition to these clients, the Agreements are also available to workers with low skills, including those who lack literacy and essential skills.

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

Expected Results: Reporting under the Agreements includes following indicators:

Eligible client indicators:

  • Total number of eligible clients served/in training by employment status (e.g. employed, unemployed, self-employed);
  • Education level of eligible clients prior to intervention (interventions include employment counselling and services, skills training and job readiness assistance); and
  • Number of eligible clients served through an intervention by designated client group (e.g. Aboriginal peoples, immigrants, older workers, persons with disabilities, women, and youth).

Service Delivery Indicators:

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

Eligible Client Outcome and Impact Indicators:

  • Proportion of eligible clients who have completed their intervention, by intervention type;
  • Proportion of eligible clients who, 3 months and 12 months after leaving the intervention are (a) employed OR (b) in further intervention;
  • Number of eligible clients who have earned credentials or certification through participation in the intervention;
  • Average hourly earnings of eligible clients following the intervention; and
  • Proportion of eligible clients who, 3 months and 12 months after leaving the intervention, indicate their training helped prepare them for future employment.

Results Achieved:

Reports on the results achieved through labour market agreements are available by province or territory on the website: http://www.hrsdc.gc.ca/eng/employment/partnerships/lma/index.shtml.

Each province or territory is required to report to its citizens on the results achieved in the previous year by Oct. 1. The reports on results achieved during 2009-2010 will be published on the website as soon as they are available.

Program Activity: Skills and Employment
($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
a) Planned
Spending
2009-10
Total
Authorities
2009-10
b) Actual
Spending
2009-10
Variance(s) between(s) a) and b)
Total Grants            
Total Contributions            
Total Other types of transfer payments   459.9 501.3 527.7 508.5 (7.2)
Total Program Activity(ies)   459.9 501.3 527.7 508.5 (7.2)

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

Audit completed or planned:

Evaluation completed or planned:

  • LMA evaluation to be performed over the course of fiscal years 2010-2011 to 2012-2013.


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

Start date: April 1, 2004

End date: March 31, 2011

Description: Under the Multilateral Framework for Labour Market Agreements for Persons with Disabilities, the Government of Canada contributes 50% of the costs incurred by provinces for eligible programs and services up to the maximum amount identified in each agreement.

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

Expected Results: The goal of the Labour Market Agreements for Persons with Disabilities is to improve the employment situation of Canadians with disabilities, by enhancing their employability, increasing the employment opportunities available to them, and building on their existing knowledge base.

Reporting under the Agreements includes selected societal indicators (employment income, educational attainment and employment rate of working age people with disabilities) and the following program indicators:

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

Results Achieved: Based on aggregate information provided by the provinces in their 2008-2009 Annual Reports, approximately 300,000 persons with disabilities are served annually across Canada. This may include individuals who participate in multi-year or multiple interventions. As per the Multilateral Framework, the 2009-2010 Annual Reports are expected to be made available December 3, 2010.

Program Activity: Skills and Employment
($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
a) Planned
Spending
2009-10
Total
Authorities
2009-10
b) Actual
Spending
2009-10
Variance(s) between(s) a) and b)
Total Grants            
Total Contributions            
Total Other types of transfer payments 218.3 218.3 217.1 218.3 218.3 (1.2)
Total Program Activity(ies) 218.3 218.3 217.1 218.3 218.3 (1.2)

Comment(s) on Variance(s): An internal transfer was done to cover shortfall in funding for transfer agreements.

Audit completed or planned:

Evaluation completed or planned: A demonstration evaluation of the Canada-Manitoba Labour Market Agreement for Persons with Disabilities examined the experiences of clients during the program period (2004-2007), as well as one year pre-program (2003), in order to gain as much knowledge as possible about the outcomes of program participation. The full evaluation report can be found at:
http://www.hrsdc.gc.ca/eng/publications_resources/evaluation/2010/sp_949_05_10e/page00.shtml



Name of Transfer Payment Program: Literacy and Essential Skills (voted payments)

Start date: April 1, 2006

End date: March 31, 2011

Description: The Office of Literacy and Essential Skills (OLES) delivers the Adult Learning, Literacy and Essential Skills Program (ALLESP), a non-statutory Grants and Contributions program funded through the Consolidated Revenue Fund. The key objective of the ALLESP is to promote lifelong learning by facilitating the creation of opportunities for Canadians to acquire the learning, literacy and essential skills they need to participate in a knowledge-based economy and society.

These objectives are accomplished by providing funding to eligible organizations to conduct the following four activities:

  • knowledge generation, including transfer of knowledge and its application;
  • promoting innovation by providing targeted investments to encourage innovative approaches;
  • building the capacity of the adult learning and literacy sector and organizations involved in essential skills; and
  • increasing awareness of adult learning, literacy and essential skills.

ALLESP targets adults already employed or preparing to enter the workforce, families and communities with a particular emphasis on Aboriginal Canadians, immigrants, lower-skilled workers, and official language minority communities. ALLESP plays an indirect role in improving Canadians’ skills, leveraging the activities of others through building on existing relationships and developing new partnerships with federal government departments, provinces, territories, business associations, labour and other stakeholders. ALLESP also serves as the delivery mechanism for the Family Literacy Initiative under the Roadmap for Canada’s Linguistic Duality (2008-2013).

The work of the Office of Literacy and Essential Skills has a particular focus on the workplace since research has shown that the majority of Canadians with low literacy and essential skills are already in the labour market. The Office of Literacy and Essential Skills also recognizes that workplaces, communities and families are interconnected and that strengthening literacy and essential skills in one area of an individual’s life will have an effect in all areas. The OLES also supports tool development as well as major projects that:

  • increase knowledge and enhance the capacity of key players to address LES level needs of adults seeking to enter, and succeed, in the labour market, and
  • increase the integration of LES within skill training and employment programs by raising awareness and increasing knowledge of existing tools and resources.

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

Expected Results: The expected long-term outcome of the Adult Learning, Literacy and Essentials Skills Program (ALLESP) is:

  • Increased participation by Canadians in adult learning, literacy and essential skills

The expected intermediate outcomes are:

  • Programming, services and policies that respond to evolving needs of Canadians.
  • Enhanced opportunities for adult learning, literacy and essential skills.

The expected immediate outcomes are:

  • Improved dissemination, transfer and application of knowledge and information.
  • Increased capacity of funding recipients, other stakeholders and end-users.
  • Increased awareness of the benefits of, and opportunities for, adult learning, literacy and essential skills.

Results Achieved:

ALLESP Results Achieved

  • ALLESP provided support to 23 core-funded organizations including national literacy organizations and provincial/territorial coalitions. The completed annual performance reports demonstrate that they are sharing knowledge and expertise with partners as well as with OLES, and that they are filling capacity and awareness gaps across the country.

OLES Results Achieved
Tool Development and Integration

  • 18 new literacy and essential skills tools published in 2009-2010; 554,000 copies of these publications ordered;
  • 26 apprenticeship tools published in 2009-2010; 57,000 of these ordered;
  • Groups ordering tools are diverse including other government departments, municipalities, provinces, colleges, employment centres and special interest groups. Over 50 groups who ordered tools this fiscal year provided feedback on how they are integrating them into their activities; and
  • 48 organizations overall identified having embedded OLES literacy and essential skills tools into their activities.

Workplace Literacy and Essential Skills and Labour Market Partnerships

  • A number of projects were funded to leverage private sector training efforts in support of workplace literacy and essential skills, including engagement of over 100 small-medium enterprises in piloting new approaches, customized model development for the construction sector, integration of literacy into workplace health and safety programs in collaboration with the Canadian Manufacturers and Exporters (CME), and testing of a new model to assist Aboriginal people in remote communities to transition to manufacturing jobs.
Program Activity: Skills and Employment
($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
a) Planned
Spending
2009-10
Total
Authorities
2009-10
b) Actual
Spending
2009-10
Variance(s) between(s) a) and b)
Total Grants 12.7 7.0 20.7 11.7 5.0 15.7
Total Contributions 10.6 8.1 5.6 14.6 14.6 (9.0)
Total Other types of transfer payments            
Total Program Activity(ies) 23.3 15.1 26.3 26.3 19.6 6.7

Comment(s) on Variance(s): Adult Learning, Literacy and Essential Skills Program did not spend $6.7 million due to delays in several multi-year projects and the posting of two Calls for Proposals.

Audit completed or planned:

Evaluation completed or planned: A Formative Evaluation of the Adult Learning, Literacy and Essential Skills Program was completed in February 2010. The evaluation is currently awaiting publication, when available it will be found on the following website: http://www.hrsdc.gc.ca/eng/publications_resources/evaluation/index.shtml



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

Start date: April 1, 1997

End date: Ongoing

Description: The Opportunities Fund provides funding through contribution agreements with individuals, businesses, and not-for-profit organizations to help unemployed persons with disabilities who have little or no labour market attachment prepare for, find, and maintain employment or self-employment.

Examples of activities supported under this program include:

  • encouraging employers to provide people with disabilities with work opportunities and experience;
  • working in partnership with organizations for people with disabilities to address barriers to client’s labour market participation;
  • helping people with disabilities increase their employment skill level; and
  • helping people with disabilities to start their own businesses.

For more information about this program, please visit http://www.hrsdc.gc.ca/en/disability_issues/funding_programs/opportunities_fund/index.shtml

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

Expected Results:

  • People with disabilities have enhanced their employability by completing an Opportunities Fund intervention;
  • People with disabilities obtained employment or self-employment or returned to school for skills upgrading, following Opportunities Fund programming; and
  • People with disabilities have increased earned income levels and reduced their dependence on passive income support.

Results Achieved:

  • 5,574 clients were served;
  • 3,583 clients completed an Opportunities Fund intervention;
  • 1,701 clients were employed;
  • 293 clients returned to school.
Program Activity: Skills and Employment
($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
a) Planned
Spending
2009-10
Total
Authorities
2009-10
b) Actual
Spending
2009-10
Variance(s) between(s) a) and b)
Total Grants            
Total Contributions 25.4 27.2 26.7 26.7 25.9 0.8
Total Other types of transfer payments            
Total Program Activity(ies) 25.4 27.2 26.7 26.7 25.9 0.8

Comment(s) on Variance(s): The variance between the planned and actual spending, at slightly less than 3% of budget, is minimal. A number of factors can contribute to the variance, including projects beginning later than anticipated, turnover among participants from this vulnerable client group, or costs for specific projects coming in lower than anticipated.

Audit completed or planned: No audits

Evaluation completed or planned: No evaluations of the Opportunities Fund program were completed during 2009-10.



Name of Transfer Payment Program: Sector Council Program (voted payments)

Start date: April 1, 2002

End date: May 30, 2012

Description: Sector Councils are national partnerships of employers and workers that address human resources and workplace skills development on a sectoral basis. The Sector Council Program supports sector council activities that include:

  • Labour market forecasting and analysis;
  • National occupational standards;
  • Curriculum tailored to industry needs;
  • Skills development tools, including e-learning;
  • Literacy and essential skills initiatives;
  • Integration of foreign trained workers; and
  • Targeted recruitment and retention initiatives.

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

Expected Results:

  • Develop new and innovative solutions to human resources and skills issues by :
    • increasing understanding of skills, occupational needs and labour market issues;
    • increasing availability and use of products and services to help industry address their human resource issues;
    • facilitating labour market transitions (including both entry and career progression); and
    • Increasing industry investments in skills development to promote a quality workforce.
  • Address current and emerging skills and human resource issues by:
    • increasing sectoral capacity by sharing best practices and innovative ideas between councils and across sectors and industries;
    • encouraging learning systems to be more responsive to the labour market by developing curricula that reflects the skills and competencies required by employers in Canada's labour market and
    • promoting the workplace as a learning environment by encouraging employers to increase investments in workplace learning for their employees.

Results Achieved:

  • Produced 259 labour market intelligence and analysis reports. The Alliance of Sector Councils also conducted a quarterly trend analysis survey that provided on-the-ground information on human resource trends in the labour market in 16 sectors of the economy.
  • As of 2009, 596 National Occupational Standards were in use by Sector Councils for non-regulated occupations.
  • Provided direction to councils to better link to the activities of provinces and territories to leverage existing investments and avoid the duplication of efforts.
  • Contributed to the creation and founding member of the International Network of Sector Skills Organization, which is working to strengthen relationships at the international level, promote the sharing of sectoral best practices, and advance work on the development of transnational occupational standards.
  • Established industry-education partnerships with the Toronto District School Board and 16 sector councils, yielding 11 industry partnership networks, 42 new or adapted course curricula and involving close to 2,000 students in school programs in structured industry placements.
Program Activity: Skills and Employment
($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
a) Planned
Spending
2009-10
Total
Authorities
2009-10
b) Actual
Spending
2009-10
Variance(s) between(s) a) and b)
Total Grants            
Total Contributions 26.9 26.7 27.0 25.9 25.8 1.2
Total Other types of transfer payments            
Total Program Activity(ies) 26.9 26.7 27.0 25.9 25.8 1.2

Comment(s) on Variance(s): The variance of $1.2M is mostly due to deferral of projects into next fiscal year and delays in approved project start-up.

Audit completed or planned:

Evaluation completed or planned: The final report of the summative evaluation covering 2002-2005 is currently awaiting final approval. When the report is approved, it will be published on the following website: http://www.hrsdc.gc.ca/eng/publications_resources/evaluation/index.shtml

A summative evaluation covering the period from 2005-2010 is planned for 2011.



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

Start date: Throughout 2009-10 (varies by Province and Territory)

End date: March 31, 2011

Description: The Strategic Training and Transition Fund (STTF) provides time-limited incremental funding for provinces and territories havings signed a Labour Market Agreement, to support the needs of workers affected by the economic downturn, whether or not they qualify for Employment Insurance.

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

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

Expected Results:

Performance will be measured using the same indicators as Labour Market Agreements. Following the conclusion of the initiative in 2011, it is projected that approximately 50,000 Canadians will have benefited from the Strategic Training and Transition Fund initiative.

Results Achieved: In 2009-2010, there were more than 70,000 Canadians who received labour market services and programming funded by the STTF.

Program Activity: Skills and Employment
($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
a) Planned
Spending
2009-10
Total
Authorities
2009-10
b) Actual
Spending
2009-10
Variance(s) between(s) a) and b)
Total Grants            
Total Contributions            
Total Other types of transfer payments     250.0 250.0 250.0 0
Total Program Activity(ies)     250.0 250.0 250.0 0

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

Audit completed or planned:

Evaluation completed or planned: Programs funded by the STTF will be evaluated through the LMA evaluations, currently scheduled to be performed over the course of fiscal years 2010-2011 to 2012-2013.



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

Start date: September 21, 2006

End date: March 31, 2012

Description: The Targeted Initiative for Older Workers (TIOW) is a federal-provincial/territorial cost-shared initiative providing support to unemployed older workers in communities affected by significant downsizing or closures, and/or ongoing high unemployment, through programming aimed at reintegrating them into employment. In situations where there is little likelihood of immediate employment, programming may be aimed at increasing the employability of older workers and ensuring they remain active and productive labour market participants while their communities undergo adjustment.

Provinces and territories are responsible for identifying affected communities to target for activities, design and delivery of projects, and monitoring and reporting on projects.

To be eligible to participate in the Initiative, older workers must be unemployed, legally entitled to work in Canada, lack skills needed for successful integration into new employment, live in an eligible community, and normally be aged 55 - 64.

Projects must include employment assistance activities, such as résumé writing, interview techniques, counselling and job finding clubs, and at least two other employability improvement activities such as prior learning assessment, skills training, work experience, or assistance to start a small business. As well, they must offer income support to participants in the form of allowances, wages or wage subsidies, and involve at least 25 hours per week of activity for participants.

Where possible and appropriate, activities will support community economic development strategies and activities. As an example, skills development activities may prepare participants for emerging employment opportunities. The initiative focuses on communities with a population of fewer than 250,000 people.

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

Expected Results: The objective is to help unemployed older workers reintegrate into employment. Where there is little likelihood of immediate employment, desired outcomes would be to increase their employability, and assist them to remain active and productive in the labour market while their communities undergo adjustment.

Results Achieved: In 2009-10, 100 new projects were approved and 32 existing projects were extended, reaching over 7,300 unemployed older workers.

Program Activity: Skills and Employment
($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
a) Planned
Spending
2009-10
Total
Authorities
2009-10
b) Actual
Spending
2009-10
Variance(s) between(s) a) and b)
Total Grants            
Total Contributions 5.0 23.1 56.6 56.6 18.0 38.6
Total Other types of transfer payments            
Total Program Activity(ies) 5.0 23.1 56.6 56.6 18.0 38.6

Comment(s) on Variance(s): The variance between 2009-10 planned and actual spending was mainly a result of the time lag that ensued as provinces and territories, particularly newly participating jurisdictions, sought the authorities and funding necessary for participating in the TIOW, given that it is a cost-shared initiative. In addition, the time needed for project planning and implementation, including identifying and confirming community-based service providers sometimes resulted in delays in the launch of projects. The $38.6M will be re-profiled and will remain available for provinces and territories to assist unemployed older workers in 2010-2011.

Audit completed or planned:

Evaluation completed or planned: A Formative Evaluation of TIOW was begun in 2009-10 and is currently underway.



Name of Transfer Payment Program: Workplace Skills Initiative (voted payments)

Start date: May 1, 2005

End date: March 31, 2011

Description: The Workplace Skills Initiative (WSI) funds projects that test and evaluate promising, partnership-based, outcomes-focused approaches to skills development, human resource practices and tools for employers and employed Canadians. Central to these projects is the development of human capital in and for the workplace, and while projects will vary in scope and scale (e.g., firm vs. sector), small- and medium-sized enterprises will be a key audience. Projects funded by the WSI will generate cumulative knowledge around skills development and best human resources models, tools and practices.

On April 24, 2009, HRSDC suspended funding for new projects under the WSI.

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

Expected Results: The Workplace Skills Initiative is expected to contribute towards:

  • increased awareness among workplace partners across Canada of the Innovation Initiative and the importance of workplace skills;
  • increased collaboration among workplace partners toward the development of models, tools and instruments for workplace skills;
  • increased knowledge, innovation, experimentation and dissemination of models, tools and instruments for workplace skills among workplace partners.

Results Achieved: Managed 24 contribution agreements with successful outcomes:

  • Increased the awareness of small business owners regarding the direct benefits that improving HR practices, and skills development, can have on their business’s bottom line;
  • Exposed employers to the concept of Prior Learning Assessment and Recognition and the impact and benefits of successfully integrating new Canadians in the workplace;
  • Improved managers’ abilities at recognizing talent and facilitating that recognition and valuation among their employees (representing an improvement in their own management skills), who will be more fully engaged, and receive development and training for management positions later;
  • Developed evaluation tools and effective training practices that organizations can use to drive positive business outcomes; and
  • Reached 29 contribution recipients and more than 200 partners (associations, employers, unions, universities) and over 77,000 participants (employers, employees) with over $18.2M in funding leveraged from non-federal sources.
Program Activity: Skills and Employment
($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
a) Planned
Spending
2009-10
Total
Authorities
2009-10
b) Actual
Spending
2009-10
Variance(s) between(s) a) and b)
Total Grants            
Total Contributions 9.7 14.2 12.6 13.7 13.7 (1.1)
Total Other types of transfer payments            
Total Program Activity(ies) 9.7 14.2 12.6 13.7 13.7 (1.1)

Comment(s) on Variance(s): The variance is mainly due to the difference between planned spending and total authorities. Total authorities for the program were higher than initially expected, and there is no variance between authorities and actual spending. Note that the department ceased delivery of the Workplace Skills Initiative in April 2009; these payments are made under the terms of previously existing contribution agreement.

Audit completed or planned:

Evaluation completed or planned: A summative evaluation is planned for 2011.



Name of Transfer Payment Program: Youth Employment Strategy (voted payments)

Start date: March 18, 1999

End date: Ongoing

Description: The Youth Employment Strategy (YES) supports Canadian youth as they move into the world of work. The Strategy plays a role in developing Canada's workforce by providing young Canadians with access to programs and services to help them gain the skills, knowledge, career information and work experience they need to find and maintain employment and make a successful transition into the labour force.

The Youth Employment Strategy is designed to respond to labour market challenges facing youth, aged 15 to 30. The Strategy has three program streams: Skills Link, Career Focus and Summer Work Experience, which includes the Canada Summer Jobs initiative. Skills Link provides youth-at-risk with opportunities to develop skills they need to find work or return to school. Career Focus helps post-secondary graduates find work in their area of specialization. Summer Work Experience helps secondary and post-secondary graduates acquire career-related skills and financing for their education through summer jobs.

The Government of Canada's support to young Canadians is a shared responsibility and a partnership effort among many departments and organizations. Human Resources and Skills Development, along with 11 other federal government departments, work cooperatively with other levels of government, Aboriginal organizations, educational institutions, and private sector, not-for-profit and voluntary sector organizations to deliver Youth Employment Strategy initiatives.

Transfer payments made under the Youth Employment Strategy are predominantly in the form of contributions from participating departments for wage subsidies for participant youth; or for the development and delivery of youth support services. Such support services include client assessment, case management services and the provision of employability tools that help participants acquire needed skills. Transfer payments contribute directly to the program objectives by encouraging organizations to create meaningful, skill-enhancing, opportunities for youth.

For more information, please visit: http://www.youth.gc.ca.

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

Expected Results: Creation of employment and service initiatives for youth through partnerships with business, labour, industry, not-for-profit and voluntary organizations, Aboriginal and rural remote communities, and other levels of government.

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

  • Youth clients will be served through work experiences or tailored interventions; and
  • A portion of youth participants will return to school to further their education/skills development and/or become employed or self-employed.

Results Achieved:

  • Canada Summer Jobs
    • Clients Served: 37,543
  • Skills Link
    • Clients Served: 15,085
    • Employed or Self-Employed: 4,829
    • Returned to School: 1,979
  • Career Focus
    • Clients Served: 498
    • Employed or Self-Employed: 195
    • Returned to School: 28
Program Activity: Skills and Employment
($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
a) Planned
Spending
2009-10
Total
Authorities
2009-10
b) Actual
Spending
2009-10
Variance(s) between(s) a) and b)
Total Grants     0.1 0 0 0.1
Total Contributions 235.9 221.2 236.7 227.8 227.7 9.0
Total Other types of transfer payments            
Total Program Activity(ies) 235.9 221.2 236.8 227.8 227.7 9.1

Comment(s) on Variance(s): The variance is mainly due to a transfer of contributions funds from YES to the Aboriginal Human Resources Development Strategy (AHRDS) and the Labour Market Agreements for Persons with Disabilities (LMAPD).

Audit completed or planned: An assurance audit of the Youth Employment Strategy is planned for 2011-2012

Evaluation completed or planned: The summative evaluation of the Youth Employment Strategy was completed in August 2009. The complete evaluation is available at:

http://www.hrsdc.gc.ca/eng/publications_resources/evaluation/2009/sp_ah_911_08_09e/page00.shtml



Name of Transfer Payment Program: YMCA and YWCA Grant(s) for Youth Internships (voted payments)

Start date: April 1, 2009

End date: March 31, 2010

Description: The YMCA and YWCA Grant(s) for Youth Internships is a one-time grant of $15 million to place unemployed youth (aged 15 to 30 years) in internships with not-for-profit and community services organizations with a focus on environmental projects.

While the funding period is until March 31, 2010, activities will proceed until March 31, 2011.

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

Expected Results: The YMCA and YWCA Grant(s) for Youth Internships will help young Canadians develop their skills and gain work experience.

As a result of this program, approximately 1,000 internships are expected over the duration of the initiative.

Results Achieved: A total of $15M was distributed through the YMCA & YWCA Grant(s) for Youth Internships. The breakdown in funding was $10M to the YMCA and $5M to the YWCA.

As of March 31, 2010, 422 internships were underway; 394 of these had an environmental focus.

Program Activity: Skills and Employment
($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
a) Planned
Spending
2009-10
Total
Authorities
2009-10
b) Actual
Spending
2009-10
Variance(s) between(s) a) and b)
Total Grants     15.0 15.0 15.0 0
Total Contributions            
Total Other types of transfer payments            
Total Program Activity(ies)     15.0 15.0 15.0 0

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

Audit completed or planned: The YMCA and YWCA Grant(s) for Youth Internships will form part of the organizations’ comprehensive annual audits in 2010-2011.

Evaluation completed or planned:


Learning


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

Start date: September, 1964

End date: Ongoing

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

There are still borrowers that have loans (in study or in repayment) under the Guaranteed regime. Although the last new Guaranteed loans were issued July 31st, 1995, there is approximately $5 million outstanding in Guaranteed loans that are in class A (in-study) status as of March 31st, 2010.

This transfer payment is used to cover claims submitted by financial institutions related to the remaining Guaranteed Loan Portfolio.

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

Expected Results:

  • Canada meets its financial obligations as set out under the Canada Student Loans Act and agreements with financial institutions.

Results Achieved:

  • Obligations under Canada Student Loans Act were met.
Program Activity: Learning
($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
a) Planned
Spending
2009-10
Total
Authorities
2009-10
b) Actual
Spending
2009-10
Variance(s) between(s) a) and b)
Total Grants            
Total Contributions (19.1) (14.5) 4.6 (9.5) (9.5) 14.1
Total Other types of transfer payments            
Total Program Activity(ies) (19.1) (14.5) 4.6 (9.5) (9.5) 14.1

Comment(s) on Variance(s): The variance is mainly due to a difference between planned spending and total authorities. For this program, planned spending reflects the forecasted expenditures for claims made by financial institutions, while the total authorities reflect the net cost of the program. The Government of Canada also recovers money as students repay these loans; authorities are expressed as negative values because recoveries are expected to exceeded claims, resulting in net revenue for Government of Canada rather than an expense.

Audit completed or planned: An assurance audit of the Canada Student Loans Program is planned for 2011-2012.

Evaluation completed or planned:



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

Start date: August 1, 1995

End date: Ongoing

Description: This transfer payment represents interest subsidies, repayment assistance benefits, the amount of forgiven loans, risk premiums and put-backs, and the administrative costs related to students who borrowed under the risk-shared regime which existed from August 1, 1995 to July 31, 2000. At that time, the Canada Student Loans Program operated on a shared risk model with Canadian financial institutions.

There are still borrowers that have loans (in-study or in-repayment) under the Risk-Shared regime. Although the last new loans were issued July 31st, 2000, there is approximately $63 million outstanding in Risk-Shared loans that are in class A (in-study) status as of March 31st, 2010.

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

Expected Results:

  • As a result of this transfer payment, students who borrowed under the risk-shared regime continue to receive in-study student financial assistance and debt management assistance in repayment; and
  • Canada meets its obligations as set out under the Canada Student Financial Assistance Act in agreements with financial institutions.

Results Achieved:

  • Approximately 7,700 students who borrowed under the risk-shared regime continued to receive in-study student financial assistance and debt management assistance in repayment; and
  • Canada met its obligations as set out under the Canada Student Financial Assistance Act in agreements with financial institutions.
Program Activity: Learning
($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
a) Planned
Spending
2009-10
Total
Authorities
2009-10
b) Actual
Spending
2009-10
Variance(s) between(s) a) and b)
Total Grants            
Total Contributions 36.3 22.9 31.9 11.6 11.6 20.3
Total Other types of transfer payments            
Total Program Activity(ies) 36.3 22.9 31.9 11.6 11.6 20.3

Comment(s) on Variance(s): Due to unexpectedly low interest rates, the cost of administering the Debt Management Measures to Risk-Shared loans was significantly less than planned. This difference accounted for approximately 69% of the overall variance. Note that the actual spending reflects the net cost of the program; while planned spending represents the forecasted expenditures of claim payments only without taking revenue from recoveries of outstanding claims into account.

Audit completed or planned: An assurance audit of the Canada Student Loans Program is planned for 2011-2012

Evaluation completed or planned: A multi-year summative evaluation of the Canada Student Loans Program is scheduled to begin in 2010-2011.



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

Start date: August 1, 2000

End date: Ongoing

Description: This transfer payment provides alternative payments to provinces and territories who choose not to participate in the Canada Student Loans Program, so that they receive assistance in delivering a similar student financial assistance program.

The transfer payment also provides interest relief and debt reduction in repayment benefits to borrowers, and the value of loans forgiven according to prescribed criteria.

Starting August 1, 2009, individual debt measures including interest relief and debt reduction in repayment have been replaced by the comprehensive Repayment Assistance Plan, which is a new repayment option for students facing difficulty in meeting their student loan payments.

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

Expected Results:

  • Post-secondary education students in the province of Québec, the Northwest Territories and Nunavut continue to access financial assistance similar to the assistance provided to students in those jurisdictions that participate in the Canada Student Loans Program; and
  • Students with financial difficulty in participating jurisdictions are able to receive repayment benefits.

Results Achieved:

  • As a result of these alternative payments, post-secondary education students in the province of Québec, the Northwest Territories and Nunavut continued to access financial assistance similar to the assistance provided to students in those jurisdictions that participate in the Canada Student Loans Program; and
  • 126,196 students with financial hardship in participating jurisdictions received repayment benefits in 2009. 103,747 of these students were not required to make a payment in 2009-2010, while 22,449 with asked to make an affordable payment proportional to their level of income.
Program Activity: Learning
($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
a) Planned
Spending
2009-10
Total
Authorities
2009-10
b) Actual
Spending
2009-10
Variance(s) between(s) a) and b)
Total Grants            
Total Contributions 207.6 209.4 219.9 154.8 154.8 65.1
Total Other types of transfer payments            
Total Program Activity(ies) 207.6 209.4 219.9 154.8 154.8 65.1

Comment(s) on Variance(s): Due to unexpectedly low interest rates, the cost of administering the Debt Management Measures to Direct Loans was significantly less than planned.

Audit completed or planned: An assurance audit of the Canada Student Loans Program is planned for 2011-2012.

Evaluation completed or planned: A multi-year summative evaluation of the Canada Student Loans Program is scheduled to begin in 2010-2011.



Name of Transfer Payment Program: Canada Study Grant / Canada Access Grant / Canada Student Grant Program (statutory payments)

Start date:

  • August 1, 1995 (for most Canada Study Grants);
  • August 1, 2005 (for both Canada Access Grants)
  • August 1, 2009 (for Canada Student Grant Program)

End date:

  • July 31st, 2009 for Canada Access Grants and Canada Study Grants
  • Ongoing for Canada Student Grants Program

Description: Between 1995 and 2009, the Government of Canada offered Canada Study Grants to encourage participation in post-secondary education by providing additional non-repayable assistance and reducing debt. The Canada Study Grants were designed to address the education-related costs of students with dependants, women in certain doctoral programs, and high-need part-time students. The Grants also sought to accommodate students with permanent disabilities by covering the exceptional education-related costs associated with their disability, such as an interpreter.

In August 2005, the Government of Canada introduced two Canada Access Grants, which provided up-front non-repayable assistance intended to improve access to post-secondary education and reduce financial barriers by reducing students’ assessed need for student loans. It was available for first-time, first-year students from low-income families, and full- and part-time students with permanent disabilities.

A student was eligible to receive a combination of Access and Study Grants, depending on their assessed need.

Starting August 1, 2009 Canada Study Grants and Canada Access Grants have been replaced by the new consolidated Canada Student Grant Program. The new Canada Student Grant Program provides students from low- and middle-income families with a grant equal to $250 and $100 per month, respectively. Students with permanent disabilities are eligible for a grant of $2,000 per year and up to $8,000 per year for those with special education needs. Student with children are eligible for a grant of $200 per month for each child under the age of 12. Students who received the Canada Millennium Scholarship general bursaries in 2008–2009 will receive transitional grants until they complete or withdraw from their current program of study.

The new Canada Student Grant offers the following major advantages to students and their families:

  • Stable and transparent funding, to allow better planning and decision-making;
  • Availability in all years of a college or undergraduate university program;
  • Availability on an equal basis across Canada, regardless of where students live; and
  • The amount of the grant is based on income levels.

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

Expected Results:

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

Results Achieved:

  • Provided 284,476 Canada Student Grants at total value of $497.1M;
  • Held 16 information sessions across the country, reaching 68,541 students;
  • Youth Student Officers (YSO) held 1,802 Student Financial Assistance (SFA) workshops for 45,229 students; and
  • CSLP publications were sent to 223 centres across Canada, excluding Quebec, which does not participate in the Canada Student Loans Program.
Program Activity: Learning
($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
a) Planned
Spending
2009-10
Total
Authorities
2009-10
b) Actual
Spending
2009-10
Variance(s) between(s) a) and b)
Total Grants 161.5 143.2 511.5 533.7 533.7 (22.2)
Total Contributions            
Total Other types of transfer payments            
Total Program Activity(ies) 161.5 143.2 511.5 533.7 533.7 (22.2)

Comment(s) on Variance(s): Forecasted expenditures for grants in the Report on Plans and Priorities 2009-2010 were precise as they are very close to the actual expenditures that occurred in 2009-2010. There’s a variance of only 4.3%. This is not significant.

Audit completed or planned: An assurance audit of the Canada Student Loans Program is planned for 2011-2012

Evaluation completed or planned: A multi-year summative evaluation of the Canada Student Loans Program which will include the Canada Student Grants Program is scheduled to begin in 2010-2011.



Name of Transfer Payment Program: Canada Education Savings Program – Canada Education Savings Grant and the Canada Learning Bond (statutory and voted payments)

Start date:

  • January 1, 1998 (Canada Education Savings Grant)
  • January 1, 2005 (Canada Learning Bond)

End date: Ongoing

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

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

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

The Canada Education Savings Program also administers the Education Savings Community Outreach initiative, a non-statutory program aimed at increasing awareness of the importance of saving for post-secondary education. Its target audience is low income families.

Further information regarding the Canada Education Savings Grant can be found at:
http://www.hrsdc.gc.ca/en/learning/education_savings/public/cesg.shtml

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

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

Expected Results: The expected results and performance indicators of the Canada Education Savings Program are:

  • Canadians with children under 18 years have Registered Education Savings Plan savings.
  • Families use Registered Education Saving Plan savings to finance their children's post-secondary education.

Results Achieved: By December 2009, 40.6% of Canadian children had received the Canada Education Savings Grant and had RESP savings for their future education, up from 39.7% in 2008.

In addition, 156,000 children benefited from the Canada Learning Bond in 2009. Since 2005, the Canada Learning Bond has encouraged low-income families to open RESP accounts and 94% of those also contributed their own savings to the plans. In 2009, 19.3% of eligible children had received the CLB, up from 16.3% in 2008.

RESP assets reached $25.9 billion by the end of December 2009 (up from $22.6 billion in 2008), representing a 14.6% increase over the previous year.

Students attending post-secondary institutions are using these savings to finance their education. In 2009, 251,159 students withdrew $1.8 billion from their RESPs to finance their participation in post-secondary education.

Program Activity: Learning
($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
a) Planned
Spending
2009-10
Total
Authorities
2009-10
b) Actual
Spending
2009-10
Variance(s) between(s) a) and b)
Total Grants CESG (Statutory) 579.7 580.7 626.0 615.7 615.7 10.3
Total Grants CLB (Statutory) 35.8 47.8 43.0 56.7 56.7 (13.7)
Total Contributions* 1.2 3.2 3.1 3.1 3.1 0.0
Total Other types of transfer payments            
Total Program Activity(ies) 616.7 631.7 672.1 675.5 675.5 (3.4)

Comment(s) on Variance(s): The Canada Education Savings Grant payment was $10.3 million less than planned in the 2009-10 fiscal year due to the fact that families saved in RESPs at a lower rate because of the economic downturn while take-up of the Canada Learning Bond was higher than expected.

Audit completed or planned: A Formative Evaluation of the Additional Canada Education Savings Grant and the Canada Learning Bond was completed in February 2010. The evaluation is currently awaiting publication, when available it will be found on the following website: http://www.hrsdc.gc.ca/eng/publications_resources/evaluation/index.shtml

An assurance audit is planned for 2010-2011

Evaluation completed or planned: A summative evaluation is planned for 2011-2012

* Referring to the Education Savings Incentive (Voted Contribution).


Labour


Name of Transfer Payment Program: Wage Earner Protection Program (statutory payments)

Start date: July, 2008

End date: Ongoing

Description: The Wage Earner Protection Program (WEPP) is a national program designed to restore wages and vacation pay owing to workers whose employers become bankrupt or are subject to receivership under the Bankruptcy and Insolvency Act, up to an amount equal to four weeks’ maximum insurable earnings under the Employment Insurance Act. Budget 2009 expanded the Program to include termination and severance pay to provide additional financial support to workers. This has enabled a greater number of applicants to qualify for program support and has resulted in higher average monetary claims.

The Wage Earner Protection Program Act, which underlies the Program, was part of Bill C 55, which set out a comprehensive reform of Canada’s insolvency laws in 2005, including the Bankruptcy and Insolvency Act and the Companies’ Creditors Arrangement Act. The Act was subject to technical amendments contained in Bill C 12, which received Royal Assent on December 13, 2007. The Act and its Regulations came into force on July 7, 2008. The recent amendments to the program to add coverage for termination and severance pay were included in Bill C 10, An Act to implement certain provisions of the Budget tabled in Parliament on January 27, 2009, and related fiscal measures.

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

Expected Results: The expected result is to better protect workers whose employers have been declared bankrupt or subject to receivership.

Results Achieved: Before the Program came into force, it was estimated that between 10,000 and 20,000 Canadian workers had unpaid wage claims every year resulting from employer insolvencies. Over the course of the 2009-2010 fiscal year, 16,264 workers who lost their job due to employer insolvency received a WEPP payment, with an average payment per recipient of $2,210.

Program Activity: Labour
($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
a) Planned
Spending
2009-10
Total
Authorities
2009-10
b) Actual
Spending
2009-10
Variance(s) between(s) a) and b)
Total Grants   3.7 56.2 35.0 35.0 21.2
Total Contributions            
Total Other types of transfer payments            
Total Program Activity(ies) - 3.7 56.2 35.0 35.0 21.2

Comment(s) on Variance(s): The WEPP recently completed its first full fiscal year of operation. Initial demand projections for the WEPP were based on a study of a similar program that once existed in Ontario - the Ontario Employee Wage Protection Program. An analysis of that program, along with corporate bankruptcy data, was used to predict that approximately $28.7 million would likely be required to reimburse wage and vacation claims under WEPP. In WEPP’s first full fiscal year of operation, $13.4 million in wage and vacation reimbursements were issued.

To support Canada’s Economic Action Plan, an additional $25.0 million was provided to finance the addition of severance and termination pay reimbursements. During the course of the 2009-2010 fiscal year, $21.6 million of this allocation was issued to WEPP claimants.

In some instances, trustees and receivers will be able to request compensation for fees and expenses they incur when performing their WEPP duties. The Labour Program is currently working closely with Service Canada to implement the regulations that govern trustee and receiver compensation arrangements. An amount of $2.5 million has been set aside, but not yet spent for that purpose.

Audit completed or planned: An audit of program eligibility under Canada's Economic Action Plan was recently undertaken, and included WEPP within the audit scope.

Evaluation completed or planned: A summative evaluation of the program will begin in fall 2010.


Income Security


Name of Transfer Payment Program: Old Age Security (statutory payments)

Start date: 1952

End date: Ongoing

Description: The Old Age Security (OAS) pension is a monthly benefit available, if applied for, to most Canadians 65 years of age or over who meet residence requirements. An applicant's employment history is not a factor in determining eligibility, nor does the applicant need to be retired. Old Age Security payments to pensioners are taxable income at the federal and provincial levels.

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

Expected Results: Eligible seniors receive a benefit.

Results Achieved: In 2009-2010, approximately 4.7 million seniors per month received the basic pension. As required by the Old Age Security Act, benefits are reviewed quarterly to reflect increases in the cost of living as measured by the Consumer Price Index for Canada. There were no increases in 2009-2010.

Program Activity: Income Security
($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
a) Planned
Spending
2009-10
Total
Authorities
2009-10
b) Actual
Spending
2009-10
Variance(s) between(s) a) and b)
Total Grants 24,029.8 25,334.5 26,549.0 26,391.3 26,391.3 157.7
Total Contributions            
Total Other types of transfer payments            
Total Program Activity(ies) 24,029.8 25,334.5 26,549.0 26,391.3 26,391.3 157.7

Comment(s) on Variance(s): The variance in OAS pension payments expenditures of $157.7 million is mainly due to the fact that the OAS benefit rate has stayed at the same level during the fiscal year 2009-2010.

Audit completed or planned: An Audit of OAS Management Framework (includes OAS, the Guaranteed Income Supplement and the Allowances is currently underway. The planning phase began January 2010.

When finalized, the audit report will be posted at:
http://www.hrsdc.gc.ca/eng/publications_resources/audit/index.shtml

Evaluation completed or planned: A summative evaluation of the OAS program, which includes the OAS pension, the Guaranteed Income Supplement and the Allowances, is currently underway. When finalized, the evaluation report will be posted at:
http://www.hrsdc.gc.ca/eng/publications_resources/evaluation/index.shtml



Name of Transfer Payment Program: Guaranteed Income Supplement (statutory payments)

Start date: 1967

End date: Ongoing

Description: The Guaranteed Income Supplement (GIS) is a monthly benefit paid to residents of Canada who receive a basic, full or partial Old Age Security (OAS) pension and who have little or no income.

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

Expected Results: Eligible low income seniors receive a guaranteed income supplement.

Results Achieved: For fiscal year 2009-2010, over 1.6 million seniors received GIS benefits. As required by the Old Age Security Act, benefits are reviewed quarterly to reflect increases in the cost of living as measured by the Consumer Price Index for Canada. There were no increases in 2009-2010.

Program Activity: Income Security
($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
a) Planned
Spending
2009-10
Total
Authorities
2009-10
b) Actual
Spending
2009-10
Variance(s) between(s) a) and b)
Total Grants 7,406.7 7,511.5 8,091.0 7,736.6 7,736.6 354.4
Total Contributions            
Total Other types of transfer payments            
Total Program Activity(ies) 7,406.7 7,511.5 8,091.0 7,736.6 7,736.6 354.4

Comment(s) on Variance(s): The variance in Guaranteed Income Supplement (GIS) expenditures of approximately of $354.4 million is mainly due to a lower number of beneficiaries than the planned estimates of 2009-2010 and to the GIS benefit rates that have stayed at the same level during the fiscal year 2009-2010.

Audit completed or planned: An Audit of the OAS Management Framework (includes OAS, the Guaranteed Income Supplement and the Allowances) is currently underway. When finalized, the audit report will be posted at:
http://www.hrsdc.gc.ca/eng/publications_resources/audit/index.shtml

Evaluation completed or planned: A Summative Evaluation of OAS program, which includes the basic OAS pension, the GIS and the Allowances, is currently underway. When finalized, the evaluation report will be posted at:
http://www.hrsdc.gc.ca/eng/publications_resources/evaluation/index.shtml



Name of Transfer Payment Program: Allowance Payments (statutory payments)

Start date:

  • 1975 – Allowance
  • 1985 – Allowance for the Survivor

End date: Ongoing

Description: The Allowance may be paid to the spouse or common-law partner of a Guaranteed Income Supplement recipient, or to a survivor.

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

Expected Results: Eligible low income seniors (spouses or common-law partners of Old Age Security pensioners or survivors between the ages of 60 and 64) receive an Allowance.

Results Achieved: In 2009-2010, over 93,000 persons received an Allowance or an Allowance for the Survivor benefit. As required by the Old Age Security Act, benefits are reviewed quarterly to reflect increases in the cost of living as measured by the Consumer Price Index for Canada. There were no increases in 2009-2010.

Program Activity: Income Security
($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
a) Planned
Spending
2009-10
Total
Authorities
2009-10
b) Actual
Spending
2009-10
Variance(s) between(s) a) and b)
Total Grants 518.2 531.2 557.0 534.9 534.9 22.1
Total Contributions            
Total Other types of transfer payments            
Total Program Activity(ies) 518.2 531.2 557.0 534.9 534.9 22.1

Comment(s) on Variance(s): The variance in Allowance Payments ($22.1 million) is due to a lower number of beneficiaries than the planned estimates of 2009-2010. In addition, Allowance benefit rates have stayed at the same level during the fiscal year 2009-2010.

Audit completed or planned: An Audit of the OAS Management Framework (includes OAS, the Guaranteed Income Supplement and the Allowances) is currently underway. When finalized, the audit report will be posted at:
http://www.hrsdc.gc.ca/eng/publications_resources/audit/index.shtml

Evaluation completed or planned: A Summative Evaluation of the OAS program, which includes the basic OAS pension, the GIS and the Allowances, is planned for 2010-2011. When finalized, the report will be posted at:
http://www.hrsdc.gc.ca/eng/publications_resources/evaluation/index.shtml



Name of Transfer Payment Program: Canada Disability Savings Program (statutory payments)

Start date: December 2008

End date: Ongoing

Description: The Canada Disability Savings Program (CDSP) is designed to support Registered Disability Savings Plans, which are long term savings vehicles to help parents and others save for the long-term financial security of a person with a severe disability. The Government of Canada will pay matching Grants of 300, 200, or 100 % depending on the beneficiary’s family income and the amount contributed. The Government will also pay income-tested Bonds to the Registered Disability Savings Plan of low-income Canadians with disabilities, regardless of the amount contributed.

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

Expected Results:

The expected long-term result of the program is:

  • to contribute to the financial security of people with severe and prolonged disabilities.

The expected intermediate results for the program are:

  • authorized people or organizations contribute to beneficiary’s Registered Disability Savings Plan; and,
  • beneficiaries receive the Grants and Bonds through the Registered Disability Savings Plans.

The expected immediate results for the program are:

  • eligible individuals (and their families/guardians) are aware of the program and its requirements;
  • financial institutions offer the Registered Disability Savings Program in a manner that meets the needs of the target population; and,
  • eligible individuals (and their families/guardians) open Registered Disability Savings Plans.

Results Achieved: From December 2008 (when Canada Disability Savings Program became available to Canadians) to the end of March 2010, 27,958 plans were registered. During 2009-2010, the Government of Canada contributed $83.9 million in matching grants and $42.9 million in bonds, exceeding original projections.

Outreach activities were conducted to raise awareness of the program, which included contracting organizations to deliver information sessions, two national prints and radio advertising campaigns, and providing information at six practitioner conferences.

Program Activity: Income Security
($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
a) Planned
Spending
2009-10
Total
Authorities
2009-10
b) Actual
Spending
2009-10
Variance(s) between(s) a) and b)
Total Grants   0.1 5.2 126.8 126.8 (121.6)
Total Contributions            
Total Other types of transfer payments            
Total Program Activity(ies)   0.1 5.2 126.8 126.8 (121.6)

Comment(s) on Variance(s): Take-up targets were based on the experience of programs including the Canada Education Savings Grant and the Canada Learning Bond. Targets for cumulative grant and bond payments were based on Canada Revenue Agency data on Disability Tax Credit eligible Canadians in the target age range (0-49). When the targets were developed, not all provinces and territories had announced their intentions with respect to Registered Disability Savings Plan (RDSP) asset and income exemptions. The assumption at the time was that this could delay full take-up of the Program. At present, all provinces and territories have announced a full or partial exemption of RDSP income and assets. The number of major financial organizations offering the RDSP has also likely contributed to uptake (e.g. access to issuers, promotion). In addition, the CDSP team implemented a diverse and comprehensive outreach strategy to increase awareness and promote uptake.

Audit completed or planned:

Evaluation completed or planned: A Formative Evaluation of the Canada Disability Savings Program will be completed by 2012-2013.
A Summative Evaluation of the Canada Disability Savings Program will be completed by 2014-2015.


Social Development


Name of Transfer Payment Program: Enabling Accessibility Fund (voted payments)

Start date: May, 2008

End date: March 31, 2010 (as reported in 2009-10 RPP)

* Please note that Budget 2010 provided an additional three years of funding to the Enabling Accessibility Fund, bringing the end date to March 31, 2013

Description: The Enabling Accessibility Fund (EAF) will contribute to the capital costs of construction for the participatory abilities centres and renovations to buildings, modifications to vehicles, information and communications related to improving accessibility for people with disabilities.

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

Expected Results: The expected result over the next 1-3 years is to improve accessibility for people with varying abilities.

Associated outputs over the same period include:

  • Grant and Contribution Agreements; and
  • Project Reports.

Results Achieved: The Enabling Accessibility Fund’s second Call for Proposals for small projects was successfully completed with up to $50,000 available for projects to renovate buildings, modify vehicles, and/or make information and communication more accessible. In total, 1,196 proposals were reviewed, with 169 small projects announced. The total number of projects approved is lower than projected, because, on average, the approved projects had higher eligible project costs than was anticipated. All funding allocated for the second CFP was allocated to these 169 projects. The anticipated number of 280 was projected based on lower anticipated eligible project costs.

Program Activity: Social Development
($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
a) Planned
Spending
2009-10
Total
Authorities
2009-10
b) Actual
Spending
2009-10
Variance(s) between(s) a) and b)
Total Grants   5.3 7.0 5.7 5.7 1.3
Total Contributions     10.7 20.6 7.5 3.2
Total Other types of transfer payments            
Total Program Activity(ies)   5.3 17.7 26.3 13.2 4.5

Comment(s) on Variance(s): The lapse for the Enabling Accessibility Fund (EAF) was due to delays in the implementation of projects. The lapsed contribution funds have been reprofiled from 2009-10 to 2010-11 and will allow the EAF to fund exemplary major projects that will serve as model approaches of accessibility for people with varying abilities in communities.

Audit completed or planned:

Evaluation completed or planned: The evaluation strategy for the EAF is divided into three phases covering 2007-2010. Phase I will only include the first round of project results and will be completed in 2010-2011, with the preliminary results available in the spring of 2012.

Phase II will evaluate the effectiveness of the contribution funding of Abilities Centres, and of all funded small and mid-sized projects completed and for which results information will be available as of December 2011. Phase II will be conducted in 2010-2011.

Phase III will be conducted in 2014-2015 and will involve an assessment of the effectiveness of all projects not previously evaluated. Evaluation results from Phases I and II will be rolled up with the results from Phase III.



Name of Transfer Payment Program: Homelessness Partnering Strategy (voted payments)

Start date: April 1, 2009

End date: March 31, 2011

Description: Provides grants and contributions to not-for-profit organizations, individuals, municipal governments, Band and tribal councils and other Aboriginal organizations, public health and educational institutions, Régies régionales, for-profit enterprises, research organizations and research institutes to help communities better understand and more effectively prevent and reduce homelessness.

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

Expected Results:

By March 31, 2011, the Homelessness Partnering Strategy aims to:

  • Contribute, 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 through:
    • increased investments in supportive and transitional housing and services, and strategic investments according to community plans;
    • broader and enhanced engagement of partners; and
    • increased knowledge and better informed policy, decision making and coordination of services.

Results Achieved: In 2009-2010, six new horizontal pilot projects were launched with other federal departments and agencies to address factors that may lead to homelessness such as incarceration, employment, mental health, family violence, and immigration. Furthermore, seven previous horizontal pilot projects with other federal departments and agencies were extended into 2009-2010 in order to strengthen the project evaluations.

For every dollar invested by the HPS in community-based projects, the amount invested in communities by external partners (not-for-profit groups, private sector organizations and other government departments) was $2.27.

74.3% of all HPS investments in regionally-delivered projects were targeted to longer-term transitional and supportive housing and services.

In 2009-20010, a total of 65 housing units were created through the Surplus Federal Real Property for Homelessness Initiative (SFRPHI) program, which provides surplus federal properties to community organizations, the not-for-profit sector, and other levels of government for projects to prevent and reduce homelessness.

Collaboration with provincial partners continued through the Canada-Quebec Agreement and the Memorandum of Understanding on Homelessness with Ontario, as well as through bilateral meetings with provincial and territorial governments as part of the federal government's consultations on housing and homelessness investments for 2011-2014.

Program Activity: Social Development
($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
a) Planned
Spending
2009-10
Total
Authorities
2009-10
b) Actual
Spending
2009-10
Variance(s) between(s) a) and b)
Total Grants 0.5 0.9 0.9 0.2 0.9
Total Contributions 86.0 117.7 105.4 126.3 92.3 13.1
Total Other types of transfer payments            
Total Program Activity(ies) 86.5 118.6 106.3 126.5 92.3 14.0

Comment(s) on Variance(s): Variances are a result of delays in carrying out the approved projects mainly due to time required to develop proposals, solicit funding from other partners, negotiate agreements, and complete project planning. External factors such as construction delays also pose challenges. Funding lapses are reprofiled to future years.

Audit completed or planned:

Evaluation completed or planned: A Summative Evaluation of the HPS was finalized in 2009 and covered the period between December 2006 and the fall 2008. The objective of the evaluation was to assess the relevance, design, success and cost-effectiveness of HPS. The report could be found at: http://www.hrsdc.gc.ca/eng/publications_resources/evaluation/2009/ehps/sp-ah-904-07-09e.pdf

Another Summative Evaluation of the HPS is planned for 2010-2011. The Strategy was renewed in February 2009 for two years (until March 2011) and a Summative Evaluation is required as per the Treasury Board Submission. This evaluation will build on the one finalized in 2009. Work will be conducted on the evaluation framework to align it with the new 2009 Treasury Board Evaluation Policy.

When finalized, the report will be posted at:
http://www.hrsdc.gc.ca/eng/publications resources/evaluation/index.shtml



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

Start date:

  • Original program: October 1, 2004;
  • Expanded Program: September 27, 2007

End date: September 30, 2010 (as reported in 2009-10 RPP)

* Please note: Budget 2010 provided $5 million annually to increase funding for the New Horizons for Seniors Program.

Description: The program supports local projects across Canada that help seniors and contribute to the quality of life in their community through social participation and active living. The New Horizons for Senior Program accomplishes its objectives through three separate funding streams, namely:

  1. Community Participation and Leadership (CPL) component, which provides grant funding to encourage seniors to contribute to their communities by sharing their skills, wisdom and experience and helping to reduce isolation.
  2. Capital Assistance (CA) component, which provides grant funding for the upgrading of community facilities and equipment related to existing programs and activities for seniors.
  3. The Elder Abuse Awareness (EAA) component, which provides contribution funding for national or regional projects that raise awareness of the abuse of older adults.

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

Expected Results:

The expected result(s) over the next 1-3 years include:

  • Community priorities are addressed;
  • Seniors' experience, skills and wisdom are utilized;
  • Canadian society has knowledge and awareness of elder abuse and fraud;
  • Organizational capacity is developed; and
  • Seniors are connected through networks and partnerships.

Associated outputs over the same time period include:

  • Promotions/awareness plan; and
  • Funded projects.

Results Achieved: In 2009-2010, the Capital Assistance and Community Participation and Leadership components of the New Horizons for Senior Program contributed $24,401,825 in total funding towards a total of 1,468 grants across Canada. Under the Elder Abuse Awareness component of the Program, 16 new contribution agreements were implemented that helped non-profit organizations develop national, provincial/territorial, or regional awareness activities for seniors, their families, and service providers in order to help prevent the abuse of older adults.

Program Activity: Social Development
($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
a) Planned
Spending
2009-10
Total
Authorities
2009-10
b) Actual
Spending
2009-10
Variance(s) between(s) a) and b)
Total Grants 26.1 26.3 24.4 24.4 24.4 0.0
Total Contributions   0.5 1.8 1.6 1.6 0.2
Total Other types of transfer payments            
Total Program Activity(ies) 26.1 26.8 26.2 26.0 26.0 0.2

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

Audit completed or planned:

Evaluation completed or planned: A Formative Evaluation of the CPL component of the New Horizons for Seniors Programs was finalized in 2009. This report can be found at: http://www.hrsdc.gc.ca/eng/publications_resources/evaluation/2009/nhsp/sp-ah-906-06-09e.pdf

Summative Evaluation of CPL component in 2009.
Formative Evaluation of CA and EAA components in 2009.

A Summative Evaluation of the entire New Horizons for Seniors Program is planned for 2014.



Name of Transfer Payment Program: Social Development Partnerships Program (voted payments)

Start date: April 1, 2009

End date: March 31, 2012

Description: The Social Development Partnerships Program (SDPP) provides grants and contributions funding to non-profit organizations working to meet the social development needs of persons with disabilities, children and their families, and other vulnerable or excluded populations in Canada.

The SDPP has two funding components: Children and Families, and Disability
(http://www.rhdcc-hrsdc.gc.ca/eng/community_partnerships/sdpp/call/disability_component/page00.shtml.)

The SDPP also provides funding for early childhood development in official language minority communities. Furthermore, the Understanding the Early Years (UEY) Initiative provided three years of funding to community-based, not-for-profit organizations on behalf of their communities to help them learn to generate and use local information to address the needs of young children from birth to age six.

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

Expected Results:

The expected result(s) over the next 1-3 years are:

  • Collaboration, partnerships, alliances and networks are created;
  • Social not-for-profit organizations develop approaches to respond to existing and emerging social issues; and
  • Knowledge of existing and emerging social issues is developed and shared.

Results Achieved: In 2009-2010, 62 projects across Canada were funded under the Children and Families component while another 57 projects were funded under the Disability component. Furthermore, 16 projects were funded ad part of Understanding the Early Years (UEY) component. As a result, almost 20,000 kindergarten children and their parents were part of data collection activities in 15 UEY communities in 2009-10, meeting the yearly target and supporting the ability of communities to generate and use local data related to children’s development. Funded projects generated knowledge on emerging social issues; disseminated information and knowledge and increased public awareness; established and maintained sustainable partnerships; and increased public dialogue and consultations.

An open Call for Proposals (CFP) was held in spring 2009 resulting in the funding of 37 new multi-year contribution agreements – 21 of which were first time recipients. The priorities for the CFP included caregiving over the life course and support for the not-for-profit sector in addressing their issues and challenges during the economic downturn – which substantively expanded the reach and presence of the program beyond its traditional focus on children and families.

Program Activity: Social Development
($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
a) Planned
Spending
2009-10
Total
Authorities
2009-10
b) Actual
Spending
2009-10
Variance(s) between(s) a) and b))
Total Grants 7.1 8.7 14.3 11.0 9.1 5.2
Total Contributions 16.7 16.3 6.8 10.1 10.1 (3.3)
Total Other types of transfer payments            
Total Program Activity(ies) 23.8 25.0 21.1 21.1 19.2 1.9

Comment(s) on Variance(s): Due to delayed start dates for new projects.

Audit completed or planned:

Evaluation completed or planned: A Summative Evaluation of the Social Development Partnership Program was finalized in 2009.
This report can be found at: http://www.hrsdc.gc.ca/eng/publications_resources/evaluation/2009/nhsp/sp-ah-906-06-09e.pdf

Another Summative Evaluation of the social Development Partnership Program is planned for 2011-12. A Summative Evaluation for the Voluntary Sector Strategy is planned for 2010-11.



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

Start date: July 1, 2006

End date: Ongoing

Description: Effective July 2006, families receive $100 per month (up to $1,200 per year) for each child under six. These taxable benefits are made directly to families so that they can choose the child care that best meets the family’s needs. The Universal Child Care Benefit is provided in addition to existing federal programs such as the Canada Child Tax Benefit, which includes the National Child Benefit Supplement, the new Child Tax Credit and the Child Care Expense Deduction. The Universal Child Care Benefit does not affect the benefits families receive under these programs. Further information can be found at www.universalchildcare.ca.

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

Expected Results: 100% of eligible families with children under six years of age receiving the Universal Child Care Benefit

Results Achieved: 99% of eligible families with children under six years of age are receiving the Universal Child Care Benefit

Program Activity: Social Development
($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
a) Planned
Spending
2009-10
Total
Authorities
2009-10
b) Actual
Spending
2009-10
Variance(s) between(s) a) and b)
Total Grants 2,474.3 2,547.8 2,544.0 2,593.6 2,593.6 (49.6)
Total Contributions            
Total Other types of transfer payments            
Total Program Activity(ies) 2,474.3 2,547.8 2,544.0 2,593.6 2,593.6 (49.6)

Comment(s) on Variance(s): The variance is due to a greater increase in the number of recipients than projected.

Audit completed or planned:

Evaluation completed or planned: The formative evaluation of the UCCB is underway and is expected to be completed by December of 2010.




Up-Front Multi-Year Funding


Name of Recipient: The Canada Millennium Scholarship Foundation

Start Date: June 18, 1998

End Date: July 4, 2010

Total Funding:

Description: The Canada Millennium Scholarship Foundation was established with an endowment in 1999 for a ten-year period, with the objective of increasing access to post-secondary education so that Canadians can acquire the skills needed to participate in a changing economy and society. It provided scholarships to students who were in financial need and who demonstrated merit.

The endowment was managed in accordance with the Funding Agreement between the Canada Millennium Scholarship Foundation and the Government of Canada, as represented by the Ministers of Finance and Human Resources and Skills Development.

The Foundation was not renewed beyond its 10 year mandate. As a result, the CMSF entered into its liquidation period on January 5, 2010 to dispose of all of its property and discharge all of its liabilities as required pursuant to the Budget Implementation Act, 1998. The liquidation period came to an end on July 4, 2010. The balance of the proceeds of the liquidation, $121.3M, was transferred to the Government of Canada's Consolidated Revenue Fund. The final financial statements for the CMSF can be found online at:
http://www.millenniumscholarships.ca/en/index.html

Since January 1, 2010, HRSDC has taken over the administration of the remaining payments of to the Millennium Excellence Awards to eligible students and will continue to do so until December 31, 2013.

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

Summary of annual plans of recipient:

  • Approximately 100,000 students with demonstrated financial need benefited from Millennium Bursaries annually through loan remissions or award bursaries averaging $3,000.
  • Approximately 21,000 additional students from low-income families who have demonstrated financial need benefited from Millennium Access Bursaries annually (beginning in 2005-2006) with award bursaries averaging $2,000.
  • Distributed Millennium Entrance Awards to over 1,800 post-secondary students and In-course Excellence Awards to up to 1,200 post-secondary students, valued at $4,000 or $5,000 depending on the type of award, to students who demonstrated exceptional merit and community service.

Summary of Results Achieved by the Recipient:

  • Awarded 96,117 bursaries under the Millennium Bursary Program for a total of $ 300 million
  • Awarded 28,353 bursaries under the Millennium Access Bursaries for a total of 50.1 million
  • Awarded 3,258 bursaries under the Millennium Excellence Awards for a total of $16.5 million.

Note: Results and figures are based on the Canada Millennium Scholarship Foundation which runs on a calendar year from January 1 to December 31.

Program Activity: Learning
($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
a) Planned
Spending
2009-10
Total
Authorities
2009-10
b) Actual
Spending
2009-10
Variance(s) between(s) a) and b)
Conditional Grants 358.0 341.2 365.0 N/A 381.5 (16.5)
Administration 24.8 29.3 26.7 N/A 33.5 (6.8)

Comments on Variance(s): The CMSF ceased operations on July 5, 2010. The variance is mainly related items pertaining to the shutdown of the Foundation, including:

  • $16.8 million in scholarship commitments payable subsequent to end of the CMSF fiscal year
  • expenses incurred for the provision of administrative support to students until March 15, 2010;
  • expenses to comply with the requirements for shutdown of operations.

Significant Evaluation findings by the recipient during the reporting year and future plan: Not applicable

Significant Audit findings by the recipient during the reporting year and future plan: Not applicable



Name of Recipient: Canadian Council on Learning

Start Date: March 30, 2004

End Date: March 31, 2010

Total Funding:

Description: To promote and support evidence-based decision making in all areas of lifelong learning by informing Canadians regularly on Canada's progress on learning outcomes, and promoting knowledge and information exchange among learning partners.

Note: A one-time grant was provided to the Canadian Council on Learning in fiscal year 2004-2005. All funds are to be dispersed by March 31, 2009. The mandate was extended to March 31, 2010 with no additional funding.

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

Summary of annual plans of recipient:

  • At arm's length from government, the Canadian Council on Learning (CCL) mandate had been to improve the overall stage of knowledge and information on lifelong learning by focusing on the thematic areas of: Aboriginal Learning, Adult Learning, Early Childhood Learning; Health and Learning; Structured Learning; and Work and Learning;
  • CCL continued to support public/stakeholder awareness through annual progress reports on state of learning in Canada; knowledge mobilization activities; and conduct of and support for research on policy and program issues in the area of learning;
  • CCL published its major reports - Annual State of Learning in Canada report and the Composite Learning Index; and
  • CCL continued its applied research activities on issues of importance for learners, educators and decision-makers, including joint research projects or commissioned studies with provincial/territorial and federal government departments, and other learning-related agencies and organizations.

Summary of Results Achieved by the Recipient:

In support of its mandate to promote knowledge exchange and inform Canadians on learning issues and outcomes, the Canadian Council on Learning accomplished the following in 2009/10:

Informing Canadians

  • Released its annual "State of Learning" report -- encompassing chapters on learning in early childhood, secondary and post-secondary school, through adulthood, in the workplace and for Aboriginal Peoples, with a special feature on literacy;
  • Published the pan-Canadian Composite Learning Index (CLI), which tracks progress in learning at the community and national levels;
  • Published The State of Aboriginal Learning in Canada: A Holistic Approach to Measuring Success.
  • Published Securing Prosperity through Canada’s Human Infrastructure: The State of Adult Learning and Workplace Training in Canada; and
  • Increased the accessibility of information on learning by using new media technologies, such as a regular electronic publication, Lessons in Learning, as well as an e-bulletin, The Learning Link.

Knowledge Mobilization and Exchange

  • Sponsored national and provincial knowledge exchange initiatives (symposia, conferences, roundtables, workshops) on key learning issues;
  • Maintained the on-line peer-reviewed journal: Journal of Applied Research on Learning (JARL). http://www.ccl-cca.ca/ccl/Reports/Journal.html
  • Fostered the development of knowledge on learning through its adjudication and support of research projects, the establishment of a research-in-residence program, and publication of a catalogue of provincial/territorial data on learning as a resource for research; and
  • Supported its five national Knowledge Centres, which brought together leading academics, practitioners and stakeholders to engage in knowledge exchange and dissemination of exemplary practices in the following areas: Aboriginal Learning, Adult Learning, Early Childhood Learning; Health and Learning; and Work and Learning. CCL stopped supporting its five Knowledge Centres in July 2009 in an effort to reduce costs.
Program Activity: Learning
($ millions)
Actual
Spending
2007-08
Actual
Spending
2008-09
a) Planned
Spending
2009-10
Total
Authorities
2009-10
b) Actual
Spending
2009-10
Variance(s) between(s) a) and b)
Nil Nil Nil Nil Nil Nil

Comments on Variance(s):

Significant Evaluation findings by the recipient during the reporting year and future plan: N/A

Significant Audit findings by the recipient during the reporting year and future plan: N/A

URL of recipient site: http://www.ccl-cca.ca




Horizontal Initiatives

Skills and Employment


Name of Horizontal Initiative: Aboriginal Skills and Employment Partnership

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

Lead Department Program Activity: Skills and Employment

Start Date of the Horizontal Initiative: October 3, 2003

End Date of the Horizontal Initiative: March 31, 2012

Total Federal Funding Allocation (start to end date): $290.0M

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

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

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

Shared Outcome(s): Long term sustainable employment for Aboriginal people.

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

ASEP projects are received through a request for proposals process and are assessed through a multi-departmental assessment process. ASEP proponents receive direct support through a multi-year contribution agreement negotiated by HRSDC based on the project training-to-employment plan. ASEP proponents are responsible for interim and final financial and performance reports.

($ millions)
Federal Partners Federal Partner Program Activity (PA) Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned Spending for
2009-10
Actual Spending for
2009-10
Expected Results for
2009-10
Results Achieved in
2009-10
Human Resources and Skills Development Canada Labour Market Aboriginal Skills and Employment Partnerships $290.0M $47.3M $33.3M Aboriginal clients served: 7,500

Interventions completed: 6,500

Clients employed following an ASEP intervention: 3,000
Aboriginal clients served: 7,534 plus 3870 (for projects funded under EAP)

Clients employed following an ASEP intervention:
4,165 plus 2,153 (for projects funded under EAP)
* Program area has indicated the revised figures below represent the expected results and results achieved for 2009-10 only as opposed to the duration of the program.
Aboriginal clients served: 2,653
Clients Employed: 1,134
2,731 Aboriginal clients were served
1,027 individuals were employed and 14 new partnerships were created
Indian and Northern Affairs Canada   ASEP $0M $2.3M $2.3M
Natural Resources Canada   ASEP $0.2M in kind n/a n/a
Western Economic Diversification   ASEP (no funding in 09/10)      
Total $290.0M $49.6M $35.6M    

Comments on Variances: A minimum six month implementation phase and start up-phase is anticipated to establish an ASEP project, the partnership and the appropriate mechanisms to implement and manage the project. The time required to develop projects varies with respect to the complexity of the partnership, the local economy and industry/sectoral fluctuations. Multi-year projects run three to five years on average. Since the start of the program three requests for proposals (RFP) were undertaken resulting in projects at various stages in their multi-year cycles. Program spending increases during the middle of the projects’ funding cycle following the initial intake and project development phase, and generally tapers off toward the end. Because the projects involve multi-year training for employment, factors such as fluctuations in the economy result in year-over-year variances and adjustments in spending.

Results to be achieved by non-federal partners (if applicable): n/a

Contact information:

Catherine Adam, Director General
Aboriginal Affairs Directorate
(819) 997-8551
Catherine.adam@hrsdc-rhdcc.gc.ca
Place du Portage, Phase IV
140 Promenade du Portage
Gatineau, Québec



Name of Horizontal Initiative: Temporary Foreign Worker Program

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

Lead Department Program Activity: Skills and Employment

Start Date of the Horizontal Initiative: June 13, 2007*

End Date of the Horizontal Initiative: Ongoing

Total Federal Funding Allocation (start to end date): (this is an ongoing initiative)

Description of the Horizontal Initiative (including funding agreement): The Temporary Foreign Worker Program enables Canadian employers to hire foreign workers on a temporary basis to meet immediate skills and labour needs when Canadians are not available. The Program is jointly managed by Citizenship and Immigration Canada and Human Resources and Skills Development Canada. The Temporary Foreign Worker Program includes program streams such as the Seasonal Agricultural Workers Program, the Live-in-Caregiver Program, the Pilot Project for Occupations Requiring Lower Levels of Formal Training and Labour Market Opinion (LMO) exempt streams.

In the province of Quebec, the Temporary Foreign Worker Program is administered under the auspices of the Canada-Quebec Immigration Accord.

For more information on the program, please consult:
http://www.hrsdc.gc.ca/en/workplaceskills/foreign_workers/index.shtml

Shared Outcome(s):

  • Employers’ temporary human resource needs are addressed.
  • Temporary Foreign Worker's rights and protections are respected.
  • Temporary labour market needs are addressed.
  • Temporary migration that is consistent with federal, provincial and territorial regulations, standards and international obligations.
  • Migration that significantly benefits Canada’s economic, social, and cultural development.

Governance Structure(s):

  • Human Resources and Skills Development Canada is responsible for providing a Labour Market Opinion to Citizenship and Immigration Canada and employers indicating if the employment of the temporary foreign worker is likely to have a positive, negative or neutral impact on the labour market in Canada and processes Labour Market Opinion applications to support the work permit application process.
  • Citizenship and Immigration Canada is responsible for assessing work permit applications and issuing work permits and visas to temporary foreign workers.
  • Each Department is responsible for the design and management of those elements of the program under its Minister's responsibility.
($ millions)
Federal Partners Federal Partner Program Activity (PA) Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned Spending for
2009-10
Actual Spending for
2009-10
Expected Results for
2009-10
Results Achieved in
2009-10
Human Resources and Skills Development Canada Skills and Employment and Internal Services program activities Temporary Foreign Worker Program Ongoing $32.6M $35.5M Program enhancements, including strengthened worker protection, program integrity measures, and more responsive and efficient processes

Strengthen requirement relating to employer efforts to recruit Canadians

Implement joint employer monitoring and compliance measures

Expand and improve availability of on-line Labour Market Opinion application forms

Sector/occupation-based Labour Market Opinion processing

Development and implementation of information sharing agreements with Provinces/Territories to assist in the administration and enforcement of legislation and assist HRSDC in administering the Labour Market Opinions

In partnership with Citizenship and Immigration Canada, develop and participate in Temporary Foreign Workers (F/P/T) Working groups

Participate with Citizenship and Immigration Canada in the negotiation and implementation of Fed-Prov Temporary Foreign Worker Annexes

Joint evaluation of the program
Pre-publication of regulatory amendments designed to improve the integrity of the TFWP and better protect workers.

Provided list of federal and provincial initiatives to encourage employers to hire unemployed Canadians and permanent residents.

Eliminated the option to extend a Labour Market Opinion (LMO).

Established a validity period of a maximum of 6 months from date of issue for an LMO.

Conducted 241 Employer Compliance Reviews under the Expedited LMO Pilot Project, resulting in 30 denials of service.

Launched a post-LMO employer monitoring initiative and delivered training.

Developed online employer authentication and accounts for the March 2011 web service release.

Conducted review of the NOC C & D (Low Skill) pilot project.

Implemented a facilitated process for the primary and secondary workforce for the 2010 Vancouver Winter Olympics.

Developed new policies for:
  • Live-in Caregiver Program
  • self-employed professionals and technicians
  • agricultural sector harmonization
  • standardized wage methodology and process.


Established regular exchange of information/data via signed Letters of Understanding with provincial signatories.

Participated in Temporary Foreign Workers (F/P/T) Working groups with Alberta, British Columbia, Saskatchewan, Manitoba, Ontario, Quebec and Newfoundland and Labrador.

Negotiated Temporary Foreign Worker Annex to Immigration Agreement in British Columbia

Began negotiations on an occupation-specific process with the Government of Quebec.

Developed plan and RFP for TFWP joint evaluation in 2010-2011.
Citizenship and Immigration Canada Temporary Resident Program Temporary Foreign Worker Program Ongoing $33.2M $31.7M Program enhancements including strengthened worker protection, program integrity measures

Develop joint employer monitoring and compliance measures

Federal/Provincial information–sharing Memoranda of Understanding

Negotiate and implement Temporary Foreign Worker Annexes to Federal-Provincial Immigration Agreements in partnership with HRSDC

Conduct a joint formative evaluation.
Pre-publication of regulatory amendments designed to improve the integrity of the TFWP and better protect workers.

Operational planning begun for proposed regulation implementation in 2011 including monitoring and compliance measures.

Began negotiations for information-sharing agreements with provinces.

Participated in Temporary Foreign Workers (F/P/T) Working groups with Alberta, British Columbia, Saskatchewan, Manitoba, Ontario, Quebec and Newfoundland and Labrador.

Developed plan and Request For Proposal for TFWP joint evaluation in 2010-2011.
Total Ongoing $65.8M $67.2M    

Comments on Variances: The HRSDC variance of $2.9M is mainly due to addressing higher demands related to the 2010 Vancouver Winter Olympics, implementing greater rigour in the assessment of labour market opinions to ensure job offers made by employers to foreign nationals would not have an adverse effect on the Canadian labour market and enhancing program monitoring and integrity measures which included greater employer engagement.

The CIC variance of $1.5M is attributed to general operating lapses as well as delays in the review and subsequent implementation of a revised service delivery model for the regional TFW units and national headquarters.

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

Contact information:

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

Note: * The June 2007 start date represents the latest authorities for the Temporary Foreign Worker program. The above planned spending figures are for Citizenship and Immigration Canada and HRSDC only. Figures exclude planned spending for other government departments such as DFAIT and PWGSC and therefore do not represent the full Government of Canada costs for the Temporary Foreign Worker Program.



Name of Horizontal Initiative: Youth Employment Strategy

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

Lead Department Program Activity: Skills and Employment

Start Date of the Horizontal Initiative: March 18, 1999

End Date of the Horizontal Initiative: Ongoing (no fixed expiry date)

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

Description of the Horizontal Initiative (including funding agreement): The Youth Employment Strategy (YES) supports Canadian youth as they move into the world of work. The Strategy plays a role in developing Canada's workforce by providing young Canadians with access to programs and services to help them gain the skills, knowledge, career information and work experience they need to find and maintain employment and make a successful transition into the labour force.

The Youth Employment Strategy is designed to respond to labour market challenges facing youth, aged 15 to 30. The Strategy has three program streams: Skills Link, Career Focus and Summer Work Experience, which includes the Canada Summer Jobs initiative. Skills Link provides youth-at-risk with opportunities to develop skills they need to find work or return to school. Career Focus helps post-secondary graduates find work in their area of specialization. Summer Work Experience helps secondary and post-secondary graduates acquire career-related skills and financing for their education through summer jobs.

The Government of Canada's support to young Canadians is a shared responsibility and a partnership effort among many departments and organizations. Human Resources and Skills Development, along with 11 other federal government departments, work cooperatively with other levels of government, Aboriginal organizations, educational institutions, and private sector, not-for-profit and voluntary sector organizations to deliver Youth Employment Strategy initiatives.

Transfer payments made under the Youth Employment Strategy are predominantly in the form of contributions from participating departments for wage subsidies for participant youth; or for the development and delivery of youth support services. Such support services include client assessment, case management services and the provision of employability tools, which intend to help participants acquire needed skills. Transfer payments contribute directly to the program objectives by encouraging organizations to create meaningful, skill-enhancing, opportunities for youth.

For more information, please visit: http://www.youth.gc.ca.

Shared Outcome(s):

  • Youth clients will be served through work experiences or tailored interventions; and a portion of youth participants will return to school to further their education/skills development and/or become employed or self-employed.

Governance Structure(s): The Youth Employment Strategy has in place an umbrella Results-based Management and Accountability Framework that represents a commitment among the eleven participating federal departments to undertake ongoing collection of common performance management data to ensure effective overall performance management of the program.

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

Youth Employment Strategy initiatives are delivered nationally, regionally and locally using a variety of funding instruments, such as contribution agreements and some direct delivery methods. Transfer payments are provided primarily by participating departments through contribution agreements and service delivery agreements in support of participants’ remuneration and overhead costs.

Youth Protocols for joint planning mechanisms have been signed with Newfoundland and Labrador, Nova Scotia, Prince Edward Island, New Brunswick and Manitoba.

($ millions)
Federal Partners Federal Partner Program Activity (PA) Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned Spending for
2009-10
Actual Spending for
2009-10
Expected Results for
2009-10
Results Achieved in
2009-10
Human Resources and Skills Development Canada Labour Market Career Focus Ongoing $13.0M $10.1M HRSDC Career Focus

Clients Served: 400 – 500

Employed or Self-Employed: 300 – 350

Return to School: 10 – 30

Contribution Agreements: 80 – 110

Sectoral Youth Career Focus

Clients Served: N/A

Employed or Self-Employed: N/A

Return to School: N/A

Contribution agreements: N/A

Funds Leveraged: N/A
HRSDC Career Focus1

Clients Served: 498

Employed or Self-Employed: 195

Return to School: 28

Contribution agreements
254

Funds Leveraged $4,182, 582

Sectoral Youth Career Focus
Clients Served: 419

Employed or Self-Employed: N/A3

Return to School: N/A3

Contribution agreements: 13

Funds Leveraged: $2,067,622
Skills Link Ongoing $136.6M $132.3M Skills Link

Clients Served: 14,000 – 16,000

Employed or Self-Employed: 6,000 – 6,900

Return to School: 1,350 – 1,500

Contribution Agreements: 1,100 – 1,300

Funds Leveraged: N/A
Skills Link2

Clients Served: 16,151

Employed or Self-Employed: 5,113

Return to School: 2,062

Contribution agreements: 1,467

Funds Leveraged: 37,312,442
Summer Work Experience (Canada Summer Jobs) Ongoing $111.6M $109.6M Canada Summer Jobs

Clients Served: 30,000 – 35,000

Contribution Agreements:15,000 – 20,000
Canada Summer Jobs2

Clients Served:37,500

Contribution Agreements: 22,275
Agriculture and Agri-Food Canada   Career Focus Ongoing $1.1M $0.5M N/A Clients Served: 615

Employed or Self-Employed: 56

Return to School:06
Canadian International Development Agency   Career Focus Ongoing $6.4M $2.4M N/A Clients Served: 322

Employed or Self-Employed: N/A8

Return to School:N/A8
Canadian Heritage   Career Focus Ongoing $0.9M $1.0M N/A Clients Served: 88

Employed or Self-Employed: 32

Return to School: 6
Summer Work Experience Ongoing $8.0M $7.7M N/A Clients served: 1,642
Environment Canada   Career Focus Ongoing $3.3M $3.0M N/A Clients Served: 235

Employed or Self-Employed: 159

Return to School: 18
Industry Canada   Career Focus Ongoing $9.8M $8.4M N/A Clients Served: 1,14710

Employed or Self-Employed: N/A11

Return to School: N/A11
Summer Work Experience Ongoing $7.4M $5.7M N/A Clients Served: 78410
National Research Council   Career Focus Ongoing $5.4M $15.2M N/A Clients Served: 606

Employed or Self-Employed: 21013

Return to School: 1113
Natural Resources Canada   Career Focus Ongoing $0.6M $0.3M N/A Clients Served: 33

Employed or Self-Employed: 21

Return to School: 4
Indian and Northern Affairs Canada   Skills Link Ongoing $18.6M $17.5M N/A Clients Served: 30,121

Employed or Self-Employed: 150

Return to School: 217
Summer Work Experience Ongoing $8.0M $8.3M N/A Clients Served: 4,846
Parks Canada   Summer Work Experience Ongoing $2.0M $2.0M N/A Clients Served: 265
Total Career Focus Ongoing $40.5M $40.9M    
Total Skills Link Ongoing $156.2M $150.8M    
Total Summer Work Experience Ongoing $138.8M $133.3M    
Total Youth Employment Strategy Ongoing $335.4M $325.0M    

1 Does not include International Academic Mobility (IAM) budget. While IAM is a component within the Career Focus (CF) budget, the program is reported under the Learning Program Activity of the DPR.
2 These numbers are based on P-12 results as P-14 results were not available at the time of completing the DPR.
3 No results were available at the time of completing the 2009-10 DPR due to delayed start in programming.
4 Agriculture and Agri-Food Canada (AAFC) obtained its authority to re-start the CF program in early December 2009. As a result, AAFC was not able to spend its entire CF budget in 2009-10.
5 Results include projects that began in 2008-09 and ended in 2009-10 as well as projects that began in 2009-10 and will end in 2010-11.
6 Results include projects that began in 2008-09 and ended in 2009-10. Results for projects that began in 2009-10 and will end in 2010-11 will be reported in the 2010-11 DPR.
7 The International Youth Internship Program (IYIP) reprofiled $3.2M to subsequent programming years, bringing the annual budget for the 2010-14 fiscal years to $6.7M.
8 No results were available at the time of completing the 2009-10 DPR due to delayed start in programming.
9 At the time of completing the 2009-10 DPR, not all projects had submitted their final expenditures to Industry Canada (IC).
10 Results are not complete. Full IC results will be reported in the 2010-11 DPR.
11 No results were available at the time of completing the 2009-10 DPR.
12 Includes the additional $10M provided to National Research Council (NRC) in 2009-10 as part of Canada's Economic Action Plan. The total amount includes expenditures for new projects in 2009-10 as well as projects begun in 2008-09 and continuing in 2009-10.
13 Results are for 2008-09. Results for 2009-10 will be reported in the 2010-11 DPR.
14 In 2009-10, $35,000 from the Natural Resources Canada's grants and contributions budget was transferred to Canadian Heritage and $261,862 to NRC.
15 In 2009-10, INAC re-allocated $300,000 from their Skills Link program to their Summer Work Experience program and transferred $524,800 to HRSDC for the Kativik regional government organization.

Comments on Variances: Due to delays in implementing Skills Link projects, as well the inability of some employers to fill all the positions for which they were approved for Canada Summer Jobs funding.

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

Contact information:

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


Learning


Name of Horizontal Initiative: Canada Student Loans Program

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

Lead Department Program Activity: Learning

Start Date of the Horizontal Initiative: September, 1964

End Date of the Horizontal Initiative: Ongoing

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

Description of the Horizontal Initiative (including funding agreement): The purpose of the Canada Student Loans Program is to:

  • promote accessibility to post-secondary education for individuals with demonstrated financial need by lowering financial barriers through the provision of loans and grants to students.

Information for the public on saving, planning and paying for post-secondary studies and specific information for Canada Student Loans Program clients (including information on learning opportunity selection, financial planning, and how to apply for, maintain and repay student loans) can be accessed at: www.canlearn.ca.

Shared Outcome(s): Maintain the Government’s commitment to accessible post-secondary education by:

  • lowering financial barriers to post-secondary education through the provision of financial assistance to eligible Canadians; and
  • ensuring a more manageable debt burden for student loan borrowers.

Governance Structure(s): The Government of Canada has entered into Integration Agreements with four provinces (Ontario, Saskatchewan, New Brunswick and Newfoundland and Labrador) in order to create a “one-student-one-loan” service approach. These four integrated provinces accounted for over 60 percent of the Canada Student Loans Program borrowers.

The administration of the current Program is the product of a co-operative effort between Human Resources and Skills Development Canada, Service Canada, Canada Revenue Agency, participating provinces and the Yukon Territory, a Service Provider, financial institutions and Public Works and Government Services Canada. These agents are responsible for conducting one or more activities during the loan lifecycle. Program documents and communications tools are typically prepared with the input and approval of both federal and participating provincial and territorial governments. Quebec, the Northwest Territories and Nunavut do not participate in the Canada Student Loans Program. These jurisdictions receive an alternative payment to assist in the cost of delivering a similar student financial assistance program.

Effective management of the Program and of relations with third-party agents is the primary responsibility of the Canada Student Loans Program. Program activities include, for example, defining the operational and financial processes for the delivery of the program by the service providers, comptrollership and client relations for escalated cases.

The application and needs assessment process is administered by provincial/territorial student assistance offices. The participating provinces and the Yukon Territory:

  • determine individual eligibility for loans and grants based on federal criteria;
  • assess students’ financial needs based on federal criteria;
  • issue loan certificates;
  • administer and deliver grants; and
  • designate educational institutions that students may attend with Canada Student Loans Program assistance.

While the Canada Student Loans Program provides the guidance and direction on how the Program is to be delivered, the Service Provider assumes responsibility for the administration of the loans once the loan agreement is signed and submitted for processing. The responsibilities of the Service Provider include:

  • verifying loan agreements;
  • managing the in-study interest-free period;
  • handling loan repayment; and
  • managing debt management activities, advising and counselling borrowers on debt management options.

Public Works and Government Services Canada is responsible for disbursing loans and grants to the borrowers and to Educational Institutions, for any funds directed to pay for tuition.

Canada Revenue Agency Non-Tax Collection Services is the agent responsible for debt collection. Delinquent guaranteed and risk-shared loans become debts to the Crown when the Government of Canada buys back the debt from financial institutions. Delinquent direct financed loans are returned to government after the Service Provider has attempted collection for a set period of time and the borrower has either not made payments on their loan or is unwilling to repay. These activities may also be conducted by private collection agencies under contract to Canada Revenue Agency. These private collection agencies must abide by Canada Revenue Agency collection guidelines when carrying out the recovery of Crown debts

($ millions)
Federal Partners Federal Partner Program Activity (PA) Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned
Spending for
2009-
10
Actual
Spending for
2009-
10
Expected Results for
2009-
10
Results Achieved in
2009-
10
Human Resources and Skills Development Canada Learning Canada Student Loans Program Ongoing Statutory funding 1,005.5M Loans Disbursed Under the Canada Student Financial Assistance Act $1.8B $1,158.0M Loans disbursed under the Canada Student Financial Assistance Act $2.1B Estimated number of Canadians to benefit from loans and non-repayable in study interest subsidies received (in the 2009 Loan Year beginning August 1, 2009) through the Canada Student Loans Program: 455,000a

Estimated number of Canadians to benefit from the Canada Student Grant Program (in the 2009 Loan Year beginning August 1, 2009): 245,000b
An estimated that 490,000 Canadians benefited from loans and non repayable in study interest subsidies received (in the 2009 Loan Year).

An estimated 275,703 Canadians benefited from the Canada Student Grant Program (in the 2009 Loan Year).
Public Works and Government Services Canada Receiver General Services           Not applicable
Canada Revenue Agency Accounts Receivable and Returns Compliance           Not applicable
Total          

Comments on Variances: The variance is mainly related to an increase in the Alternative Payments as a result of an increase in the Total Program Net Cost due to the implementation of the Canada Student Grants Program and Repayment Assistance Plan. The Alternative Payments made to non-participating jurisdictions are based on the net costs of the Federal Student Loan Program.

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

Contact information:

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

a Please note that the number is estimated as loans awarded based on client eligibility and demonstrated need. The number of loans and the number of grants are not mutually exclusive as the same client can receive both.
b Please note that the number is estimated as grants awarded based on client eligibility and demonstrated need. The number of grants and the number of loans is not mutually exclusive as the same client can receive both.


Social Development


Name of Horizontal Initiative: Federal Elder Abuse Initiative

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

Lead Department Program Activity: Social Development

Start Date of the Horizontal Initiative: April 1, 2008

End Date of the Horizontal Initiative: March 31, 2011

Total Federal Funding Allocation (start to end date): $13,050,000

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

Federal elder abuse activities are coordinated interdepartmentally and will involve the cooperation and collaboration of the Department of Justice Canada, the Public Health Agency of Canada, and the Royal Canadian Mounted Police under the leadership of HRSDC.

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

Shared Outcome(s): To help seniors and others recognize the signs and symptoms of elder abuse and to provide information on what support is available.

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

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

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

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

($ millions)
Federal Partners Federal Partner Program Activity (PA) Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned
Spending for
2009-
10
Actual
Spending for
2009-
10
Expected Results for
2009-
10
Results Achieved in
2009-
10
Human Resources and Skills Development Canada Social Development   $10.22M $4.87M $3.84M 2009-2010 will see partner departments increase awareness about elder abuse through advertising and/or the involvement of key stakeholders on elder abuse. Implemented the Federal Elder Abuse Initiative in collaboration with partner departments and agencies, including a national public awareness campaign. The awareness campaign ran between June 15-29, 2009 and September 28 to October, 2009, using television, print and the internet. A post- campaign survey showed that 58% of poll respondents had heard or read advertising about elder abuse, surpassing the government advertising benchmark of 36% and demonstrating the success of the campaign.

6 new Federal Elder Abuse Initiative projects were approved to help national organizations develop, adapt and disseminate elder abuse materials to front-line workers.
Department of Justice     $1.41M $0.44M $0.163M   Released four pamphlets on elder fraud; released the results of public opinion research on awareness of elder abuse; funded regional Public Legal Education and Information (PLEI) organizations for elder abuse products
Public Health Agency of Canada     $1.42M $0.47M $0.445M   A. Events
  1. Support to the Ontario Network for the Prevention of Elder Abuse (ONPEA)’s first ever National Conference on Elder Abuse
  2. “World Elder Abuse Day (WEAD) In-A-Box Teen Edition”
B. Tool Creation:
  1. Directory of Services for Older Victims
  2. PHAC National Clearinghouse on Family Violence Series of three (3) E-Bulletins re FEAI public health initiatives
  3. Across the Generations (ATG) Education Program, including the “Seniors are Cool” video, to promote intergenerational awareness of elder abuse
  4. Neighbours, Friends and Families to promote awareness of elder abuse and support ordinary citizens in taking action
C. 6 Environmental Scans -- to raise awareness of existing Tools/ Approaches in Canada
  1. Elder Abuse & Neglect Training for Home Support Workers by Academic Facilities
  2. Elder Abuse in Canada: A Gender-Based Analysis
  3. Elder Care, Elder Abuse & Neglect: An International Review
  4. Promising Approaches for Addressing / Preventing Abuse of Older Adults in First Nations Communities
  5. Snapshot 2009: Promising Approaches in the Prevention of Abuse and Neglect of Older Adults in Community Settings in Canada
RCMP       Coming from internal allocations Coming from internal allocations To have better informed police officers that understand the elder abuse and are better prepared to work with their communities on the relevant senior issues. Launched an Elder Abuse site on the RCMP Internal National Crime Prevention Services website for front line officers. (July 2009)

Launched an Elder Abuse Tool Kit on RCMP Internal Website to enhance resources for front line officers including policy, legislation, funding sources, tools, fact sheets. (May 2010)

RCMP Publication made available to all 750 RCMP detachments and communities – Entitled – “Seniors Guidebook to Safety & Security

Developed and implemented a communication strategy to all RCMP Detachments to increase awareness of RCMP Elder Abuse Tool Box in conjunction with World Elder Abuse Awareness Day

Continued efforts to establish Police Network on Elder Abuse with other Canadian Police agencies
Total $13.05M $5.78M $4.44M    

Comments on Variances: There was initially a delay in the launching of the FEAI. Moreover, the fact that FEAI is a multiple-partnered initiative caused a delay in the implementation of several activities including the public awareness campaign, the evaluation project and the Call for Proposals.

Results to be achieved by non-federal partners (if applicable): Through a call for proposals process, national associations will be supported to develop information materials about elder abuse for their frontline professionals who regularly come in contact with older Canadians.

Contact information:

Dominique La Salle, Director General
Seniors and Pensions Policy Secretariat
Income Security and Social Development
Place Vanier, Tower B
355 North River Road
Ottawa ON
K1A OJ9
dominique.lasalle@hrsdc-rhdsc.gc.ca



Name of Horizontal Initiative: Homelessness Partnering Strategy

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

Lead Department Program Activity: Social Development

Start Date of the Horizontal Initiative: April 1, 2009

End Date of the Horizontal Initiative: March 31, 2011

Total Federal Funding Allocation (start to end date): $269.6M over two years

Description of the Horizontal Initiative (including funding agreement):

The Homelessness Partnering Strategy makes strategic investments in community priorities and includes a planning process that encourages cooperation between governments, agencies and community-based organizations to find local solutions for homeless people and those at risk of becoming homeless. The Homelessness Partnering Strategy is designed to provide supports to 61 designated communities and some small, rural and Aboriginal communities to develop community-based measures that assist homeless individuals and families move toward self-sufficiency, thereby contributing to society and the economy. Although the responsibility for homelessness programs falls under Human Resources and Skills Development Canada, most Homelessness Partnering Strategy program components are delivered by regional staff, now part of Service Canada.

The Homelessness Partnering Strategy:

  • helps communities build on their successes and focuses on interventions to help prevent and break the cycle of homelessness;
  • achieves results for Canadians by focusing on attaining self-sufficiency and not just temporary measures;
  • requires that federal funding be targeted more at the development of transitional and supportive housing and at improving access to services that help homeless people become self-sufficient such as skills training, health and substance abuse treatment;
  • enhances the partnership approach with provinces and territories, communities and the private and voluntary sectors to strengthen capacity and build sustainability; and
  • carries out research to foster a better understanding of homelessness as well as collects and disseminates best practices to assist in designing the most effective responses.

The Homelessness Partnering Strategy has seven funding streams:

Regional funding streams administered by the Program Operations Branch (POB) and delivered by Service Canada:

  • Designated Communities;
  • Outreach Communities;
  • Aboriginal Communities;

National funding streams administered by the Homelessness Partnering Secretariat:

  • Federal Horizontal Pilot Projects (HPP);
  • Homelessness Knowledge Development (HKD);
  • Homeless Individuals and Families Information System (HIFIS); and
  • Surplus Federal Real Property for Homelessness Initiative (SFRPHI).

For more information, please visit the Homelessness Partnering Strategy website: www.homelessness.gc.ca

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

Governance Structure(s):

The Homelessness Partnering Strategy community-based program is delivered via two models:

  • Community Entity model: Under this model, the Community Advisory Board recommends projects to the community entity (an incorporated organization) which is the decision-making body responsible for approving project proposals and determining the eligibility of projects. HRSDC is responsible for managing the contribution agreement and all related activities. The community, in consultation with Service Canada, has designated responsibility for program delivery to a specific local organization; and
  • Shared Delivery model: Under this model, the Community Advisory Board reviews project proposals and makes recommendations to HRSDC which manages the contribution agreement and all related activities. Both Service Canada and the community work in partnership to support funding priorities, resulting in a joint selection and decision-making process. The Minister approves the project proposals.

In Quebec, the Homelessness Partnering Strategy is delivered under a formal Canada-Quebec Agreement, in collaboration with the Province of Quebec.

The Homelessness Partnering Strategy recognizes that the prevention and reduction of homelessness requires collaboration among all levels of government, particularly the federal and provincial/territorial governments. Provinces and territories are being invited to enter into bilateral arrangements with the federal government to support community efforts to address homelessness. The intent is to offer provinces and territories the opportunity to participate in community planning and priority-setting at the outset. This will support the alignment of federal, provincial and territorial investments to enhance linkages between social services and housing as well as to address the operational sustainability of community projects. This partnering approach will ensure that all of the necessary tools and supports are in place for homeless people to secure housing and supports that effectively meet their needs and for those at-risk of homelessness to attain housing stability.

The Surplus Federal Real Property for Homelessness Initiative (SFRPHI) provides surplus federal property to community organizations, the not-for-profit sector, and other levels of government for projects to alleviate and prevent homelessness. The SFRPHI is a Homelessness Partnering Strategy program co-managed by Public Works and Government Services Canada and Human Resources and Skills Development Canada, with advice and support from Canada Mortgage and Housing Corporation.

($ millions)
Federal Partners Federal Partner Program Activity (PA) Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned
Spending for
2009-
10
Actual
Spending for
2009-
10
Expected Results for
2009-
10
Results Achieved in
2009-
10
Human Resources and Skills Development Canada Social Development Homelessness Partnering Strategy regionally- delivered projects $219.2M $109.6M $97.49M Homelessness Partnering Strategy regionally- delivered projects have demonstrated cost-matching with other partners.

Increased availability and access for homeless people, to a range of services and facilities along the continuum (i.e., emergency, transitional and supportive housing).
For every dollar invested by the HPS in regionally-delivered projects, the amount invested in communities by external partners was $2.27.

74.3% of HPS investments in regionally-delivered projects were targeted to longer-term transitional and supportive housing and services, exceeding the 65% target.
    Federal Horizontal Pilot Projects $5.2M $2.6M $1.44M Horizontal pilot projects - Implementation of projects with key departments such as Justice Canada, Health Canada, Public Health Agency of Canada, Correctional Service Canada, and Urban Aboriginal Strategy. The Department launched six new horizontal pilot projects with other federal departments and agencies to address factors that may lead to homelessness such as incarceration, employment, mental health, family violence, and immigration.

Furthermore, seven previous horizontal pilot projects with other federal departments and agencies were extended into 2009-2010 for six months in order to strengthen the project evaluations and achieve more robust results.
    Homelessness Knowledge Development $3.7M $1.85M $1.24M Increased knowledge (e.g., best practices, research findings) exchanged among community service providers, researchers, and all levels of government working on issues of homelessness. Allocated funding to 3 successful applicants for projects on lessons learned from community homeless counts.

Extended the Memorandum of Understanding with Citizenship and Immigration Canada (CIC)/Metropolis to release a joint Call for Proposals (CFP) on the issue of immigration and homelessness, and released the CFP with CIC-Metropolis by the end of the fiscal year.
    Urban Aboriginal Strategy / Homelessness Partnering Strategy $35.5M* $17.75M* $17.64M* Better coordination and complementarity among Government of Canada policies and programs to address Aboriginal homelessness and other related issues. Under the HPS, the Aboriginal Communities funding stream supports community partners with the aim of ensuring services meet the acute and unique homelessness-related needs of Aboriginal people off-reserve, whether in cities or rural areas. As both the HPS and Urban Aboriginal Strategy (UAS) are community-based programs, informal collaboration occurs at the community level.

Horizontal collaboration also occurs at the national level in an effort to increase efficiencies and maximize results for Aboriginal persons who are homeless or at risk of homelessness. Under the HPS, the Horizontal Pilot Projects (HPP) funding stream supports horizontal work with other relevant federal programs and policies whose outcomes affect or are affected by homelessness.

As of June 6, 2010, the HPS and UAS have collaborated on three HPPs that are focused on various homelessness-related challenges facing urban Aboriginal people.

*Note that figures are based only on projects delivered through the HPS Aboriginal Funding Stream.
PWGSC   Surplus Federal Real Property for Homelessness Initiative Funding administered by PWGSC
$6.0M
Funding administered by PWGSC
$3.0M
$3.71M (administered by PWGSC) Enhanced capacity of communities to provide facilities to homeless individuals and families A total of 65 housing units were created. Of these, 92% were longer-term housing units, and 6% were supportive and transitional housing units. In addition, one property was transferred and will be the site of a shelter.

All properties in St. John's, Gander, Ucluelet and Oskana were transferred to an eligible recipient. Significant progress was made in advancing projects in Ottawa and Montreal.

Developed a regional toolkit for partners and stakeholders interested in proposing a SFRPHI project.

Developed an on-line database of available properties that Canadians can browse and apply for over the Internet.
Total $269.6 M $134.8M $121.5M    

Comments on Variances:

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

Contact information:

Barbara Lawless, Director General
Homelessness Partnering Strategy
Place du Portage, Phase II
165 Hotel-de-Ville St.
Gatineau QC
(819) 994-4748
barbara.lawless@hrsdc-rhdcc.gc.ca



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

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

Lead Department Program Activity: Income Security

Start Date of the Horizontal Initiative: 1998

End Date of the Horizontal Initiative: Ongoing

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

Description of the Horizontal Initiative (including funding agreement):

Through the Federal-Provincial/Territorial (F/P/T) National Child Benefit initiative, the Government of Canada is working with provincial and territorial governments1 to provide income support, as well as benefits and services, for low-income families with children. The initiative also includes a First Nations component.

The Government of Canada contributes to the National Child Benefit initiative through a supplement to its Canada Child Tax Benefit called the National Child Benefit Supplement. In addition to the base benefit of the Canada Child Tax Benefit, which is targeted to both low- and middle-income families, the National Child Benefit Supplement provides extra income support to low-income families with children. Federal spending on the Canada Child Tax Benefit, including the National Child Benefit Supplement, is tracked by the Canada Revenue Agency, which is responsible for its delivery.

Shared Outcome(s):

The Federal- Provincial/Territorial National Child Benefit initiative has three goals:

  • Help prevent and reduce the depth of child poverty;
  • Promote attachment to the labour market by ensuring that families will always be better off as a result of working; and
  • Reduce overlap and duplication by harmonizing program objectives and benefits and simplifying administration.

Annual F/P/T National Child Benefit Progress Reports include information on the level of spending by all jurisdictions. There is a data collection process to which all participating jurisdictions contribute in order to present comparable information on National Child Benefit-related programs and services for low-income families with children. The data submitted by each jurisdiction is reviewed jointly to ensure consistency in reporting. To obtain the most recent Progress Report or for further information, please visit the F/P/T National Child Benefit website: www.nationalchildbenefit.ca.

Federal Spending:

In 2009-2010, total annual federal support delivered through the Canada Child Tax Benefit, including the National Child Benefit Supplement, is projected to reach $9.96 billion, including a projected $3.69 billion through the National Child Benefit Supplement.

Provincial and territorial and First Nations Spending:

Under the National Child Benefit initiative, provinces, territories and First Nations provide benefits and services that further the goals of the initiative. The National Child Benefit Progress Report: 2007, reports that in 2006-2007, provinces, territories, and First Nations spent $833.6 million in programs and services in key areas such as child/day care initiatives, child benefits and earned income supplements, early childhood services and children-at-risk services, supplementary health benefits, and youth initiatives. Under the First Nations National Child Benefit Reinvestment initiative, the savings derived from reducing the amount of income assistance adjustments can be reinvested in projects aimed at lessening child poverty. The $833.6 million in spending outlined above includes reinvestments by First Nations in programs and services which were estimated to be $52.7 million in 2006-2007 and $54.8 million in 2007-2008.

Indicators and Impacts:

The National Child Benefit Progress Report: 2007 includes an analysis of both societal level indicators, which measure areas such as low income and labour force attachment and do not infer that any changes are the result of the initiative, and direct outcome indicators, which measure only those changes that are directly attributed to the National Child Benefit initiative.

With respect to societal level indicators, the report shows that the proportion of families with children living in low income has declined significantly since the mid-1900s, decreasing from 17.6 percent in 1996 to 10.5 percent in 2005, based on Statistics Canada's post-tax low-income cut-offs. During this period, the number of children living in low income decreased from 1,304,000 in 1996 to 787,894 in 2005, a decrease of approximately 516,106 children. With respect to direct outcome indicators, the report estimates that in 2005, as a direct result of the National Child Benefit initiative2:

  • 171,100 children in 78,800 families were prevented from living below Market Basket Measure (MBM) low-income thresholds, a reduction of 13.7 percent. This means that in 2005, there were 13.7 percent fewer families with children living in low income than there would have been without the National Child Benefit. These families saw their average disposable income increase by an estimated $2,400, or 9.5 percent.
  • For those families with children who remained in low income, the National Child Benefit improved their disposable income by an average of $2,200 (13.0 percent). This means that the low-income gap (the additional amount of income needed by low-income families to reach the low-income line) was reduced by 21.9 percent in 2005.

In addition, in June 2005, F/P/T governments released a synthesis report of a comprehensive evaluation of the first three years of the National Child Benefit initiative (1998-1999, 1999-2000, and 2000-2001). The evaluation compiled evidence from a number of studies and showed that the National Child Benefit initiative is meeting its goals. In addition, another evaluation is underway. Results are expected to be published in 2011.

For a complete discussion of indicators, please see Chapters 4 and 5 of the National Child Benefit Progress Report: 2007. For a discussion of evaluation results, please see the Evaluation of the National Child Benefit Initiative: Synthesis Report. These reports are available free of charge on the National Child Benefit website, at: http://www.nationalchildbenefit.ca

Governance Structure(s):

The National Child Benefit initiative Governance and Accountability Framework outlines the key characteristics of the F/P/T partnership: cooperation, openness, flexibility, evolution and accountability. As a co-operative effort among governments, the National Child Benefit initiative combines the strengths of a national program with the flexibility of provincial and territorial initiatives designed to meet the specific needs and conditions within each jurisdiction.

With respect to accountability, under the Governance and Accountability Framework, F/P/T Ministers Responsible for Social Services have committed to sharing data on reinvestment initiatives and reviewing results and outcomes achieved in order to identify best practices. F/P/T governments have also agreed to report annually to the public with a primary focus on the performance of the initiative. To date, nine annual progress reports have been published, as well as a synthesis report on a comprehensive evaluation of the first three years of the initiative.

The Federal Role:

Under the National Child Benefit initiative, the Government of Canada provides additional income support to low-income families with children via the National Child Benefit Supplement component of the Canada Child Tax Benefit. Canada Revenue Agency administers and delivers these benefits to families.

Human Resources and Skills Development Canada is responsible for policy development with respect to the F/P/T National Child Benefit initiative, and the Minister of Human Resources and Skills Development represents the Government of Canada in this F/P/T initiative.

The Canada Child Tax Benefit (including the National Child Benefit Supplement) is a tax benefit, and is administered by Canada Revenue Agency. Indian and Northern Affairs Canada is responsible for the First Nations National Child Benefit Reinvestment initiative. Citizenship and Immigration Canada administers the Resettlement Assistance Program, funded under the National Child Benefit and provides income support to child refugees.

The Provincial and Territorial Role:

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

It is important to note that, as the National Child Benefit initiative has matured, the majority of provinces and territories no longer recover increases to the National Child Benefit Supplement. This means that the vast majority of children living in low-income families, including those on social assistance, are currently receiving some or all of the National Child Benefit Supplement.

Under the NCB initiative, provincial and territorial governments, along with First Nations, have committed to re-allocating available social assistance funds into benefits and services for children in low-income families that further the goals of the initiative. Jurisdictions have focused reinvestments primarily in key areas:

  • Child Benefits and Earned Income Supplements;
  • Child Care;
  • Early Childhood Services and Children-at-Risk Services;
  • Supplementary Health Benefits;
  • Youth Initiatives; and
  • Other Benefits and Services;

First Nations Role:

The federal government is responsible for ensuring programs for First Nations children on reserve are comparable to those available to other Canadian children. Under the National Child Benefit initiative, First Nations have the flexibility to reinvest savings from adjustments to social assistance into programs and services tailored to meet the needs and priorities of individual communities. Some 500 First Nations participate in the National Child Benefit and implement their own programs.

($ millions)
Federal Partners Federal Partner Program Activity (PA) Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned
Spending for
2009-
10
Actual
Spending for
2009-
10
Expected Results for
2009-
10
Results Achieved in
2009-
10
Canada Revenue Agency3 Administers the National Child Benefit Supplement and delivers income benefits directly to low income families a. National Child Benefit Supplement On-going $3.69B Not available Continued progress on the goals of the National Child Benefit initiative, as described in the “Shared Outcomes”, above. Results achieved in 2005 (latest year of publicly available results) are described in “Indicators and Impacts”, above. (The F/P/T NCB Progress Report 2007 estimates that in 2005, as a direct result of the National Child Benefit initiative: 171,100 children in 78,800 families were prevented from living below Market-Basket Measure (MBM) low-income thresholds, a reduction of 13.7 percent. These families saw their average disposable income increase by an estimated $2,400, or 9.5 percent.
Total          

Comments on Variances: N/A

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

Contact information:

François Weldon, Acting/Director General
Social Policy Directorate
Strategic Policy and Research Branch
HRSDC
(819) 994-3184

2 The Government of Quebec has stated that it agrees with the basic principles of the National Child Benefit. Quebec chose not to participate in the initiative because it wanted to assume control over income support for children in Quebec; however, it has adopted a similar approach to the National Child Benefit. Throughout this text, references to joint federal, provincial and territorial positions do not include Quebec.
3 Based on a simulation analysis of the income benefits component of the NCB initiative: both the federal NCB Supplement and P/T reinvestments and investments in income benefits.
vi While Human Resources and Skills Development Canada is responsible for policy development with respect to the National Child Benefit initiative, the Canada Child Tax Benefit (including the National Child Benefit Supplement) is a tax measure, and is administered by Canada Revenue Agency. In addition, Indian and Northern Affairs Canada and Citizenship and Immigration Canada have roles in reinvestments and investments.




Green Procurement

Departmental Green Procurement processes are based on achieving value-for-money leveraging procurement in order to accomplish broader social, economic and environmental outcomes, in compliance with certain policies, such as the Policy on Green Procurement.

Departmental purchasing patterns for products essential to operations are assessed using key standards to support sustainable development. Electronic-based Green Procurement processes are also an important part of the Department's commitment to reduce the environmental footprint of paper-based transactions particularly for thousands of low dollar value transactions. Since departmental purchasing is subject to the use of mandatory standing offers established by Public Works and Government Services Canada, work continues to identify opportunities where Green Procurement can be improved. Appropriate communications strategies and tools including the Purchasing Portal, will ensure appropriate use of "green" items.

The Department is raising awareness and understanding of Green Procurement through training and communications. Functional specialists receive training through courses offered by the School of Public Service, and managers and administrative staff receive information through departmental awareness sessions. Green Procurement information is added to the Departmental Purchasing Portal and employees receive regular information through the Intranet site and communiqués.

The Department’s Green Procurement target setting status is currently "in progress". A National Departmental Working Group has been established to conduct an analysis of key commodities purchased, to identify opportunities, to establish procurement tools that meet departmental needs, and to ensure that the information is communicated to Public Works and Government Services Canada Commodity Councils for the development of mandatory standing offers. Where government-wide tools are not mandated, tools will be developed and aligned with those from Public Works and Government Services Canada as they become available.

More specifically, the Department will continue to assess opportunities to decrease paper-based transactions and improve the efficiency and costs associated with low dollar value procurement promoting appropriate use of the Acquisition Card and the Procurement Portal.

In establishing firm targets, the Department must operate within what is currently available through the use of mandatory standing offers and departmental contracting authorities.

Meeting Policy Requirements

Has the department incorporated environmental performance considerations in its procurement decision-making processes?

Yes

Departmental Green Procurement processes are based on achieving value-for-money while leveraging procurement in order to accomplish broader social, economic and environmental outcomes, in compliance with certain policies, such as the Policy on Green Procurement. Departmental purchasing patterns for products essential to operations are assessed using key standards to support sustainable development.

Summary of initiatives to incorporate environmental performance considerations in procurement decision-making processes:

A) Electronic-based Green Procurement processes are an important part of the Department's commitment to reduce the environmental footprint of paper-based transactions particularly for thousands of low dollar value transactions. The Department continues to assess opportunities to decrease these paper-based transactions and improve the efficiency and costs associated with low dollar value procurement by promoting appropriate use of the Acquisition Card.

B) Communications strategies and tools are used to ensure appropriate use of "green" items. Green Procurement information is added to the Departmental Purchasing Portal and employees receive regular information through the Intranet site and communiqués.

C) The Department is raising awareness and understanding of Green Procurement through training and communications. Functional specialists receive training through courses offered by the School of Public Service, and managers and administrative staff receive information through departmental awareness sessions.

D) A National Departmental Working Group tracks key commodities purchased, to identify opportunities, and leverage procurement tools from Public Works and Government Services Canada. Where government-wide tools are not available, the department is building green requirements.

Results achieved:

A) The total dollar value of spend using the Acquisition Card in fiscal year 2009/2010 was approximately $23 million, representing an increase of $1.2 million from fiscal year 2008/2009.

In addition, call-ups made against mandatory standing offers that had greening components such as paper and eco friendly desktops were as follows:

Fiscal Year Total Requests Total Value
06/07 482 $1,301,132.02
07/08 835 $2,307,314.86
08/09 1628 $5,679,720.85
09/10 2697 $14,001,248.97
Total 5642 $23,289,416.70

B) Information was posted on the Departmental Purchasing Portal which provides information related to items such as Greening Printing Services and how to make greener choices in the selection of goods and services acquired by the Department.

C) In fiscal year 2009/2010, HRSDC conducted 30 awareness sessions to departmental managers and administrative assistants promoting Sustainable Development/Green Procurement and the use of green tools such as the Acquisition Card.

D) One contract was awarded in fiscal year 2009/2010 for the acquisition of new and refurbished office furniture - panel systems.

Contributions to facilitate government-wide implementation of green procurement:

HRSDC is a member of the Green Procurement Form coordinated by the Office of Greening Government Operations within Public Works and Government Services Canada (PWGSC). In this way, HRSDC remains current on government wide initiatives.

Green Procurement Targets

Has the department established green procurement targets?

In progress

Summary of green procurement targets:

The department is seeking 100% target of paper purchasing for major operations. It will establish further targets for other key areas on an ongoing basis based on major asset plans.

Awareness sessions will continue in fiscal year 2010/2011 to support the departmental wide distribution of Green Procurement information.

The department will continue the goal of eliminating paper-based transactions through further use of the Acquisition Card as a green procurement tool and continuing to communicate Green Procurement information using the Purchasing Portal.

The department will target full alignment with all available green standing offers from PWGSC.



Response to Parliamentary Committees and External Audits


Response to Parliamentary Committees

The HRSDC portfolio tabled four Government Responses to parliamentary committee reports between April 1, 2009 and March 31, 2010.

  1. Report 3 – Moving Forward on the Pay Equity Task Force Recommendations
    • Adopted by the House of Commons Standing Committee on the Status of Women (FEWO) on February 10, 2009; tabled in the House on March 25, 2009.
    • Government Response was tabled on August 19, 2009

    http://www2.parl.gc.ca/HousePublications/Publication.aspx?DocId=4017744&Language=E&Mode=1&Parl=40&Ses=2

  2. Final Report: Canada’s Aging Population: Seizing the Opportunity
    • Adopted by the Senate Special Committee on Aging on March 23, 2009; tabled in the Senate on April 21, 2010; and, adopted by the Senate on May 7, 2009.
    • Government Response was tabled in the Senate on October 1, 2009.

    http://www.parl.gc.ca/common/Committee_SenRep.asp?Language=E&Parl=40&Ses=2&comm_id=600

  3. Report 6 – Consequences and Effects of the Current EI (EI) Programs Have on Women in Canada
    • Adopted by the House of Commons Standing Committee on the Status of Women (FEWO) on May 14, 2009; tabled in the House on June 9, 2009.
    • Government Response was tabled on October 7, 2009

    http://www2.parl.gc.ca/HousePublications/Publication.aspx?DocId=4130941&Language=E&Mode=1&Parl=40&Ses=2

  4. Early Childhood Education and Care: Next Steps
    • Adopted by the Senate Standing Committee on Social Affairs, Science and Technology on March 25, 2009; tabled in the Senate on April 28, 2009; adopted by the Senate on June 22, 2009.
    • Government Response was tabled on November 19, 2009.

    http://www.parl.gc.ca/common/Committee_SenRep.asp?Language=E&Parl=40&Ses=2&comm_id=47

 

Response to the Auditor General (including to the Commissioner of the Environment and Sustainable Development)

Auditor General’s 2009 Spring Report – Chapter 1
Gender-Based Analysis

Objective: The objective of this audit was to determine whether selected departments whose responsibilities can impact men and women differently, can provide evidence that they are conducting, and the central agencies can provide evidence that they are reviewing, gender-based analyses to adequately support decision making on policy and program spending initiatives.

Gender-based analysis is an analytical tool that can be used to assess how the impact of policies and programs on women might differ from their impact on men.

The audit noted that HRSDC was one of the four departments that had taken measures to implement gender-based analyses. It further recognized that the Department’s relocation of its Gender-Based Analysis unit within the Strategic Policy and Research Branch, allows the Unit to exercise a challenge role through the Department’s policy and planning committees. The chapter notes that the Gender-Based Analysis Unit has staff and tools to help employees perform gender-based analyses; it provides training publicized in various ways, and is rebuilding the advisers’ network.

The audit can be found at:
http://www.oag-bvg.gc.ca/internet/English/parl_oag_200905_01_e_32514.html#hd5e

Auditor General’s 2009 Fall Report – Chapter 1
Evaluating the Effectiveness of Programs

Objective: The overall objective of this audit was to determine whether selected departments and the Treasury Board of Canada Secretariat are meeting the needs for effectiveness evaluation and are identifying and making improvements in effectiveness evaluation.

The audit found that HRSDC and the five other departments examined, followed systematic processes to plan their effectiveness evaluations. As well, most planned evaluations were completed. The audit further noted that the evaluations conducted by the six departments only covered a small proportion of overall departmental expenses, and most of the evaluations examined were hampered by inadequate data. The audit concluded that improvements are required in the departments, and in the oversight and support activities of Treasury Board of Canada Secretariat, in order to remedy the situation.

Four of the chapter’s seven recommendations are jointly directed at HRSDC and four other audited departments. The Department accepts the chapter’s recommendations and has developed a robust management action plan to address the observations made in the report.

The government’s response can be found at:
http://www.oag-bvg.gc.ca/internet/English/parl_oag_200911_01_e_33202.html#hd5a

Auditor General’s 2009 Fall Report – Chapter 2
Selecting Foreign Workers Under the Immigration Program

Objective: The objective of this audit was to determine whether Citizenship and Immigration Canada and Human Resources and Skills Development Canada (HRSDC) efficiently and effectively handle program planning and delivery to facilitate the entry of permanent and temporary foreign workers into Canada. Overall, the audit found that current practices within Citizenship and Immigration Canada and HRSDC do not ensure that foreign worker programs are delivered efficiently and effectively. It further noted that HRSDC and Citizenship and Immigration Canada have not defined their respective roles and responsibilities in assessing the genuineness of job offers and how that assessment is to be carried out. Four of the chapter’s eleven recommendations are directed at HRSDC, three of which are joint with Citizenship and Immigration Canada. The Department has taken significant corrective measures to address all observations highlighted in the report.

The government’s response can be found at:
http://www.oag-bvg.gc.ca/internet/English/parl_oag_200911_02_e_33203.html#hd3e

 

External Audits (Note: These refer to other external audits conducted by the Public Service Commission of Canada or the Office of the Commissioner of Official Languages)

Public Service Commission of Canada (PSC) – 2008-2009 Annual Report
Chapter 3: Overall progress regarding merit and the guiding values

Objective: This report provides Parliament with an integrated assessment of the overall integrity of the merit system based on the results of the Public Service Commission’s monitoring, studies, surveys audits and investigations.

HRSDC is referenced in the report because of its participation in the following two PSC initiatives – Labour Program’s consultation in PSC’s development of a methodology and data collection process to gather more accurate and reliable statistical data on employment equity; and the Department’s use of PSC’s customized assessment service to help identify future leaders within the Department.

Chapter 7: Enabling departments and agencies

Objective: This report assesses the support the Public Service Commission provides to organizations to enable them to exercise more fully their delegated authorities and achieve a values-based appointment system.

HRSDC is referenced in the report because of its participation in the launch of the PSC’s first e-test centres in fiscal year 2008-2009. The Department is further recognized as one of the "few departments" where the employment of Aboriginal peoples is concentrated within the Public Service.

The audits can be found at:
http://www.psc-cfp.gc.ca/arp-rpa/2009/index-eng.htm




Internal Audits and Evaluations

Internal Audits (current reporting period)


Name of Internal Audit Audit Type Status Completion Date
Review of the Strategic Training and Transition Fund Review Completed Reviewed by Departmental Audit Committee – March 2010
Review of the Work-Sharing Agreements Review Completed Reviewed by Departmental Audit Committee – March 2010
Review of Career Transition Assistance (Long Tenure Workers Pilot Project Management Control Framework) Review Completed Reviewed by Departmental Audit Committee – March 2010
Review of the Aboriginal Skills and Training Strategic Investment Fund Review Completed Reviewed by Departmental Audit Committee – March 2010
Audit of Program Eligibility Assurance Underway Pending Departmental Audit Committee Approval
Audit of the Consolidated Statement of Administrative Costs Charged to the Canada Pension Plan Account by HRSDC/Service Canada, March 31, 2009 Attest Completed Approved by Departmental Audit Committee – December 2009
Follow-Up Audit of Compensation Assurance Underway Target Completion – October 2010
Audit of Old Age Security Management Control Framework Assurance Underway Target Completion – October 2010
Review of Departmental Financial Statements Review Completed Approved by Departmental Audit Committee – August 2009
Audit of Information Technology (IT) Client Satisfaction Management Assurance Underway Target Completion – October 2010

Evaluations (current reporting period)


Name of Evaluation Program Activity Program Type Status Completion Date
Regular Benefits – entrance requirements Skills and Employment Summative Not Plannedvii.  
New-entrants and Re-entrants Skills and Employment Summative In progress December 2010
Work Sharing Benefits Skills and Employment Summative Planned  
Compassionate Care Benefits Skills and Employment Summative Planned for 2013-2014  
Three Pilot Projects - Seasonal Workers Skills and Employment Summative In progress November 2010
5-week Seasonal Work Pilot Skills and Employment Summative Completed March 2010
Sickness Benefits Skills and Employment Summative Planned  
EI Premium Reduction Skills and Employment Summative Completed December 2009
Ontario Employment Benefit and Support Measures Skills and Employment Summative Completed October 2009
Labour Market Development Agreement: New Brunswick Skills and Employment Summative Completed June 2009
Labour Market Development Agreement: Nova Scotia Skills and Employment Summative In Progress September 2010
Labour market Development Agreement: Prince Edward Island Skills and Employment Summative In Progress September 2010
Labour Market Development Agreement: Manitoba Skills and Employment Summative In Progress December 2010
Labour Market Development Agreement: Saskatchewan Skills and Employment Summative Completed March 2009
Labour Market Development Agreement: Alberta Skills and Employment Summative Completed April 2009
Labour Market Development Agreement: Yukon Skills and Employment Summative In Progress September 2010
Labour Market Development Agreement: Northwest Territories Skills and Employment Summative In Progress September 2010
Labour Market Development Agreement: Newfoundland and Labrador Skills and Employment Summative Not Plannedviii  
Labour Market Development Agreement: Nunavut Skills and Employment Summative Not Plannedix  
Labour Market Development Agreement: Ontario Skills and Employment Formative In Progress December 2010
Aboriginal Human Resources Development Agreement - Kativik Regional Government Skills and Employment Formative and Summative Completed June 2009
Aboriginal Human Resources Development Strategy Skills and Employment Formative Completed April 2009
Aboriginal Human Resources Development Strategy Skills and Employment Summative July 2009
Evaluation of the Innu, Inuit and Métis Human Resources Development Strategy for the Voisey's Bay Project Skills and Employment Formative and Summative Completed October 2009
Evaluation of Aboriginal Skills Employment Program – Program I Skills and Employment Formative Completed May 2009
Skills and Employment Summative In Progress    
Youth Employment Strategy Skills and Employment Summative Completed August 2009
Labour Market Adjustment - Targeted Initiative for Older Workers Skills and Employment Formative In Progress June 2010
Skills and Employment Summative Phase I is in progress 2013
Enabling Fund – Official Language Minority Communities Skills and Employment Formative In Progress March 2010
Skills and Employment Summative Planned  
Opportunities Fund for Persons with Disabilities Skills and Employment Summative Final Report May 2009
Labour Market Agreements for Persons with Disabilities - Manitoba Skills and Employment Summative In Progress February 2009
Labour Market Agreements for Persons with Disabilities - Nova Scotia Skills and Employment Summative Planned  
Apprenticeship Incentive Grant Skills and Employment Formative In Progress May 2009
Skills and Employment Summative Planned  
Workplace Skills Initiative Skills and Employment Summative In Progress September 2011
Adult Learning, Literacy and Essential Skills Program Skills and Employment Formative Planned May 2010
Skills and Employment Summative Planned  
Sector Council Program Skills and Employment Summative Phase 1 In Progress June 2010
Skills and Employment Summative Phase 11 Planned  
Temporary Foreign Worker Program Skills and Employment Summative Planned June 2011
Immigration Portal Skills and Employment Summative Planned November 2010
Interprovincial Labour Mobility Skills and Employment Formative Not Plannedx.  
Labour Market Information Skills and Employment Formative Not Plannedix.  
Foreign Credential Recognition Program Skills and Employment Summative Completed February 2010
Training Centre Infrastructure Fund Skills and Employment   Completed November 2009
Canada Student Loans Programs Learning Synthesis Summative In progress March 2011
Canada Education Savings Grant Learning Formative Completed February 2010
Learning Summative Planned  
Canada Learning Bond Learning Formative Completed February 2010
Learning Summative Planned  
Workplace dispute prevention and resolution Labour Summative Planning is delayedx.  
Unjust Dismissal Adjudicators Labour Summative Planning is delayedx.  
Labour Management Partnership Program Labour Summative In Progress June 2010
Occupational Health and Safety Labour Summative Planning is delayedx.  
Fire Protection Labour Summative Planning is delayedx.  
Wage Earner Protection Program Labour Summative In Progress December 2011
Employment Equity Programs Labour Summative In Progress June 2010
Racism Free Workplace Strategy Labour Summative In Progress December 2010
Federal Workers Compensation Labour Summative Planning is delayedx.  
International Trade and Labour Program Labour Summative In Progress October 2010
Allowances Income Security Summative In Progress 2011-2012
Old Age Security Program Income Security Summative In Progress 2011-2012
Guaranteed Income Supplement – Take Up Income Security Summative In Progress February 2010
Canada Pension Plan – Disability Program Income Security Summative In Progress September 2010
National Child Benefit Income Security Summative In Progress 2011
Homelessness Partnering Strategy Social Development Summative Completed July 2009
Understanding the Early Years Social Development Formative Completed June 2009
Social Development Summative Planned January 2011
Social Development Partnership Program Social Development Summative Completed June 2009
Voluntary Sector Initiative Social Development Summative Completed August 2009
Voluntary Sector Strategy Social Development Summative In Progress July 2011
New Horizons for Seniors Program Social Development Formative Completed June 2009
Social Development Summative In Progress September 2010
Federal Elder Abuse Initiative Social Development Summative In Progress October 2011
Enabling Accessibility Fund Social Development Summative In Progress October 2011
Universal Child Care Benefit Social Development Formative In Progress December 2010
Child Care Spaces Initiative Social Development Formative Not Planned  
In Person Channel: Service Canada Community Offices Service Excellence for Canadians Service Delivery In Progress November 2009
In-Person Channel: Service Canada Centres Service Excellence for Canadians Service Delivery Planned  
Passport Receiving Agent Service Excellence for Canadians Service Delivery Planned  
Service Canada Telephone Channel Service Excellence for Canadians Service Delivery Planned  
Service Canada Internet Channel Service Excellence for Canadians Service Delivery Planned  
Common Experience Payment Service Excellence for Canadians Service Delivery In Progress March 2011
Identity Management Tools and Practices Service Excellence for Canadians Scoping / evaluation feasibility Not Planned  
Evaluation of Early Impacts of Automation of Employment Insurance Claims and Related Activities Part 1 Service Excellence for Canadians Scoping / Service Delivery In Progress November 2010
Service Canada College Service Excellence for Canadians Business Practice and Service Excellence Planned  
Service Canada Partnerships (interdepartmental and selected provinces) Service Excellence for Canadians Management Review of Partnerships strategy and approach Planned November 2010

Note:
vii Resources were reallocated to Budget 2009.
viii Evaluation schedule to be updated following the discussion with the Province.
ix Evaluation schedule to be updated following the discussion with the Territory.
x Evaluation schedule is delayed resulting from the Strategic Review of the Labour Program.