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This section describes HRSDC the plans and priorities by each strategic outcome. It also provides a short description of the major sub-activities (initiatives, programs and services) that support those priorities, including financial and human resources information for the next three years.
STRATEGIC OUTCOME
POLICIES AND PROGRAMS THAT MEET THE HUMAN CAPITAL AND SOCIAL DEVELOPMENT NEEDS OF CANADIANS
PROGRAM ACTIVITY: POLICY, RESEARCH AND COMMUNICATIONS
HRSDC is committed to developing a comprehensive and integrated knowledge base to inform government action to respond effectively to the needs of citizens. This knowledge base consists of the development and strategic managment of key national data assets, analysis of important trends and research on emerging issues and best approaches to human resources and social development matters, and evaluation of key departmental programs. Efforts are devoted to exchanging information and building constructive partnerships with groups that either conduct similar activities or develop policies and programs affecting HRSDC's mandate. Opportunities for effective feedback and dialogue with citizens, businesses and families are being developed to supplement these exchanges.
Over the coming year, the Department will strive for organizational excellence in the creation, management, exchange and use of knowledge about human resources and social development matters through a Knowledge Management Initiative. The development of forward-looking knowledge planning and management activities will strategically position HRSDC as a leader in the creation, sharing and use of pan-Canadian knowledge and information at all levels. These strategies support informed decision-making, foster collaboration and partnership, coordinate actions among major players, and strengthen policy and program effectiveness.
HRSDC understands that it is accountable for explaining to citizens how their views have been taken into consideration. The development and implementation of a corporate Public Involvement Framework will contribute to the Department's proactive efforts to promote and facilitate public involvement and awareness of program development and delivery, and maintain a transparent and interactive relationship with the Canadian public.
The Department's work with other federal departments on horizontal policies is key to advancing the social well-being of Canadians. HRSDC will develop a new policy approach for gender and diversity analysis in policy and program development, as well as continuing to work horizontally on the development of a five-year federal Gender Equality Strategy. It will also continue to work with the community non-profit sector and federal government departments to promote dialogue, collaboration and suppport innovation. In addition, HRSDC is one of the federal departments working with the 2010 Olympic and Paralympic Winter Games Federal Secretariat, host partners, other governments and civil society to advance the development of the Games, including enhancing the participation of Aboriginal Peoples in the event and its related activities.
Priority: Promote key human resources and social development policies of the Government of Canada |
Plans
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Priority: Develop and implement key departmental frameworks and strategies |
Plans
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Priority: Advance knowledge development to support informed decision-making |
Plans
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Priority: Increase engagement and collaboration with our partners and Canadians through public involvement and other activities to ensure better, innovative and complementary policy initiatives |
Plans
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POLICY, RESEARCH AND COMMUNICATIONS: PROGRAMS SUPPORTING PRIORITIES
The policy, research and communication program activity provides strategic policy leadership with a focus on domestic and international partnerships, and supports the development of programs and policies with audit, evaluation and research functions. This activity also supports the achievement of the Department's strategic and operational goals through planning and communications.
Strategic Policy: HRSDC focuses on addressing social and human capital challenges of Canadians through strategic, innovative solutions. To move forward with implementing the Government's commitments in the area of human resources and social development, the Department develops foundational policy frameworks and strategies. These frameworks and strategies also enable the Department to identify emerging policy issues for Canadians.
Knowledge, Analysis, Audit and Evaluation: Knowledge management, audit and evaluation support strong accountability, innovative and responsive policies and programs and evidence-based decision-making by governments, public institutions, businesses, communities, families and citizens.
Public Affairs and Engagement: The Department pursues engagement activities to develop better policies and programs by seeking Canadians' views and broadening knowledge and research.
POLICY, RESEARCH AND COMMUNICATION: FINANCIAL AND HUMAN RESOURCES -PLANNED SPENDING
Planned Spending | |||
2006-2007 | 2007-2008 | 2008-2009 | |
Financial Resources (in millions of dollars) | |||
Human Resources and Skills Development Canada - Policy and Program Support | |||
Gross Operating Expenditures | 120.1 | 107.7 | 106.8 |
Social Development Canada- Social Development Policy and Innovation | |||
Gross Operating Expenditures | 67.3 | 70.7 | 70.7 |
Total | 187.4 | 178.4 | 177.5 |
Human Resources | |||
Full Time Equivalents | 936 | 898 | 894 |
2006-2007 | 2007-2008 | 2008-2009 | |
Financial Resources (in millions of dollars) | |||
Human Resources and Skills Development Canada - Policy and Program Support | |||
Strategic Policy and Planning | 43.7 | 42.0 | 41.9 |
Communications and Ministerial Services | 44.5 | 37.1 | 37.1 |
Allocated Corporate Servicesa | 37.1 | 33.9 | 33.8 |
Other | (5.2) | (5.3) | (6.0) |
Sub-Total | 120.1 | 107.7 | 106.8 |
Social Development Canada - Social Development Policy and Innovation | |||
Social Development Policy and Innovation | 61.7 | 65.4 | 65.4 |
Allocated Corporate Servicesa | 5.6 | 5.3 | 5.3 |
Sub-Total | 67.3 | 70.7 | 70.7 |
Total | 187.4 | 178.4 | 177.5 |
Human Resources | |||
Full Time Equivalents | 936 | 898 | 894 |
a. Corporate Services resources related to the Minister's Office, the Deputy Minister's Office, the Comptroller's Office and the Shared Services have been prorated to each Strategic Outcome. |
STRATEGIC OUTCOME
ENHANCED CANADIAN PRODUCTIVITY AND PARTICIPATION THROUGH EFFICIENT AND INCLUSIVE LABOUR MARKETS, COMPETITIVE WORKPLACES AND ACCESS TO LEARNING
The aging Canadian labour force presents challenges that cannot be avoided. Canada's continued prosperity now and in the future lies in maintaining strong productivity growth and increasing labour force participation. HRSDC has a number of important programs that are vital to improving productivity and participation. These programs are situated in the following areas: Labour Market, Workplace Skills and Learning.
The labour market will increasingly require workers with higher levels of education and skill. A highly skilled workforce is vital to improving productivity and sustaining strong economic growth. Workplace Skills programs bring together a broad range of initiatives that address the urgent need for innovative responses to skills issues. Learning programs provide greater ease of access to post-secondary education and skills training, and promote the awareness and importance of lifelong learning. Together, initiatives in these areas are intended to deliver and boost the national skills pool and the longer-term labour supply. These programs are further complemented by initiatives under the Labour Market Program that facilitate the removal of barriers to employment and ensure that labour market participation rates are at their optimal level now and in the future.
The following outlines priorities and plans related to the program areas of Labour Market, Workplace Skills and Learning.
PROGRAM ACTIVITY: LABOUR MARKET
In support of this strategic outcome, the Department will continue to provide temporary income support to qualified unemployed workers which, in turn will promote economic stability, individual well-being and a flexible labour market capable of adjusting to changes in the economy.
The Department works with provinces, territories and other partners to support the objectives of creating a more integrated labour market system for Canada and ensuring the right tools are in place to address the needs of today's labour markets. Increased efforts in areas such as Aboriginal participation, youth at risk and displaced older workers will support this objective and help to facilitate an efficient labour market where the quantity and quality of labour supply effectively meet the demand, and an inclusive labour force through the removal of barriers and the enhancement of opportunities for the skills development of Canadians.
Through the Labour Market Development Agreements with provinces and territories, employment programs and services enable Canadians to prepare for, find and keep employment. Targeted strategies for Aboriginal Canadians and youth complement the EI program. The Department will adapt programs and strategies to ensure they remain well suited to the needs of Canada's workforce.
HRSDC continues to monitor and evaluate its programs and policies with an emphasis on linking evaluation with improved performance measurement, results-based management and ultimately better outcomes and results for Canadians.
HRSDC manages four horizontal initiatives14 - the Aboriginal Human Resources Development Strategy; the Aboriginal Skills and Employment Partnership Program; the Youth Employment Strategy; and Labour Market Development Agreements. Partnerships with provinces and territories, representative third-party groups, labour market stakeholders, and the private sector are key to achieving successful outcomes.
Priorities for 2006-2007 are to ensure that employment programs are in tune with the current environment and to work closely and more effectively with provinces, territories, Aboriginal groups and other partners.
INDICATORS | CURRENT LEVEL | |
Percentage of unemployed looking for work for one year or more (52 weeks and over). | 2005 | 9.2% |
Percent of youth (15-24 year-olds) not in the labour force or in school.* | 2005 | 8.9% |
Involuntary part-time employment as a proportion of all part-time employment. | 2005 | 25.6% |
Employment Insurance regular beneficiaries to unemployed ratio. | 2004 (2003, revised to 43.5%) |
43.6% |
Unemployment Rates by Designated Group. | Women | 7.2% |
People with Disabilities | 10.7% | |
Aboriginal Peoples | 19.1% | |
Visible Minorities | 9.5% | |
Older Workers | 6.0% | |
* Census 2001 data includes Labour Force 15 years or older that are unemployed. |
Priority: Work with provinces, territories and stakeholders to ensure that labour market programming is coherent, comprehensive and flexible |
Plans:
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Priority: Provide advice on Employment Insurance income support to ensure it remains well suited to the needs of Canada's economy and workforce |
Plans:
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Priority: Build more effective partnerships to improve Aboriginal labour market outcomes |
Plans:
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Priority: Develop approaches to reduce barriers and help vulnerable Canadians, such as youth, disabled and older workers participate in the labour market |
Plans:
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Strategic Outcome | Enhanced Canadian productivity and participation through effective and inclusive labour markets, competitive workplaces and access to learning |
2006-2007 Priorities |
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Program Activity Expected Results |
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Program Indicators |
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Programs |
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Resources | PLANNED SPENDING: : $16,504.5M FTE: 13,377 |
LABOUR MARKET: PROGRAMS SUPPORTING PRIORITIES
The Labour Market program activity comprises Employment Insurance and Employment Programs and Services.
Employment Insurance: promotes individual well-being and economic stability, and facilitates smooth labour market transition by providing temporary financial assistance to unemployed Canadians while they look for work or upgrade their skills. Canadians who must take time off work for illness, pregnancy or to care for a newborn or adopted child, as well as those who must care for a family member who is seriously ill with a significant risk of death, may also be assisted by Employment Insurance. Temporary income support is provided to unemployed workers under Part I of the Employment Insurance Act.
Employment Programs and Services: enable Canadians, including unemployed adults and individuals facing barriers to employment, such as youth, displaced older workers and Aboriginal Canadians, to develop their skills, maintain or improve their employment and earnings, and become more adaptable to labour market changes. These programs and services strengthen Canadians' participation in a dynamic labour market and are funded through the Consolidated Revenue Fund and Part II of the Employment Insurance Act.
Employment Insurance Income Benefits: This program provides temporary financial assistance to unemployed Canadians (including self-employed fishers) while they look for work, participants in work-sharing agreements, and to Canadians who need to take a temporary absence from work for sickness, pregnancy and childbirth, caring for a newborn or adopted child, or to provide care or support to a gravely ill family member with a significant risk of death. Through an Agreement with the Government of Canada, as of January 2006, the province of Quebec provides its own maternity and parental coverage for its residents, rather than through the Employment Insurance program.
Employment Benefits and Support Measures (EBSMs) and Labour Market Development Agreements (LMDAs): Part II of the Employment Insurance Act authorizes the design and implementation of EBSMs to help unemployed participants prepare for, find and keep employment. http://www.hrsdc.gc.ca/en/gateways/nav/top_nav/program/gc.shtml
Under the authority of the Employment Insurance Act, LMDAs have been signed with all provinces and territories, including a recent agreement with Ontario to be implemented on January 1, 2007. Eight of these agreements are in the form of a transfer agreement under which six provinces and two territories have assumed responsibility for the design and delivery of provincial/territorial programs and services similar to EBSMs. Under co-management LMDAs in four provinces and one territory, the EBSMs are designed and managed jointly among Service Canada, HRSDC and the provinces/territory. Pan-Canadian programs maintained under HRSDC management are available to address labour market issues and priorities that are national or multi-regional in scope. http://www.hrsdc.gc.ca/en/epb/sid/cia/grants/ebsm/section_63.shtml
Aboriginal Human Resources Development Strategy (AHRDS): The AHRDS is designed to assist Aboriginal people to prepare for, find and keep employment and builds Aboriginal capacity for human resources development. The AHRDS is delivered through agreements with 80 Aboriginal Human Resource Development Agreements holders across the country. The AHRDS integrates most of HRSDC's Aboriginal programming. http://www17.hrdc-drhc.gc.ca/AHRDSInternet/general/public/HomePage1-eng.asp
Aboriginal Skills and Employment Partnerships (ASEP): Complementary to the AHRDS, ASEP is a nationally managed program geared toward supporting collaboration among Aboriginal groups, the private sector and provincial/territorial governments. The goal of ASEP is to ensure sustainable employment for Aboriginal people in major economic opportunities, leading to long-term benefits for Aboriginal communities, families and individuals. http://www17.hrdc-drhc.gc.ca/AHRDSInternet/general/public/asep/asep-eng.asp
Youth Employment Strategy (YES): The YES programs ensure that Canada's youth are well prepared to participate and succeed in today's changing labour market. The Strategy is delivered in partnership with the private sector and non-governmental organizations through the collective efforts of thirteen federal departments, agencies and corporations, with HRSDC in the lead role in collaboration with Service Canada. Under the Strategy, youth employment initiatives target youth from 15 to 30 years of age who are unemployed or underemployed. This national strategy offers a broad range of initiatives under three programs: Skills Link, Summer Work Experience and Career Focus. http://www.youth.gc.ca/
Labour Market Adjustment activities are intended to support the objectives of an integrated labour market system and to ensure the right tools are in place to meet the needs of a flexible and expanding labour market.
Official Language Minority Communities: HRSDC helps to sustain the vitality of Official Language Minority Communities through a horizontal departmental initiative that provides policy direction and analysis across programs. The initiative's objective is to enhance human resources development, increase employability and community capacity building for the official language minority communities. The Department has six key priorities to address according to the Government of Canada Action Plan for Official Languages: Literacy, Youth Internships, the Enabling Fund, Integration of French-speaking immigrants into the Canadian Labour Market, Child Care Pilot Projects and Non governmental Organizations. http://www.hrsdc.gc.ca/en/gateways/nav/top_nav/program/solmc.shtml
LABOUR MARKET: FINANCIAL AND HUMAN RESOURCES - PLANNED SPENDING
Planned Spending | |||
2006-2007 | 2007-2008 | 2008-2009 | |
Financial Resources (in millions of dollars) | |||
Gross Operating Expenditures | 1,324.2 | 1,322.4 | 1,320.9 |
Non-Statutory Grants and Contributions | 552.3 | 536.6 | 504.4 |
Statutory Transfer Payments | 0.2 | 0.2 | 0.2 |
Total Gross Expenditures | 1,876.7 | 1,859.2 | 1,825.5 |
EI Part I - Income Benefits | 12,442.0 | 13,058.0 | 13,661.0 |
EI Part II - Employment Benefits and Support Measures | 2,137.5 | 2,143.1 | 2,143.6 |
Government Annuities and Civil Service Insurance Payments | 48.3 | 45.4 | 42.7 |
Total | 16,504.5 | 17,105.7 | 17,672.8 |
Human Resources | |||
Full Time Equivalents | 13,377 | 13,310 | 13,289 |
Planned Spending | |||
2006-2007 | 2007-2008 | 2008-2009 | |
Financial Resources (in millions of dollars) | |||
Employment Isurance | |||
Benefits | 12,442.0 | 13,058.0 | 13,661.0 |
Allocated Corporate Servicesa | 269.4 | 277.5 | 281.6 |
Otherb | 658.4 | 650.0 | 644.4 |
Sub-Total | 13,369.8 | 13,985.5 | 14,587.0 |
Labour Market Programs | |||
Employment Benefits and Support Measures | 1,353.8 | 1,350.1 | 1,350.6 |
Labour Market Development Agreements Transfers | 987.0 | 987.0 | 987.0 |
Aboriginal Human Resources Development Strategy | 271.3 | 264.4 | 263.5 |
Aboriginal Skills and Employment Partnerships | 30.3 | 21.1 | - |
Youth Employment Strategy | 321.1 | 321.4 | 321.4 |
Labour Market Adjustments | 11.2 | 11.2 | 11.2 |
Official Language Minority Communities | 13.6 | 13.5 | - |
Allocated Corporate Servicesa | 131.2 | 136.2 | 136.8 |
Otherc | 15.2 | 15.3 | 15.3 |
Sub-Total | 3,134.7 | 3,120.2 | 3,085.8 |
Totald | 16,504.5 | 17,105.7 | 17,672.8 |
Human Resources | |||
Full Time Equivalents | 13,377 | 13,310 | 13,289 |
a. Corporate Services resources related to the Minister's Office, the Deputy Minister's Office, the Comptroller's Office and the Shared Services have been prorated to each Strategic Outcome. b. This category includes resources related to claim processing, Employment Insurance premium collection, appeals, investigation and control, program management and service improvement. c. Other category is for the resources which are not directly related to the sub-activities identified. d. This amount includes $1,259.9 million (13,240 FTEs) in 2006-2007, $1,246.2 million (13,138 FTEs) in 2007-2008 and $1,252.7 million (13,086 FTEs) in 2008-2009, for the delivery of programs and services by Service Canada. For a full accounting of Service Canada's operations please refer to the Strategic Outcome, "Achieve better outcomes for Canadians through service excellence". |
Labour Market Program Activity - Modifications from the 2005-2006 Program Activity Architecture:
PROGRAM ACTIVITY: WORKPLACE SKILLS
Enhancing the competitiveness of Canadian workplaces is essential to ensuring Canada's productivity and improving quality of life. Skilled workers can help drive improvements in productivity, as they are better able to process information, perform tasks more efficiently and effectively, and adapt to and use new technology. They are also more skilled at generating innovations in information, products, services, and production and distribution processes.
An integrated workplace skills strategy should be a key component in achieving this strategic outcome. This strategy needs to be business demand-driven and bring together a broad range of programs, services and partners - provinces, employers and labour - to address the need for innovative responses to skills issues.
Focusing on employers, employed workers and immigrants, workplace skills development has several overarching objectives for Canada that are integral to the broader economic agenda and economic union: a flexible, efficient labour market; a skilled, adaptable and resilient workforce; and programs and services that reflect and respond to employers' needs for skilled workers.
INDICATORS | CURRENT LEVEL | |
Percentage of adult workforce who participated in job-related formal training | 2002 | 34.7% |
Percent of adult workforce who participated in employersupported job-related training | 2002 | 25.0% |
Average earnings of recent immigrant university graduates as a percentage of the earnings of Canadian-born university graduates | 2000 | 65.0% |
A workplace skills strategy needs to promote the achievement of positive workplace skills outcomes through programs and services such as those related to sectoral initiatives, apprenticeship and the skilled trades (for example, an incentive grant for first and second year apprentices in the Red Seal trades), , labour mobility, foreign credential recognition and use, essential skills, and the development, dissemination and coordination of skills and labour market information and related activities.
WORKPLACE SKILLS: PRIORITIES AND PLANS
Priority: Articulating an integrated workplace skills strategy by working with provinces, territories, key government departments and stakeholders in advancing multiple activities that include trades and apprenticeship, foreign credential recognition, labour market information, as well as sectoral initiatives. |
Plans:
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Strategic Outcome | Enhanced Canadian productivity and participation through effective and inclusive labour markets, competitive workplaces and access to learning |
2006-2007 Priorities |
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Program Activity Expected Results |
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Program Indicators |
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Programs |
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Resources | PLANNED SPENDING: $219.3 million FTE: 908 |
WORKPLACE SKILLS: PROGRAMS SUPPORTING PRIORITIES
The Workplace Skills program activity supports the collaboration of industry partners and stakeholders in identifying, addressing and promoting workplace skills development and recognition issues that reflect the realities of Canadian workplaces in our rapidly evolving labour market. It also develops and disseminates knowledge and information, which is vital in supporting and contributing to a well-functioning labour market.
Workplace Partnerships: Workplace Partnershipsadvance partnerships with industry and the learning system to ensure that Canadians have the skills and knowledge required for the workplace. The activities are divided into six main business lines/programs.
Sector Council Program supports knowledge and project-based activities proposed by Sector Councils, as well as national sector-like organizations working on skills and learning issues. http://www.hrsdc.gc.ca/en/gateways/nav/top_nav/program/spi.shtml
Trades and Apprenticeship: the Directorate will continue to implement the Trades and Apprenticeship Strategy and work with Service Canada to implement the Apprenticeship Incentive Grant. The Directorate will also continue to work with the provinces and territories through the Canadian Council of Directors of Apprenticeship (CCDA) to facilitate and increase the labour mobility of skilled trades workers; and to work with public and private sector partners and stakeholders to strengthen apprenticeship systems in Canada enabling them to respond more effectively to the demands of the knowledge-based economy. http://www.hrsdc.gc.ca/en/gateways/nav/top_nav/program/almi.shtml
The Interprovincial Standards "Red Seal" Program is designed to facilitate mobility through interprovincial certification based on national occupational standards and examinations for the 45 "Red Seal" trades. It also encourages standardization of provincial and territorial apprenticeship training and certification programs. Apprentices who have completed their training and certified journeypersons are able to obtain a "Red Seal" endorsement on their Certificates of Qualification and Apprenticeship Completion by successfully completing an Interprovincial Standards "Red Seal" Examination. http://www.red-seal.ca/Site/index-eng.htm
The Training Centre Infrastructure Fund (TCIF) is a three-year pilot project to encourage, through federal funding, increased investment by unions and employers in purchasing up-to-date training equipment for union-employer training centres. http://www.hrsdc.gc.ca/en/hip/hrp/tcif/index.shtml
The Workplace Skills Initiative (WSI) will support partnership-based projects testing and evaluating innovative, outcomes-focused approaches to skills development for employed Canadians. WSI support will be available to proponents from across the spectrum of workplace partners. http://www.hrsdc.gc.ca/en/ws/initiatives/wsi/index.shtml
The Workplace Partners Panel (WPP) will provide Canadian industry and the Government of Canada with a forum to exchange perspectives and intelligence, and a research capacity focused on workplace skills issues. It will be charged with galvanizing Canada's industry, educational partners and governments to integrate the workplace into Canada's learning system.
The Foreign Workers and Immigrants Program helps internationally-trained individuals integrate and participate effectively in the Canadian labour market, as well as enhancing interprovincial mobility of internationally and domestically trained workers. This work is done in conjunction with Provincial and Territorial partners and stakeholders across Canada, including other federal departments, industry, and regulatory bodies. The activities are divided into four main business lines/programs.
Foreign Credential Recognition will support knowledge and project-based activities proposed by Sector Councils, industry groups, regulatory bodies, provinces/territories, and educational bodies, working on foreign credential assessment and recognition issues. http://www.hrsdc.gc.ca/asp/gateway.asp?hr=en/ws/programs/fcr/index.shtml&hs=hzp
Immigration Portal enhances the Going to Canada website by providing prospective immigrants, students, workers and newcomers with information, services and tools to help them make informed decisions about coming to Canada and facilitate their integration into Canada's labour market and society. http://www.directioncanada.gc.ca/
Foreign Worker Program assists Canadian employers in meeting their human resource needs by facilitating the entry of temporary foreign workers into areas of the labour market with demonstrated occupational shortages, while still considering the employers' efforts to hire and recruit Canadians. http://www.hrsdc.gc.ca/en/gateways/nav/top_nav/program/fw.shtml
Interprovincial Labour Mobility co-ordinates federal activity to improve interprovincial labour mobility under the Agreement on Internal Trade, so that workers who qualify in one province/territory can have their qualifications recognized in another.
Skills and Labour Market Information (SLMI): SLMI is available to help employed and unemployed job seekers, people choosing a career, career practitioners, employment service providers, employers, education/learning institutions, and community development organizations in making informed decisions related to skills, human resources and the labour market. LMI and related products and services contribute to a well-functioning labour market. The activities are divided into three main business lines.
National Occupational Classification (NOC) provides a standardized language for describing the work performed by Canadians in the labour market and continues to be the authoritative resource on occupational information in Canada. The NOC contains the classification structure and descriptions of 520 occupational unit groups and includes over 30,000 occupational titles. http://www.sdc.gc.ca/en/hip/hrp/noc/noc_index.shtml
Essential Skills required for work, home and community, provide the foundation for learning all other skills, such as job-related technical skills, thus enabling people to evolve with their jobs and adapt to workplace and workforce changes. The Essential Skills Initiativeaims to improve the essential skills levels of Canadians who are entering - or already in - the labour market. The starting point is the development of profiles that show how Essential Skills are used in various occupations and their level of complexity, and provide samples of authentic workplace materials used on the job. Partnerships with provinces/territories and other workplace stakeholders help to increase the knowledge base of Essential Skills; promote understanding and their greater utilization in the workplace; and develop tools and other resources to facilitate their integration into the workplace. http://www.hrsdc.gc.ca/en/hip/hrp/essential_skills/essential_skills_index.shtml
Labour Market Information (LMI) develops policies to contribute to the enhancement of skills and labour market information and the pan-Canadian consistency of LMI content, products and services. Through Service Canada, it also provides information on: national and regional employment trends; local employment prospects; wage rates; skills and education required by occupation; employment and training opportunities. Service Canada also offers job posting, job search, job alert and job matching services to job seekers and employers.
http://www.hrsdc.gc.ca/en/gateways/nav/top_nav/program/lmi.shtml
http://www.jobbank.gc.ca/
http://www.labourmarketinformation.ca/
WORKPLACE SKILLS: FINANCIAL AND HUMAN RESOURCES - PLANNED SPENDING
Planned Spending | |||
2006-2007 | 2007-2008 | 2008-2009 | |
Financial Resources (in millions of dollars) | |||
Gross Operating Expenditures | 102.9 | 102.5 | 80.1 |
Non-Statutory Grants and Contributions | 116.4 | 191.3 | 153.9 |
Total | 219.3 | 293.8 | 234.0 |
Human Resources | |||
Full Time Equivalents | 908 | 896 | 784 |
2006-2007 | 2007-2008 | 2008-2009 | |
Financial Resources (in millions of dollars) | |||
Workplace Partnerships | 127.3 | 192.6 | 146.0 |
Foreign Workers and Immigrants | 22.6 | 30.5 | 26.9 |
Skills and Labour Market Information | 33.6 | 33.9 | 34.7 |
Allocated Corporate Servicesa | 29.6 | 30.5 | 23.6 |
Other | 6.2 | 6.3 | 2.8 |
Totalb | 219.3 | 293.8 | 234.0 |
Human Resources | |||
Full Time Equivalents | 908 | 896 | 784 |
a. Corporate Services resources related to the Minister's Office, the Deputy Minister's Office, the Comptroller's Office and the Shared Services have been prorated to each Strategic Outcome. b. This amount includes $53.1 million (695 FTEs) in 2006-2007, $52.6 million (691 FTEs) in 2007-2008 and $50.7 million (694 FTEs) in 2008-2009, for the delivery of programs and services by Service Canada. For a full accounting of Service Canada's operations please refer to the Strategic Outcome, "Achieve better outcomes for Canadians through service excellence". |
Workplace Skills Program Activity - Modifications from the 2005-06 Program Activity Architecture:
Lifelong learning is vital to the well-being of individual Canadians as well as to the productivity, competitiveness and prosperity of Canada. The knowledge-based economy has increasingly been creating jobs that require a higher level of education and skills. In the future, it is estimated that about two thirds of all new jobs created over the next ten years will be in management or require some form of post-secondary education. This reality requires a concerted focus on supporting a highly skilled and adaptive labour force.
Many Canadians, however, have skill levels below what is needed to function in the knowledge-based economy. According to the 2003 Adult Literacy and Lifeskills Survey (ALLS), 42% of working-age Canadians score below the literacy level which is considered the minimum to cope in today's economy and society.15 This rate has not changed since 1994.16 Increasing the skill levels of all Canadians will be key to Canada's continued prosperity.
HRSDC helps Canadians gain access to the learning opportunities they need to participate more fully in a knowledge-based economy and society. The Department fosters a culture of lifelong learning by: promoting awareness of the importance of lifelong learning and the need to save for post-secondary education; facilitating access for students to post-secondary education and adult learning opportunities; collaborating with provincial and territorial governments and other key stakeholders on the delivery of learning programs and services; and strengthening the capacity of key learner support organizations.
INDICATORS | CURRENT LEVEL | ||
Percentage of population with post-secondary diplomas/degrees | 2004 | ||
25-64 year-olds = 44.6% | |||
25-34 year-olds = 53.3% | |||
35-64 year-olds = 41.8% | |||
Percentage of adult population (aged 25-64) who participated in adult learning opportunities | 2002 36.7% | ||
Post-secondary participation of 18-21 year-olds by family after-tax income quartile when youth were age 16 | Family After-tax Income Quartile | PSE Participation (2001) | |
University | College | ||
Lowest | 21% | 30% | |
Lower-middle | 25% | 32% | |
Upper-middle | 30% | 37% | |
Highest | 38% | 30% | |
Overall | 29% | 32% | |
Proportion of adults who were attending university or college, by age group | Age Groups | Percentage (Oct 2005) | |
25-34 | 9.5% | ||
35-44 | 3.5% | ||
45-54 | 1.6% | ||
55-64 | 0.6% | ||
Overall, 25-64 | 3.9% |
As part of this mandate, the Department manages a Horizontal Initiative, the Canada Student Loans Program,17 and currently has agreements with four foundations.18 Three of these foundations, including the Canada Millennium Scholarship Foundation, were provided one-time funding in prior years, and one, the Winnipeg Foundation, has received cost-matched funding on an annual basis ending September 30, 2006.
LEARNING: PRIORITIES AND PLANS
Priority: Continue to assess policy and program options to address financial and non-financial barriers to post-secondary education and to lifelong learning |
Plans:
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Priority: Implement the Adult Learning, Literacy and Essential Skills Program and finalize the implementation of the Canada Learning Bond |
Plans:
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Strategic Outcome | Enhanced Canadian productivity and participation through effective and inclusive labour markets, competitive workplaces and access to learning |
2006-2007 Priorities |
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Program Activity Expected Results |
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Program Indicators |
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Programs |
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Resources | PLANNED SPENDING: $2,208.7 million FTE: 589 |
LEARNING: PROGRAMS SUPPORTING PRIORITIES
The Learning program activity supports the Government of Canada's significant investments in assisting Canadians, throughout their lives, to acquire the education and skills that will enable them to participate more fully in a knowledge-based economy and society. Programs in this area are delivered by HRSDC nationally and include grant and loans programs to promote access to and encourage savings for post-secondary education, and grants and contributions programs related to international student mobility, adult learning, literacy and essential skills.
Student Financial Assistance: Canada Student Loans Program (CSLP), The Canada Access Grants (CAG) and the Canada Study Grants: The CSLP, including CAG and CSG, promotes accessibility to post-secondary education for those with a demonstrated financial need by lowering financial barriers through the provision of loans and grants. The Program also offers to borrowers debt management measures to help with repayment such as Interest Relief, Debt Reduction in Repayment and loan forgiveness in the event of the permanent disability or death of a qualified borrower. http://www.hrsdc.gc.ca/en/gateways/topics/cxp-gxr.shtml and http://www.canlearn.ca/cgi-bin/gateway/canlearn/en/parent.asp
Canada Education Savings Program (CESP): Canada Education Savings Grant and the Canada Learning Bond (CLB): The CESG and the CLB encourage Canadians to save for the post-secondary education of children through Registered Education Savings Plans (RESPs) by providing grants. The CLB is designed specifically to help low-income Canadian families to acquire education savings for their children. http://www.hrsdc.gc.ca/en/gateways/topics/cgs-gxr.shtml
Adult Learning, Literacy and Essential Skills Program (ALLESP): On March 23, 2006, Treasury Board approved the integration of three of its grants and contributions programs into a single coherent program. The Adult Learning, Literacy and Essential Skills Program brings together the National Literacy Program, the Office of Learning Technologies and the Learning Initiatives Program under one set of Terms and Conditions. ALLESP will work to reduce non-financial barriers to adult learning through the following four program streams:
http://www.hrsdc.gc.ca/en/hip/lld/olt/ADULTLLESP.shtml
International Academic Mobility (IAM) initiative: The International Academic Mobility program advances the development of international skills, knowledge and understanding among students and promotes academic cooperation and institutional links among colleges and universities. http://www.hrsdc.gc.ca/en/gateways/nav/top_nav/program/iam.shtml
LEARNING: FINANCIAL AND HUMAN RESOURCES - PLANNED SPENDING
Planned Spending | |||
2006-2007 | 2007-2008 | 2008-2009 | |
Financial Resources (in millions of dollars) | |||
Gross Operating Expenditures | 162.5 | 159.0 | 163.4 |
Non-Statutory Grants and Contributions | 45.1 | 50.6 | 35.9 |
Statutory Transfer Payments | 1,019.6 | 998.4 | 1,022.1 |
Total Gross Expenditures | 1,227.2 | 1,208.0 | 1,221.4 |
Loans disbursed under the Canada Student Financial Assistance Act | 981.5 | 769.1 | 560.8 |
Total | 2,208.7 | 1,977.1 | 1,782.2 |
Human Resources | |||
Full Time Equivalents | 589 | 514 | 496 |
2006-2007 | 2007-2008 | 2008-2009 | |
Financial Resources (in millions of dollars) | |||
Student Financial Assistance | 1,486.2 | 1,278.2 | 1,076.7 |
Canada Education Savings Program | 634.2 | 610.3 | 634.4 |
Adult Learning, Literacy and Essential Skills Program | 51.8 | 57.0 | 41.0 |
International Academic Mobility | 4.0 | 4.0 | 4.0 |
Allocated Corporate Servicesa | 25.0 | 22.6 | 21.9 |
Other | 7.5 | 5.0 | 4.2 |
Total | 2,208.7 | 1,977.1 | 1,782.2 |
Human Resources | |||
Full Time Equivalents | 589 | 514 | 496 |
a. Corporate Services resources related to the Minister's Office, the Deputy Minister's Office, the Comptroller's Office and the Shared Services have been prorated to each Strategic Outcome. |
Learning Program Activity - Modifications from the 2005-2006 Program Activity Architecture:
STRATEGIC OUTCOME
SAFE, HEALTHY, FAIR, STABLE, COOPERATIVE, PRODUCTIVE WORKPLACES AND EFFECTIVE INTERNATIONAL LABOUR STANDARDS
PROGRAM ACTIVITY: LABOUR
Canada's ability to compete internationally and to provide secure, rewarding jobs domestically depends on highly productive workplaces. Essential to creating such workplaces is striking the right balance among the interests of employees, organized labour and employers in Canada, combined with effective and modern labour legislation and regulations that establish the basic structure of the employment relationship between employers and employees.
In support of this strategic outcome, the Labour Program acts to ensure that Canadians work in healthy, safe, fair, stable, cooperative and productive work environments that contribute to the social and economic well-being of all Canadians, and that the international economy increasingly respects fundamental labour rights.
During the 2006-2007 fiscal year, the Labour Program will be focusing its energies on a number of activities. The independent and comprehensive review of Part III (Labour Standards) of the Canada Labour Code will generate recommendations so that federal employment standards can respond to the changing world of work. Recommendations for legislative and non-legislative options will be submitted to the Minister of Labour.
INDICATORS | LEVEL | |
Percentage of total working days lost due to work stoppages (federal jurisdiction) | (2004) less than 1% | |
Representation of designated groups in all occupations and workforce availability, employers covered under the Legislated Employment Equity Program | Representation of Designated Groups (2004) | |
Women | 43.4% | |
Aboriginal Peoples | 1.7% | |
Visible Minorities | 13.5% | |
People with Disabilities | 2.5% | |
Workforce Availability (2001) | ||
Women | 47.3% | |
Aboriginal Peoples | 2.6% | |
Visible Minorities | 12.6% | |
People with Disabilities | 5.3% |
A review of the Federal Workers' Compensation System will provide the framework for effective prevention strategies and claims management to reduce the incidence and impact of workplace injuries.
As a statutory requirement, the Employment Equity Act is reviewed by Parliament every five years, with the next review expected during 2006. The review is conducted by the Standing Committee responsible for the Act. Federal partners, such as the Canadian Human Rights Commission and the Public Service Human Resources Management Agency collaborate in the review. It is expected that the Minister of Labour will present a five-year report, which would include a summary of progress since the last review.
The Wage Earner Protection Act was adopted in November, 2005, to restore wages and vacation pay owed to unpaid workers whose employers are declared bankrupt or are subject to receivership under the Bankruptcy and Insolvency Act. The Act is not yet in force and work remains to be done involving the Labour Program and Service Canada, as well as provincial labour ministries, to design and implement the program.
LABOUR: PRIORITIES AND PLANS
Priority: Complete a comprehensive review of Part III (Labour Standards) of the Canada Labour Code |
Plans:
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Priority: Develop policy options for a modernized Federal Workers' Compensation System including a Federal Disability Management Strategy |
Plans:
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Priority: Complete preparations for the Wage Earner Protection Program |
Plans:
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Priority: Parliamentary review of the Employment Equity Act |
Plans:
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Strategic Outcome | Safe, healthy, fair, stable, cooperative, productive workplaces and effective international labour standards |
2006-2007 Priorities |
|
Program Activity Expected Results |
|
Program Indicators |
|
Programs |
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Resources | PLANNED SPENDING: $249.2 million FTE: 904 |
LABOUR: PROGRAMS SUPPORTING PRIORITIES
The Labour Program activity promotes and sustains stable industrial relations and a safe, fair, healthy, equitable and productive workplace within the federal labour jurisdiction. At the national level, it collects and disseminates labour and workplace information, undertakes policy development and promotes coordination among Canadian labour jurisdictions. Finally, it manages Canada's international labour affairs. http://www.hrsdc.gc.ca/en/gateways/nav/top_nav/program/labour.shtml
Federal Mediation and Conciliation Service: This service is responsible for providing dispute resolution and dispute prevention assistance to trade unions and employers under the jurisdiction of Part I (Industrial Relations) of the Canada Labour Code; and fosters constructive labour-management relationships economy-wide. http://www.hrsdc.gc.ca/asp/gateway.asp?hr=en/lp/fmcs/11Federal_Mediation_and_Conciliation_Service.shtml&hs
National Labour Operations: Through its National Headquarters and five Regions, this directorate is responsible for enforcement of laws and regulations under Part II (Occupational Health and Safety) and Part III (Labour Standards) of the Canada Labour Code, as well as the Employment Equity Act, Federal Contractors Program for Employment Equity, Fair Wages and Hours of Labour Act, and the Non-smokers' Health Act. National Labour Operations is also responsible for administering the Government Employees' Compensation Act and the Merchant Seamen Compensation Act. Additionally, it administers Fire Protection Services on behalf of the Treasury Board. http://hrsdc.gc.ca/en/gateways/nav/top_nav/program/labour.shtml
International and Intergovernmental Labour Affairs: This directorate promotes the development, observance and effective enforcement of internationally recognized labour principles, fosters cooperation and coordination among labour jurisdictions in Canada on national and international labour issues, and facilitates dialogue with program stakeholders. http://hrsdc.gc.ca/en/gateways/nav/top_nav/program/labour.shtml
Workplace Policy and Information: This directorate identifies emerging trends and changes in the workplace and provides policy development and leadership in labour policy, manages a national data base of collective agreements, conducts research on employment relationships, and disseminates key information, research and analysis. This directorate is also responsible for designing and implementing the Wage Earner Protection Program. Once finalized, funds for delivering the program will be transferred to Service Canada. http://hrsdc.gc.ca/en/gateways/nav/top_nav/program/labour.shtml
LABOUR: FINANCIAL AND HUMAN RESOURCES - PLANNED SPENDING
Planned Spending | |||
2006-2007 | 2007-2008 | 2008-2009 | |
Financial Resources (in millions of dollars) | |||
Gross Operating Expenditures | 90.6 | 92.9 | 93.2 |
Non-Statutory Grants and Contributions | 3.9 | 3.9 | 3.9 |
Statutory Grants and Contributions | 28.7 | 28.7 | 28.7 |
Workers' Compensation Payments | 126.0 | 129.0 | 131.0 |
Total | 249.2 | 254.5 | 256.8 |
Human Resources | |||
Full Time Equivalents | 904 | 916 | 920 |
2006-2007 | 2007-2008 | 2008-2009 | |
Financial Resources (in millions of dollars) | |||
Federal Mediation and Conciliation Service | 7.9 | 8.0 | 8.0 |
National Labour Operations | 171.1 | 174.8 | 176.7 |
International and Intergovernmental Labour Affairs | 5.9 | 5.9 | 5.9 |
Workplace Policy and Information | 36.1 | 36.1 | 36.1 |
Allocated Corporate Servicesa | 26.8 | 28.3 | 28.7 |
Other | 1.4 | 1.4 | 1.4 |
Total | 249.2 | 254.5 | 256.8 |
Human Resources | |||
Full Time Equivalents | 904 | 916 | 920 |
a. Corporate Services resources related to the Minister's Office, the Deputy Minister's Office, the Comptroller's Office and the Shared Services have been prorated to each Strategic Outcome. |
Labour Program Activity - Modifications from the 2005-2006 Program Activity Architecture
STRATEGIC OUTCOME
ENHANCED INCOME SECURITY, ACCESS TO OPPORTUNITIES AND WELL-BEING FOR INDIVIDUALS, FAMILIES AND COMMUNITIES
Canada's economic prosperity, its vibrant labour market, and the positive outlook for our country's future are closely linked to the security and well-being of Canadians, their families and communities. The means by which individuals attain income security, care for and support a family and participate in their community contributes to the extent of their well-being and inclusion in Canadian society.
HRSDC continues to build and enhance social investments for Canadians. Core social programs that focus on children, seniors, people with disabilities and the homeless population are continuously being reassessed to ensure they continue to meet the changing needs of Canadians. Where gaps are identified, new programs are being developed to address the needs of Canadians - for example, Canada's Universal Child Care Plan, which is designed to provide families with choice in child care to help meet the needs of families with children under six years old.
Despite current economic successes, Canada still faces many social challenges that require our full attention and support. Individuals, families and communities are experiencing diverse impacts from a variety of different sources, such as changing family structures and dynamics, an aging population, the challenge of securing adequate income, and safe and affordable housing. HRSDC is working with stakeholders, provinces and territories to address and develop collaborative solutions to these challenges.
In support of this strategic outcome, HRSDC will focus its efforts on providing support to Canadians so they can enhance their income security, access to opportunities and well-being. HRSDC's priorities and plans are reflected in three key program activities: Social Investment, Children and Families, and Housing and Homelessness.
PROGRAM ACTIVITY: SOCIAL INVESTMENT
HRSDC has a number of important programs that are vital to enhance social investments for Canadians. These programs are situated in the following areas: Seniors and Pensions; Disability Programs; Canada Pension Plan Disability; and Community Development and Partnerships.
Seniors and Pensions
HRSDC provides income support to seniors through the Canada Pension Plan (CPP) and the Old Age Security (OAS) benefit programs. The Department's stewardship of CPP and OAS ensures that 4.6 million seniors have a stable source of retirement income.
As the federal government focal point for seniors issues, HRSDC has established the Seniors and Pensions Policy Secretariat to coordinate efforts to define and address the issues and opportunities created by the growing seniors population. Actions to date include the work of the Federal/Provincial/Territorial Forum of Ministers Responsible for Seniors, the Interdepartmental Committee of federal government departments and agencies with responsibilities for seniors, and continuing efforts to engage seniors and stakeholder organizations on relevant matters to seniors.
In 2006-2007, HRSDC will continue to develop an action plan for seniors that considers the needs and opportunities presented by the current and future generations of seniors. In addition to this action plan, HRSDC will develop a Seniors Council to advise the Minister on issues of national importance.
Ongoing consideration of potential adjustments to Canada's public pensions will continue, to ensure that they meet the current and future social and economic needs of beneficiaries. These efforts will take place as part of the regular triennial review of the CPP, as well as activities that may culminate in legislation to amend the Old Age Security Act.
Efforts will also be directed to ensure that Canadians are well informed through awareness activities undertaken by Service Canada of Canada's retirement income system and their entitlements to benefits. Particular emphasis will be placed on reaching out to vulnerable communities (including homeless people, Aboriginal people living on-reserve, persons with incapacities, and immigrants), as well as younger Canadians, to ensure that they understand their role in saving for retirement.
With fifty international social security agreements now signed, efforts will be made to ensure that those existing agreements continue to serve the needs of seniors both in Canada and abroad. Canada's agreements with Estonia, Latvia and Lithuania were signed in 2005 and will enter into force on November 1, 2006. An agreement with Japan was signed early in 2006 and is expected to enter into force in late 2007. The Department is currently revising an existing agreement with Norway. In addition, HRSDC will continue to identify countries that have commensurate pension systems with which the Department can coordinate its benefits. In 2006-2007, these include Poland, Serbia, Macedonia and Israel.
INDICATORS | CURRENT LEVEL |
Number and proportion of individuals aged 65 years+, who had low family income | 258,400 6.8% (2003) |
Number and proportion of individuals aged 65 years+ who would have had low income without public support | 1,995,800 52.4% (2003) |
Average income by which low-income individuals aged 65+ fall short of the relevant LICO threshold if public pension support is removed | 2003 $3,488 |
Average combined annual CPP/OAS/GIS payments for persons over 65 years of age represented as percentage of annual Average Industrial Earnings | 2005 40.5% |
Proportion of income provided by the OAS program as a percentage of total post-retirement income for seniors | 2003 23.1% |
Proportion of income provided by the OAS program as a percentage of total post-retirement income for low-income seniors | 2003 58.0% |
Proportion of income provided by the CPP program as a percentage of total postretirement income for seniors | 2003 18% |
Persons living in Canada receiving a benefit from another country as a result of a Social Security Agreement | 2004 170,936 |
Contribution of the CPP-Disability Program to income support of beneficiaries as measured by total disability payments as a percentage of total net income received from all sources (measure every three years from tax data) | New measure to establish baseline |
Disability Programs
HRSDC is the lead department for the Government of Canada on matters affecting people with disabilities. The Office for Disability Issues (ODI) will provide a national focal point within the Government of Canada for partners working to promote the full participation of people with disabilities in all aspects of society and community life. HRSDC will strive to improve awareness, coherence, and horizontal management of disability issues within the Department, and across the Government of Canada. ODI will also serve as a model of accessibility for the federal government, and provide leadership by example to promote accessible workplaces throughout the government.
Through the development and release of the Federal Disability Report, and in collaboration with Statistics Canada on the Participation and Activity Limitation Survey 2006, HRSDC will support the development and sharing of knowledge on disability matters to inform policy and program development. HRSDC will also continue to build awareness and engage partners, citizens, and provincial and territorial partners in improving disability policy and programming.
CPP - Disability
The enhanced social and economic participation of people with disabilities is also supported through the disability benefits that are payable to eligible individuals under the Canada Pension Plan. The Canada Pension Plan Disability Program is Canada's largest long-term disability insurance plan. In 2005-2006, $3 billion in benefits were paid to 291,000 individuals and 84,000 of their children. With respect to the Minister's responsibility for the CPP/OAS appeals system, ensuring a fair and timely resolution of reviews and appeals, and identifying improvements to the process, in consultation with the two arms-length administrative tribunals, remains a priority. Approximately 62,000 new applications were received in 2005-2006. Policy priorities focus on contributing to the disability component of the CPP Triennial Review regarding adjustments to Canada's public pensions to ensure they meet the current and future needs of beneficiaries. A continuum of supports is being re-designed to better assist beneficiaries who are trying to return to employment. Improving coordination mechanisms with private insurers, provincial social assistance and workers' compensation boards on behalf of mutual clients is an important priority. Building the research and evidence base of the Canada Pension Plan Disability Program will be accomplished through a number of priority activities in 2006-2007.
Community Development and Partnerships
HRSDC is committed to supporting non-profit community sector efforts to innovate, strengthen networks of collaboration, develop capacity and share good practices to contribute to community well-being. During 2006-2007, HRSDC will continue to work on a range of activities that are designed to assist communities through the Department's grants, contributions and various funding vehicles. For instance, the New Horizons for Seniors Program (NHSP) will continue to increase the social participation and contribution of seniors to their communities and reduce the isolation of vulnerable seniors.
The Understanding the Early Years Initiative (UEY) is currently underway in twenty-one countries across Canada. In 2006-2007 a number of new communities will be selected to participate in the UEY initiative.
HRSDC's Social Development Partnerships Program (SDPP) will continue to support non-profit community organizations that are concerned with advancing the social development needs of people with disabilities, children and their families, and other vulnerable or excluded populations in Canada.
The Department will continue to act on its commitment under the Official Languages Action Plan to strengthen the capacity of national non-governmental organizations to promote linguistically and culturally sensitive early learning and child care policies, programs and services for families in official language minority communities.
SOCIAL INVESTMENT: PRIORITIES AND PLANS
Priority: Enhance income security and active participation in communities |
Plans:
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Priority: Break down barriers to full participation in the richness of Canadian life and communities |
Plans:
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Priority: Support non-profit community sector efforts to innovate, strengthen networks of collaboration, develop capacity and share good practices to contribute to community well-being |
Plans:
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Strategic Outcome | Enhanced income security, access to opportunities and well-being for individuals, families and communities |
2006-2007 Priorities |
|
Program Activity Expected Results |
|
Program Indicators |
|
Programs |
|
Resources | PLANNED SPENDING: $57,141.4 million FTE: 767 |
SOCIAL INVESTMENT: PROGRAMS SUPPORTING PRIORITIES
The Social Investment program activity supports Canadians through pension and disability policies and programs, and contributes to enhancing community development through partnerships and innovation.
Old Age Security Program (OAS): OAS benefits provide basic income to Canadian citizens and residents who meet age, residence and legal status requirements. It is financed from Government of Canada general tax revenues and indexed quarterly to the Consumer Price Index. Recognizing the difficult financial circumstances faced by many seniors, OAS provides additional income-tested benefits for low-income individuals, namely the Guaranteed Income Supplement (GIS), the Allowance and the Allowance for the Survivor.
The Canada Pension Plan (CPP) is a joint federal-provincial plan that operates throughout Canada, except in Quebec, which has its own comparable plan. The CPP provides for a variety of benefits based on life changes. Best known for its retirement pensions, the CPP also provides benefits for surviving partners and children of CPP contributors, people with disabilities and their children (a description of CPP - Disability is below), and a one-time maximum benefit of $2,500 in the event of death. It is a contributory plan; contributors are employees or self-employed persons between the ages of 18 and 70 who earn at least a minimum amount during a calendar year. Benefits are calculated based on how much and for how long a contributor has paid into the CPP. Benefits are not paid automatically - everyone must apply and provide proof of eligibility. Approximately 12 million Canadians over the age of 18 currently contribute annually to the Plan and approximately 4 million Canadians will receive benefits during 2005-2006.
The Canada Pension Plan Disability (CPP - D) benefits are payable to contributors who meet the minimum contributory requirements and whose disability is "severe and prolonged," as defined in the legislation; that is, a mental or physical disability that prevents them from working regularly at any job at a substantially gainful level. In determining an individual's medical eligibility, additional consideration is given to personal characteristics such as age, education and work experience. Socio-economic factors such as the availability of work are not. Children of CPP disability beneficiaries are also eligible for a flat rate monthly benefit up to the age of 18, or up to age 25 if attending school full-time.
The Opportunities Fund for Persons with Disabilities (OF) is designed to assist people with disabilities who are otherwise ineligible for employment programs available through the Employment Insurance program to return to work. Funding under OF assists eligible people with disabilities to prepare for and obtain employment or self-employment as well as to develop the skills necessary to maintain that new employment. OF also supports effective and innovative activities such as encouraging employers to provide individuals with work opportunities and experience; assisting individuals to increase their employment skill level and helping individuals to start their own business; and working in partnership with organizations for people with disabilities, including the private sector, to support innovative approaches to integrate individuals with disabilities into employment or self-employment, and address barriers to an individual's labour market participation
Labour Market Agreements for Persons with Disabilities (LMAPD): The goal of the Labour Market Agreements for Persons with Disabilities is to improve the employment situation of Canadians with disabilities, by enhancing their employability, increasing the employment opportunities available to them, and building on their existing knowledge base. LMAPDs facilitate coordination in labour market programming targeted to person with disabilities through agreements with provinces.
The Social Development Partnerships Programs (SDPP) is a national, centrally managed and delivered funding program that provides grants and contributions to non-profit sector organizations that are concerned with advancing the social development and inclusion needs of people with disabilities, children and their families, and other vulnerable or excluded populations. SDPP funding helps to strengthen networks among not-for-profit organizations and enables them to expand their reach nationally, regionally and locally; to increase the availability and dissemination of information and to support knowledge sharing and the identification of best practices.
The New Horizons for Seniors Program (NHSP) supports local projects across Canada that encourage seniors to contribute to their communities through social participation and active living. The program encourages seniors to contribute their skills, experience and wisdom in support of social well-being in their communities, and promotes the ongoing involvement of seniors in their communities to reduce their risk of social isolation. NHSP funding also strengthens networks and associations among community members, community organizations, and governments; and enhance opportunities for building community capacity and partnerships to respond to existing or emerging social challenges.
The Understanding the Early Years (UEY) helps communities across Canada better understand the needs of their young children and families. UEY is a national initiative providing communities with information about the readiness to learn of their children, community factors influencing child development, and local resources available to support young children and their families. Communities can use this information to create and deliver policies, programs, or investments that help their children thrive in the early years.
PROGRAM ACTIVITY: CHILDREN AND FAMILIES
The Government of Canada has introduced a new approach to child care to give parents the flexibility to choose the option that best suits their needs. Canada's Universal Child Care Plan recognizes families as the key building block of society and gives parents the flexibility to balance work and family as they see fit.
Effective July 1, 2006, all families are eligible to receive $1,200 per year for each child under six, to be taxable in the hands of the lower-income spouse. New measures will also be introduced to encourage initiative by employers, non-profit and community organizations to create child care spaces. By allocating up to $250 million per year, these new measures aim to create 25,000 new child care spaces per year and will be designed to ensure access by families in cities and rural communities, and by those parents with non-standard work hours.
HRSDC will continue to support children and families through the National Child Benefit, which helps to ensure children in low-income families are supported in achieving their full potential. Also, as noted earlier, HRSDC will provide policy advice on the development of a complementary Aboriginal strategy on early learning and childcare, in partnership with other departments, including Indian and Northern Affairs and Health Canada.
HRSDC is responsible for policy development with respect to the National Child Benefit, and the Minister of Human Resources and Social Development represents the Government of Canada in this federal/provincial/territorial initiative.
INDICATORS | CURRENT LEVEL | |
Percentage of children 4-5 years of age displaying normal to advanced development | 2002-2003 | |
86.9% of children 4 to 5 years of age displayed average to advanced levels of verbal development. | ||
Distribution of children 0-6 by type of primary care arrangement | 2002-2003 | |
Parental Care | 47% | |
Non-Parental Care | 53% | |
Care in someone else's home | 45.9% | |
Care in child's home | 21.6% | |
Daycare centre | 27.8% | |
Other | 4.7% | |
Percentage of children for whom there is a regulated child care space (broken down by children ages 0-5 and 6-12) | 2004 Approximately: | |
Children 0-12 | 15.5% | |
Children under age 6 | 24% | |
School age children 6-12 | 9.3% | |
Percentage of children ages 0-5 displaying behaviour problems | 2002-2003 | |
Emotional problems-anxiety: 16.7% of children 2 to 5 years of age displayed signs associated with emotional problems-anxiety | ||
Hyperactivity/Inattention: 5.5% of children 2 to 5 years of age displayed behaviour associated with hyperactivity or inattention | ||
Aggression/Conduct Problems: 14.6% of children 2 to 5 years of age displayed signs of aggression or conduct problems | ||
Age-appropriate personal and social behaviour: 15.7% of children from birth to 3 years of age did not display age-appropriate personal and social behaviour | ||
Percentage of children living in families exhibiting positive family functioning | 2002-2003 | |
90.2% of children from birth to 5 years of age lived in well-functioning families |
CHILDREN AND FAMILIES: PRIORITIES AND PLANS
Priority: Provide support and choices for families, through Canada's new Universal Child Care Plan and other existing initiatives, to help ensure their children have the best possible start in life |
Plans:
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Strategic Outcome | Enhanced income security, access to opportunities and well-being for individuals, families and communities |
2006-2007 Priorities |
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Program Activity Expected Results |
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Program Indicators |
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Programs |
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Resources | PLANNED SPENDING: $2,282.8 million FTE: 105 |
CHILDREN AND FAMILIES: PROGRAMS SUPPORTING PRIORITIES
The Children and Families program activity supports work that ensures all children have the best possible start in life and that enhances the support and choices for families.
Canada's Universal Child Care Plan:
The Government of Canada has introduced Canada's Universal Child Care Plan consisting of two key elements designed to give parents choice in child care so they can balance work and family life.
Multilateral Framework on Early Learning and Child Care: Building on the September 2000 Early Childhood Development Agreement, federal/provincial/territorial Ministers Responsible for Social Services19 reached agreement in March 2003, on a framework for improving access to affordable, quality, provincially and territorially regulated early learning and child care programs and services. The specific objectives of the Multilateral Framework on Early Learning and Child Care are to further promote early childhood development and support the participation of parents in employment or training by improving access to affordable, quality early learning and child care programs and services.
In support of these objectives, the Government of Canada is providing $1.05 billion over five years through the CST to support provincial and territorial government investments in early learning and child care. Early learning and child care programs and services funded through this initiative will primarily provide direct care and early learning for children in settings such as child care centres, family child care homes, preschools, and nursery schools. Investments can include capital and operating funding, fee subsidies, wage enhancements, training, professional development and support, quality assurance, and parent information and referral. Governments report annually on their activities and expenditures related to this agreement. Further information can be found at www.ecd-elcc.ca
Early Childhood Development Agreement: In September 2000, the Government of Canada and provincial and territorial governments reached an agreement, the Federal/Provincial/Territorial Early Childhood Development (ECD) Agreement, to improve and expand the services and programs they provide for children under 6 years of age and their families.20 The overall goal of the initiative is to improve and expand early childhood development supports for young children (prenatal to age 6) and their parents. The specific objectives are:
In support of these objectives, the Government of Canada is transferring $500 million per year, via the Canada Social Transfer, to provincial and territorial governments to improve and expand programs and services in four key areas: promoting healthy pregnancy, birth and infancy; improving parenting and family supports; strengthening early childhood development, learning and care; and strengthening community supports. To track progress, governments report annually on their activities and expenditures and biennially on a common set of indicators of young children's well-being. Further information on the initiative can be found at http://www.ecd-elcc.ca/
National Child Benefit - Introduced in 1998 as a supplement to the Canada Child Tax Benefit,21 the National Child Benefit initiative is a key commitment in helping to ensure that children in low-income families are supported in achieving their full potential is the National Child Benefit initiative. The National Child Benefit is a partnership among federal, provincial, and territorial governments22, including a First Nations component, which provides income support, as well as benefits and services, to low-income families with children. The National Child Benefit aims to: help prevent and reduce the depth of child poverty; promote attachment to the labour market by ensuring families are always better off as a result of working; and reduce overlap and duplication by harmonizing program objectives and benefits and simplifying administration. Under this initiative, the Government of Canada provides income support to low-income families with children through the NCB Supplement. Human Resources and Social Development Canada is responsible for policy development with respect to the National Child Benefit, and the Minister of Human Resources and Social Development represents the Government of Canada in this federal/provincial/territorial initiative. The implementation of the National Child Benefit and how effective it has been at meeting its objectives is monitored through annual progress reports and joint federal-provincial-territorial evaluations. These reports are available on the National Child Benefit website: http://www.nationalchildbenefit.ca/
SOCIAL INVESTMENT, AND CHILDREN AND FAMILIES: FINANCIAL AND HUMAN RESOURCES - PLANNED SPENDING23
Planned Spending | |||
2006-2007 | 2007-2008 | 2008-2009 | |
Financial Resources (in millions of dollars) | |||
Gross Operating Expenditures | 160.3 | 150.1 | 149.7 |
Non-Statutory Grants and Contributions | 296.6 | 303.3 | 306.5 |
Statutory Grants and Contributions: | |||
Old Age Security | 23,255.0 | 24,139.0 | 25,285.0 |
Guaranteed Income Supplement | 6,820.0 | 7,219.0 | 7,512.0 |
Allowances | 500.0 | 537.0 | 568.0 |
Universal Child Care Benefit | 1,610.0 | 2,085.0 | 2,065.0 |
Child Care - Prov./Terr. Agreements | 650.0 | - | - |
New Child Care Spaces | - | 250.0 | 250.0 |
Total Statutory Grants and Contributions: | 32,835.0 | 34,230.0 | 35,680.0 |
Sub-Total | 33,291.9 | 34,683.4 | 36,136.2 |
CPP Benefits | 26,132.3 | 27,496.9 | 28,917.7 |
Total | 59,424.2 | 62,180.3 | 65,053.9 |
Human Resources | |||
Full Time Equivalents | 872 | 884 | 884 |
2006-2007 | 2007-2008 | 2008-2009 | |
Financial Resources (in millions of dollars) | |||
Social Investment | |||
Seniors and Pensions | 53,248.3 | 55,779.3 | 58,514.7 |
Disability Programs | 274.0 | 269.0 | 268.9 |
Canada Pension Plan - Disability | 3,523.3 | 3,674.0 | 3,829.0 |
Community Development and Partnerships | 52.6 | 59.5 | 62.4 |
Allocated Corporate Servicesa | 43.2 | 40.4 | 40.7 |
Sub-Total | 57,141.4 | 59,822.2 | 62,715.7 |
Children and Families | |||
Child Care | 1,610.0 | 2,085.0 | 2,065.0 |
Multilateral Framework for Early Learning and Child Care | 650.0 | 250.0 | 250.0 |
Early Childhood Development Agreements | 3.5 | 3.5 | 3.5 |
National Child Benefit | 2.4 | 2.4 | 2.4 |
Allocated Corporate Servicesa | 5.4 | 5.7 | 5.8 |
Other | 11.5 | 11.5 | 11.5 |
Sub-Total | 2,282.8 | 2,358.1 | 2,338.2 |
Total | 59,424.2 | 62,180.3 | 65,053.9 |
Human Resources | |||
Full Time Equivalents | 872 | 884 | 884 |
a. Corporate Services resources related to the Minister's Office, the Deputy Minister's Office, the Comptroller's Office and the Shared Services have been prorated to each Strategic Outcome. |
Social Investment Program Activity - Modifications from the 2005-2006 Program Activity Architecture:
Children and Families Program Activity - Modifications from the 2005-2006 Program Activity Architecture:
PROGRAM ACTIVITY: HOUSING AND HOMELESSNESS
In December 1999, the federal government launched the three-year National Homelessness Initiative (NHI)24 to deal with a growing national crisis of homeless people on the streets of Canada. In 2003, the NHI was renewed for another three years to provide communities with the tools to plan and implement local strategies to help reduce homelessness. In November 2005, the government announced a one-year extension (2006-2007) of the NHI, with funding in the amount of $134.8 million, to sustain vital, healthy communities through investments in successful housing and homelessness initiatives. The NHI extension will ensure that essential shelters and related support services for homeless people are maintained in urban and rural communities across Canada.
The NHI makes strategic investments in 61 designated communities as well as in small, rural and Aboriginal communities across Canada to build a continuum of supports and services that helps homeless and at-risk people in those communities to move towards self-sufficiency. The Housing and Homelessness Branch (formerly the National Secretariat on Homelessness) and the communities collaborate in broadening and increasing partnerships - with a focus on the corporate sector, unions and foundations to ensure the long-term sustainability of community efforts. All of this work has led to increased community capacity in the areas of planning, decision-making, networking and information-sharing to find local solutions to address homelessness.
The NHI continues its work to overcome a national situation in which more than 150,000 Canadians use homeless shelters every year. In addition, countless others are on the streets or are the "hidden homeless" - people living with friends and family, or sleeping in cars, away from the public eye and outside of the shelter system. As well, over half a million Canadians spend more than 50% of their income on housing, putting them at high risk of becoming homeless. The diverse sub-population of homeless Canadians includes those with mental health and/or addiction problems, lone-parent families headed by women, youth, victims of family violence, refugees and recent immigrants, ex-offenders, the working poor, and Aboriginal people. Across Canada, especially in major urban centres, Aboriginal people are significantly over-represented in the homeless population.
INDICATORS | CURRENT LEVEL |
Percentage of overall SCPI funding, for projects completed in 2005-2006, between: | |
(a) emergency shelters | 35% |
(b) transitional housing and supportive housing | 65% |
Number of National Homelessness Initiative funding partners in 2005-2006 | 385* |
Percentage of National Homelessness Initiative funding partners by Sectors for 2005-2006. | Non-profit 34% |
Sponsor/Organization/Recipient (internal fundraising) 20% | |
All orders of Government (e.g. federal/agencies, provincial/territorial, regional/municipal) 24% | |
Private Sector 10% | |
Others (such as faith-based communities, unions, etc.) 12% | |
* In previous years, a cumulative total was reported. |
The NHI is making a concerted effort to improve horizontality by working with other federal departments to achieve shared outcomes, recognizing that the key is finding the appropriate accountability and delivery instruments. In the area of health, the NHI is involved with the Canadian Institute on Health Research (CIHR), through funding of various projects and is extensively involved with the Reducing Disparities Initiative at CIHR. The Department signed a Memorandum of Understanding with the Public Health Agency of Canada's Strategic ProjectsBranch to jointly fund the "train the trainer" program on Fetal Alcohol Spectrum Disorder.
Canada Mortgage and Housing Corporation (CMHC) is now part of the portfolio of the Minister of HRSD. Work has been undertaken to ensure greater complementarity of the NHI's programs, the Affordable Housing Initiative and the Residential Rehabilitation Assistance Program. The Department is renewing its agreement with CMHC on general research issues and data sharing and data integration. Other collaborative initiatives include the HRSDC-led Action for Neighbourhood Change project, where agreements have been signed with other federal departments including Health Canada, Public Safety and Emergency Preparedness Canada.
HOUSING AND HOMELESSNESS: PRIORITIES AND PLANS
Priority: Contribute to the reduction of homelessness in Canada |
Plans:
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Priority: Develop homelessness and housing policies for Canadians, including Aboriginal peoples |
Plans:
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Priority: Strengthen horizontal links between housing and homelessness and other policy areas |
Plans:
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Strategic Outcome | Enhanced income security, access to opportunities and well-being for individuals, families and communities |
2006-2007 Priorities |
|
Program Activity Expected Results |
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Program Indicators |
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Programs |
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Resources | PLANNED SPENDING: $188.1 million FTE: 383 |
HOUSING AND HOMELESSNESS: PROGRAMS SUPPORTING PRIORITIES
The Housing and Homelessness program activity assists communities, through partnerships, in implementing measures - such as shelters, supportive and transitional housing, and related support services - that help homeless individuals and families as well as those at risk of homelessness move toward self-sufficiency, thereby contributing to society and the economy. http://www.homelessness.gc.ca/home/index-eng.asp
Supporting Communities Partnership Initiative (SCPI) increases the availability of and access to a range of services and facilities (emergency shelters, transitional/supportive housing, and prevention) along the continuum from homelessness to self-sufficiency and an independent lifestyle. Projects funded by the SCPI support the priority areas identified through an inclusive community planning process. Along with providing financial support to communities, the SCPI encourages them to work in partnership with provincial/territorial and municipal governments as well as the private and voluntary sectors to strengthen existing capacity and to develop integrated responses to homelessness. Communities are allocated a maximum funding level that must be matched from other community sources (i.e. fundraising, local sponsors, etc.). Communities must also explain how their activities are sustainable (i.e. how they will continue once SCPI funding ends). http://www.homelessness.gc.ca/initiative/scpi-eng.asp
Urban Aboriginal Homelessness (UAH): Aboriginal homelessness is a serious issue in some communities and is best addressed by developing local responses. The NHI will continue to address the unique needs of the Aboriginal population through its UAH component. This component provides flexibility to meet the needs of off-reserve homeless Aboriginal people, through culturally sensitive services. Enhancing capacity building - both within and outside of Aboriginal communities - through community planning, decision making and the formulation of partnerships is a key UAH focus. Cost matching is not required; however, community contributions will be encouraged where and when possible. The Housing and Homelessness Branch works with the Federal Interlocutor Division of Indian and Northern Affairs Canada to ensure the complementarity of the Urban Aboriginal Strategy pilot projects and the NHI's UAH component. http://www.homelessness.gc.ca/initiative/uah-eng.asp
Homeless Individuals and Families Information System (HIFIS): There is little credible information nor reliable methodology to determine the exact number of homeless people in Canada, the extent of homelessness-related supports and services provided by shelters, and the diversity of these shelters' clientele. To better address these knowledge gaps, HIFIS gives service providers an electronic data management system that enables them to share information and develop partnerships at the local, private, municipal, provincial/territorial and federal levels. It assists communities in longer-term planning efforts and capacity building to address their local homelessness challenges. The benefits resulting from a network of data-sharing communities will contribute to the development of a national database. This database will provide a better understanding of the size and scope of the shelter homeless population, guide policy development, and help in further transforming management practices within the shelter system. http://www.homelessness.gc.ca/initiative/hifis-eng.asp
The National Research Program (NRP) addresses the gaps and priorities in knowledge about homelessness in Canada. The program works to: further increase the base of policy and community-relevant research; encourage and support research partnerships (with research and community organizations, other federal departments, and academic researchers); and facilitate the sharing of best practices and transfer of knowledge. By providing funding to partners to strengthen their capacity to develop a deeper understanding of homelessness, the NRP helps foster the development and assessment of appropriate and effective solutions to homelessness at the local and national levels. This is vital to making efficient use of scarce resources and sustaining community efforts over the long term. http://www.homelessness.gc.ca/initiative/nrp-eng.asp
The Regional Homelessness Fund (RHF) provides support to small and rural communities that are experiencing local homelessness, but often lack capacity to respond. Homeless individuals or those at risk of homelessness must often move to larger urban centres to obtain homelessness-related supports and services. This in turn can place a burden on the service systems of these larger communities. The RHF provides funding to establish support services needed to prevent homelessness and to help stabilize the living conditions of at-risk individuals and families. The fund also encourages a wide range of partnerships and takes the unique needs of youth populations into consideration in the planning and implementation process. http://www.homelessness.gc.ca/initiative/rhf-eng.asp
Surplus Federal Real Property for Homelessness Initiative (SFRPHI) provides surplus federal properties to communities across Canada to address their local homelessness-related needs through Housing and Homelessness Branch (HHB) coordination. The homelessness projects, which must be financially viable and sustainable, help communities overcome the high capital costs of buying land or buildings. Government departments and agencies, which are encouraged to identify such properties, receive compensation at market value and transfer them - to community organizations, the not-for-profit sector and other orders of government - for a nominal cost to help alleviate and prevent homelessness. Additional funding for construction and renovation costs may also be available through related federal programs such as SCPI and Canada Mortgage and Housing Corporation (CHMC) programs. Three Government of Canada organizations - Public Works and Government Services Canada, Human Resources and Social Development and CMHC - act as partners at the national and regional levels in implementing and managing this initiative. http://www.homelessness.gc.ca/initiative/sfrphi-eng.asp
HOUSING AND HOMELESSNESS: FINANCIAL AND HUMAN RESOURCES - PLANNED SPENDING
Planned Spending | |||
2006-2007 | 2007-2008 | 2008-2009 | |
Financial Resources (in millions of dollars) | |||
Gross Operating Expenditures | 40.2 | 3.3 | 3.3 |
Non-Statutory Grants and Contributions | 147.9 | 0.0 | 0.0 |
Total | 188.1 | 3.3 | 3.3 |
Human Resources | |||
Full Time Equivalents | 383 | 12 | 12 |
2006-2007 | 2007-2008 | 2008-2009 | |
Financial Resources (in millions of dollars) | |||
Supporting Communities Partnership Initiative | 133.0 | 2.2 | 2.2 |
Urban Aboriginal Homelessness | 18.2 | - | - |
Regional Homelessness Fund | 5.4 | - | - |
National Research Program | 2.8 | - | - |
Homeless Individuals and Families Information System | 2.1 | - | - |
Surplus Federal Real Property for Homelessness Initiative | 2.5 | - | - |
Allocated Corporate Servicesa | 13.1 | 1.1 | 1.1 |
Otherb | 11.0 | - | - |
Totalc | 188.1 | 3.3 | 3.3 |
Human Resources | |||
Full Time Equivalents | 383 | 12 | 12 |
a. Corporate Services resources related to the Minister's Office, the Deputy Minister's Office, the Comptroller's Office and the Shared Services have been prorated to each Strategic Outcome. In 2006-07, 101 FTEs are included in the 383 FTEs. b. This amount includes $11.0 million for the World Urban Forum - Vancouver 2006. c. This amount includes $22.8 million (291 FTEs) in 2006-2007, $1.5 million (7 FTEs) in 2007-2008 and $1.5 million (7 FTEs) in 2008-2009, for the delivery of programs and services by Service Canada. For a full accounting of Service Canada's operations please refer to the Strategic Outcome, "Achieve better outcomes for Canadians through service excellence". |
Housing and Homelessness Activity - Modifications from the 2005-2006 Program Activity Architecture: with the exception of the program activity name change from Homelessness to Housing and Homelessness, there are no changes from 2005-2006 activity structure.
WORLD URBAN FORUM
Canada offered to the United Nations to host the third session of the World Urban Forum in Vancouver from June 19 to 23, 2006. The event is held biannually by UN-Habitat in coordination with a host country. The purpose of the World Urban Forum (WUF) is to discuss issues and find solutions to challenges created by the rapid urbanization occurring in the world today. The event brings together a wide range of participants, including national and local governments, non-governmental organizations, private sector businesses, community-based organizations and experts.
The Department was given the responsibility to organize the event and coordinate Canadian presence at the event, working with other federal departments/agencies, other levels of government and other stakeholders. A key aspect of the Department's responsibilities was to work closely with UN-Habitat to ensure a smooth and well-run event.
Planned Spending - WUF3:
The Government of Canada committed $27.6 million over two years (2005-2006 and 2006-2007) for the organization and management of this conference - $15 million ($11 million in 2006-2007) of which was new funding coming from HRSDC. The remaining funds came from the existing budgets of various federal departments/agencies.
Results and Outcomes:
Over 10,000 people attended the World Urban Forum in Vancouver, while the expectation was for 6,000. Participants came from 160 countries, including 63 delegations led by ministers. More than 400 mayors attended. Prime Minister Harper gave the keynote address at the opening ceremonies. Media coverage was considerable, both domestically and globally. Comments from participants, early evaluation results and UN-Habitat's own analysis all suggest that the event was a huge success, both in terms of logistics/program and in achieving the goals established for the event. In sum, the Forum met the UN's, Canada's and the federal government's objectives. These included the UN's interest in ensuring it was well-attended and productive, building momentum for the WUF process and a focus on actionable ideas; Canada's interest in showcasing its urban practices and ensuring participants felt positively about the Forum; and the federal government's interest in both these objectives plus ensuring an effective, accurate and coordinated communication of the government's contributions to urban (cities, communities) issues.
Key Partners:
There were two key partners: UN-Habitat and the GLOBE foundation. UN-HABITAT is a UN agency based in Nairobi. It is responsible for organizing WUF every two years, working with a host country and raising funds internationally, particularly from the host country, to finance the event. The GLOBE Foundation is a non-profit organization, which signed a contribution agreement with the Government of Canada to manage the logistics of the World Urban Forum. This included logistics for an experimental, on-line preparatory event, HabitatJAM, which engaged close to 35,000 people from across the world over a three day period in December 2005.
STRATEGIC OUTCOME
ACHIEVE BETTER OUTCOMES FOR CANADIANS THROUGH SERVICE EXCELLENCE
SERVICE CANADA
Service matters to Canadians. Citizens expect and deserve timeliness, fairness, knowledge, competence, courteousness and results when dealing with the Government of Canada. Within a complex operating environment, the Government of Canada is committed to providing the highest level of citizen-centred quality services that meet the needs and exceed the expectations of Canadians.
As part of the government's efforts to respond to these requirements, Service Canada was officially launched on September 14, 2005, initiating a new approach to serving Canadians. As a dedicated service delivery organization, Service Canada puts people at the centre of its mandate, making it easier for Canadians to obtain the help they need in one place. A strengthened focus on programs and services will improve policy outcomes by better connecting citizens and communities to the services and benefits they need. Service Canada marks the continuation of a cultural transformation in the public service, where the citizen is at the centre of everything it does and service matters. Service Canada will improve service across delivery channels, increase flexibility and capacity for the introduction of new programs and services, and enhance coordination and rationalization of investments in service delivery infrastructure.
Service Canada, in collaboration with federal departments and other governments, is mandated to deliver a full range of integrated programs and services to Canadians, further streamlining how government services are provided. Service Canada provides a one-stop, easy-to-access, personalized experience of services across multiple channels including phone, Internet, in-person and mail. Service Canada has over 20,000 employees dedicated to serving Canadians, 433 points of service throughout the country, the national 1 800 O-Canada phone service, a range of on-line services offered on the Internet through servicecanada.gc.ca, and outreach services.
Quick Facts - Each year Service Canada:
The federal government has recently experienced a period of profound transition and change and faces an array of challenges and opportunities to enhance performance, ensure accountability and transparency, and position the government for the demands of the future. Accountability and transparency are important factors in securing good governance, as well as in restoring and strengthening citizens' trust and confidence in government's ability to meet their needs. The creation of Service Canada is a major step towards the government's transformation effort and will fundamentally change the service culture to become more results-oriented, citizen-focused, and be collaborative in nature. Service Canada's commitment to service excellence goes beyond a new structure for service delivery; it's about tangible and visible service improvements that demonstrate seamless citizen-centred services and instigate a culture of accountability and transparency. This will result in improved citizen satisfaction with government programs and services.
To demonstrate this commitment to accountable and responsive government, a Service Charter has been published that explains what Canadians can expect and how they can provide feedback. Service Canada will continually monitor and report on progress against it. An independent Office for Client Satisfaction has been established to receive the views of Canadians on the quality of service and recommend improvements. This fall, Service Canada will be publishing service standards, which will clearly set out the level of service that Service Canada is committed to providing, consistent with the objectives laid out in the Service Charter. To demonstrate accountability and transparency, Service Canada will report on its success in meeting the service standards in a Service Canada Performance Scorecard. The Scorecard will appear in the Service Canada Annual Report to Parliament and Canadians. To support this new level of transparency and accountability for service, control systems are in place to reinforce good stewardship practices and management and accountability structures throughout Service Canada.
For 2006-2007, Service Canada will focus on improving service to Canadians, strengthening transparency and accountability and recognising and rewarding service excellence. This focus is reflected directly in our program activities of: Seamless Citizen-Centred Service; Integrity; and Collaborative, Networked Government Service.
PROGRAM ACTIVITY: SEAMLESS, CITIZEN-CENTRED SERVICE
In the past, Canadians have had to determine how to access service across a myriad of unconnected program and departmental service silos. Citizen-centred service is about changing how government serves Canadians, putting the citizen at the centre of how government does business and providing the quality of service that Canadians need and expect. A citizen focus means providing one-stop, integrated, easy-to-access, and personalized service by phone, Internet, in person and by mail. Ultimately, it will enable better policy outcomes for Canadians.
This activity will enable a move from departmental and program silos to a new citizen focus, from reducing our federal presence to expanding our regional community points of service, and from a prior focus on benefits delivery to becoming the Government of Canada face to Canadians.
Over the next three years, Service Canada will be implementing five key plans to transform service to Canadians:
Service matters to Canadians. Research shows there is a strong link between efficient service and confidence in Government, as this is the primary way that citizens come into contact with their governments, personally and directly. Concurrently, Service Canada will also focus on achieving and rewarding a service excellence culture. Service Canada will be:
Finally, Service Canada has made commitments to Canadians and to Parliamentarians. As part of Service Canada's priority to strengthen accountability and transparency, it will be reporting on progress through the Service Charter, the Service Standards and Performance Scorecard, and through the establishment of the Office for Client Satisfaction.
Priority: Transforming service to Canadians |
Plans:
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Priority: Achieving and rewarding a service excellence culture |
Plans:
|
Priority: Strengthening accountability and transparency |
Plans:
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PROGRAM ACTIVITY: INTEGRITY
Service Canada issues $70 billion in benefits to Canadians each year and must ensure that these benefits are going to the right people, in the right amount and for the purpose for which they were intended. Fundamental to Service Canada's accountability is the integrity of the organization and the demonstration of sound stewardship as the Canadian Government's service delivery arm. Service Canada must demonstrate its understanding of the risks to its success and manage those risks effectively. Further, the monitoring and measurements of our achievements will be based on sound methodologies and dependable data. Establishing a robust and rigorous integrity strategy is fundamental to delivering citizen-centered service, improving public trust and confidence in government, and achieving savings for taxpayers.
Over the next three years, Service Canada will focus on various initiatives to strengthen accountability and transparency:
Priority: Strengthening accountability and transparency |
Plans:
|
PROGRAM ACTIVITY: COLLABORATIVE, NETWORKED GOVERNMENT SERVICE
Service Canada is the largest government service delivery organization in Canada. It has the largest presence across the country, runs the 1 800 O-Canada government phone service as well as handles 80% of the Government of Canada non-tax related phone calls and it manage the Canada.gc.ca internet site. Service Canada is ideally positioned to be the Government of Canada network of choice, but recognise that there are other service delivery networks. Service Canada will form the Government of Canada network of choice by creating a collaborative, networked government service to align all these networks, with Service Canada at the core. To do this it has to make access to the network easy, extend the network through new partnerships and invest in service delivery channels to put the citizen at the centre.
In the next year, Service Canada will develop plans to make access to the collaborative network easier for governments. Service Canada's network is a significant asset that can be leveraged to deliver key services to Canadians where they live. Building on its existing service delivery network and its capacity to disseminate information across the country, Service Canada will develop a new emergency preparedness offering to provide assistance and support in response to local or national emergencies and crises. For this service offering Service Canada will partner with other federal departments such as Public Safety and Emergency Preparedness Canada.
Service Canada plans to extend the network through new and expanded partnerships: It will continue to create value for Federal Departments and plans to sign and implement three new agreements. Furthermore, Service Canada is expanding its collaboration in the delivery of services with provinces. Already it has collaboration in New Brunswick and Ontario and expects to extend this with three new agreements to build a network of service delivery collaboration across the country.
Service Canada has three plans to invest in service delivery channels to achieve client information integration and put the citizen at the centre of a world class collaborative network:
Service Canada is leveraging the collaborative potential across government to create new value for Canadians. It's about strengthening government and the Canadian federation and allowing governments to work together in the best interests of Canadians - the objective of this collaboration is the shared desire to better serve and improve outcomes for the people of Canada.
Priority: Transforming service to canadians |
Plans:
|
Priority: Achieving client information integration |
Plans:
|
Shared service arrangements
In addition to its external service delivery function, Service Canada is also responsible for the provision of human resources, information technology, administrative and financial services to HRSDC. As a shared service provider, Service Canada's objective is to bring together common support functions and enhance the efficiency and cost-effectiveness of these services.
Strategic Outcome | Achieve better outcomes for Canadians through service excellence | |||
Service Indicators |
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Expected Results |
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|
| |
Program Activities | Seamless, Citizen-centred Service | Collaborative, Networked Government Service | Integrity | |
Priorities | Achieving and Rewarding Service Excellence Culture | Transforming Service to Canadians | Achieving Client Information Integration | Strengthening Accountability and Transparency |
Plans |
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|
|
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Corporate Focus | Strengthening management and financial accountability |
SERVICE CANADA: FINANCIAL AND HUMAN RESOURCES - PLANNED SPENDING
The two financial tables below align with HRSDC's 2006-2007 Main Estimates.
Planned Spending | |||
2006-2007 | 2007-2008 | 2008-2009 | |
Financial Resources (in millions of dollars) | |||
Human Resources and Skills Development Canada | |||
Gross Operating Expenditures | 109.4 | 110.4 | 110.8 |
Social Development Canada | |||
Gross Operating Expenditures | 447.1 | 447.8 | 449.9 |
Total | 556.5 | 558.2 | 560.7 |
Human Resources | |||
Full Time Equivalents | 6,305 | 6,231 | 6,234 |
2006-2007 | 2007-2008 | 2008-2009 | |
Financial Resources (in millions of dollars) | |||
Human Resources and Skills Development Canada | |||
Service Delivery - Human Resources and Skills Development Canada | 75.8 | 75.4 | 75.3 |
Allocated Corporate Servicesa | 33.6 | 35.0 | 35.5 |
Sub-Total | 109.4 | 110.4 | 110.8 |
Service Delivery - Social Development Canada | 447.1 | 447.8 | 449.9 |
Totalb | 556.5 | 558.2 | 560.7 |
Human Resources | |||
Full Time Equivalents | 6,305 | 6,231 | 6,234 |
a. Corporate Services resources related to the Minister's Office, the Deputy Minister's Office, the Comptroller's Office and the Shared Services have been prorated to each Strategic Outcome. b. This represents Service Canada's resources for the delivery of programs and services. For a full accounting of Service Canada's operations, please refer to the following table. |
Planned Spending | |||
2006-2007 | 2007-2008 | 2008-2009 | |
Budgetary | |||
Operating Costs (Vote 1&10)a | 563.3 | 532.0 | 540.9 |
Delivery Cost related to: | |||
Employment Insurance Account | 1,138.4 | 1,135.6 | 1,133.8 |
Canada Pension Plan | 190.6 | 190.9 | 190.9 |
Sub-totala | 1,329.0 | 1,326.5 | 1,324.7 |
Gross Operating Costsa | 1,892.3b | 1,858.5b | 1,865.6b |
Delivered on behalf of Human Resources and Social Development Canada c | |||
Voted Grants and Contributions (Vote 5&15) | 686.1 | 558.4 | 545.5 |
Statutory Payments: | |||
|
23,255.0 | 24,139.0 | 25,285.0 |
|
6,820.0 | 7,219.0 | 7,512.0 |
|
500.0 | 537.0 | 568.0 |
Sub-total Other Statutory Payments | 30,575.0 | 31,895.0 | 33,365.0 |
Canada Pension Plan benefits | 26,132.3 | 27,496.8 | 28,917.7 |
Employment Insurance benefits | |||
- Part I | 12,442.0 | 13,058.0 | 13,661.0 |
- Part II | 2,048.9 | 2,048.8 | 2,048.8 |
Sub-total Employment Insurance benefits | 14,490.9 | 15,106.8 | 15,709.8 |
LMDA System Enhancement Costs | 7.6 | 11.1 | 6.3 |
LMDA - Office Re-fit | 1.0 | - | - |
Total Statutory Transfer Payments | 71,206.8d | 74,509.7d | 77,998.8d |
Consolidated Total | 73,785.2 | 76,926.6 | 80,409.9 |
a. The total Operating Costs and the Delivery Costs related to the 2005-2006 Forecast Spending for Service Canada are respectively $515.6 million and $1,396.0 million. The 2005-2006 Forecast Planned Spending total Gross Operating Costs is $1,911.6 million. b. Includes statutory items for employee benefit plans and payments to private collections agencies $18.5M ($21.0M in 2007-2008 and $23.3M in 2008-2009). c. The financial strategy for Service Canada establishes that statutory funds, including Employment Insurance, CPP, OAS and voted grants and contributions related to the delivery of specified programs will be allocated annually by HRSDC. d. This amount directly benefits Canadians and is delivered on behalf of HRSDC. |
Gross Operating Expenditures Financial Resources (in millions of dollars) | 2006-2007 | 2007-2008 | 2008-2009 |
From: | |||
Labour Market | 1,259.9 | 1,246.2 | 1,252.7 |
Workplace Skills | 53.1 | 52.6 | 50.7 |
Housing and Homelessness | 22.8 | 1.5 | 1.5 |
Service Delivery | 556.5 | 558.2 | 560.7 |
Total Service Canada | 1,892.3 | 1,858.5 | 1,865.6 |
Seamless, Citizen-Centered Services | 888.5 | 863.1 | 862.8 |
Integrity | 974.3 | 966.1 | 973.4 |
Collaborative, Networked Government Services | 29.5 | 29.3 | 29.4 |
Total Service Canada | 1,892.3 | 1,858.5 | 1,865.6 |
Full Time Equivalent - Total | 20,531 | 20,067 | 20,021 |