ARCHIVED - Human Resources and Skills Development Canada

Section II - Analysis of Program Activities by Strategic Outcome

2.1 Strategic Outcome 1

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2.1.1 Program Activity: Skills and Employment

Priorities:

• Support the changing needs of Canadian workers and employers in an evolving economic environment
• Enhance the participation of vulnerable workers and workers in transition in the labour market
• Develop responsive program strategies to meet the skills and labour market demands of a changing labour market
• Enhance the economic union through an efficient and integrated labour market
• Monitor the implementation of Canada's Economic Action Plan measures

Benefits to Canadians

HRSDC helps Canadian workers become self-reliant and adapt to changes in the labour market. Measures that do this include the Employment Insurance (EI) program, which provides temporary income support to eligible unemployed workers and other programs designed to improve Canadians' labour market outcomes and Canada's labour market. Since skilled workers are unemployed less frequently and for shorter periods of time, HRSDC encourages workers to increase their self-reliance and adaptability and actively seek re-employment by helping them participate in training, acquire credentials, and improve their skill levels.

HRSDC makes substantial efforts to help Canadian employers meet their labour force needs and remain competitive. Its programs are designed to help employers find qualified workers (domestically or internationally trained) to meet their immediate and long-term needs and provide them with tools to invest in developing the skills of their workforce.

To support an adequate labour market supply and increase inclusiveness, the Department works to increase participation of under-represented groups such as youth, people with disabilities, Aboriginal peoples, and older workers in the labour force.

HRSDC's programs also work to improve labour market efficiency and the balance of supply and demand in the national labour market. It does this by providing quality and timely labour market information; improving labour mobility to allow workers to move from areas of high unemployment to areas of low unemployment, thus reducing labour market imbalances; and improving the recognition of qualifications so that Canadians, including those who are internationally trained, have the opportunity to find jobs consistent with their skills and training.

To deliver these programs, the Department relies on collaborative relationships with business and labour representatives, provinces and territories, Canadian financial institutions, Aboriginal organizations and other stakeholders.

Program Activity: Skills and Employment

Human Resources (FTEs) and Planned Spending (millions of dollars)
2010-2011		2011-2012		2012-2013
FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
2,017	24,794.4	1,855	22,440.7	1,833	21,391.7

Expected Results	Performance Indicators	Targets
Employers and other stakeholders support workplace skills development that responds to challenges in workplaces Source: Survey of Labour and Income Dynamics	Percentage of adult workforce who participate in employer-supported training and other job-related formal training	Employer-supported: 19.6% (2007)a Job-related: 23.4% (2007)a
Workers have the flexibility and support to pursue employment opportunities or labour market transitions Source: Administrative Data	Proportion of regular claimants who exhaust all their weeks of EI benefits	28.4%b
Canadians, including the under-represented groups and vulnerable workers, have the opportunity to acquire skills to find and maintain productive employment Source: Administrative Data	Number of clients employed and/or returned to school following an employment program intervention as a proportion of the total number of clients who complete their employment program intervention(s) (for federally delivered programs only)	55% - 62%
Canadian and foreign workers have the necessary mobility to access employment opportunities Source: Under Development	Percentage of regulated professions that require additional criteria be met (to recognize equivalent occupational standards) in support of labour mobility	Actuals will be reported in the 2010-2011 Departmental Performance Report (DPR)
a Both figures represent the latest available data from the Survey of Labour and Income Dynamics. A new source of data, the Access and Support to Education and Training Survey will be used in future years. b Latest available results (2008-2009)

Planning Highlights

Strengthen EI measures to assist Canadian workers in an environment of continued higher unemployment.
Activities that HRSDC plans to undertake include: implementing changes to the Employment Insurance (EI) program to provide access to special benefits for self-employed Canadians; analyzing the results of previous EI pilot projects to examine potential changes to the EI program; and transferring (in 2011) the responsibility for setting the EI premium rate to the Canada Employment Insurance Financing Board through a new rate-setting mechanism.

Enhance the labour market participation of vulnerable workers who experience persistent levels of unemployment.
HRSDC will launch the new Aboriginal Skills and Employment Training Strategy (ASETS) as the successor to the Aboriginal Human Resources Development Strategy. HRSDC will also consult with its partners to develop further strategies to help vulnerable workers such as people with disabilities, youth, Aboriginal people, and recent immigrants participate in the labour market.

Strengthen partnerships with employers, provinces, and territories to enhance the preparedness of Canadians to meet the labour market's need for skilled workers.
The Department will continue to work with the provinces and territories to implement the Strategic Training and Transition Fund and the $1 billion over two years in increased funding for Canadians eligible for Employment Insurance that was announced in Budget 2009. HRSDC will actively engage provinces, territories, employer and industry groups as well as other key stakeholders through joint research, conferences and workshops. The goal of these activities will be to determine ways to help Canadians develop the right skills to meet labour market needs. For further information on Labour Market Agreements and Labour Market Development Agreements, please visit http://www.hrsdc.gc.ca/eng/employment/partnerships/index.html.

HRSDC will develop skills and training solutions that respond to current labour market trends and conditions in various industrial sectors by building on provincial and territorial investments in skills development and promoting industry-led collaborations that improve skills and training, both within and across industrial sectors.

This will include working with the Canadian Council of Directors of Apprenticeship (CCDA) to develop and pilot alternative assessment methods for certifying tradespersons and apprentices using the interprovincial Red Seal standard to improve labour mobility. HRSDC will work with apprenticeship authorities to increase the use of Red Seal endorsement. To meet the demand for qualified and flexible tradespeople, the Red Seal program must be more efficient and responsive to industry. To this end, the Department will work with the CCDA and employers to strengthen the governance and accountability of the Red Seal program. Federal support measures for apprentices such as the Apprenticeship Incentive Grant and the Apprenticeship Completion Grant are tied to the designated Red Seal trades to promote national standards in apprenticeship training and trade certification.

Work with partners to implement the Foreign Qualification Recognition (FQR) framework and enhance the dissemination of labour market information.
HRSDC will support the implementation of the FQR framework by investing in targeted occupations and sectors. It will also work with partners (e.g., provinces, territories, and regulated professions) to support full labour mobility in Canada in accordance with the Agreement on Internal Trade.

Finally, HRSDC will improve its collection and dissemination of regional and national labour market information in partnership with provinces, territories and sector councils.

Strengthen Administration of Grants and Contributions
HRSDC will strengthen the administration of grants and contributions by streamlining the management of departmental programs with a particular focus on implementing the new Risk Assessment Management and Mitigation approach and the development of a national training strategy.

2.1.2 Program Activity: Learning

Priorities

• Sustain the delivery of core services related to post-secondary education
• Implement program initiatives to improve post-secondary related programs and services
• Review existing policy instruments and develop and advance new policy options to further post-secondary awareness and participation
• Review and enhance client service delivery in support of post-secondary education.

Benefits to Canadians

Participation in post-secondary education lays the foundation for building a skilled, adaptable and inclusive workforce and an efficient labour market. HRSDC helps Canadians attend college, university, and trade schools by giving loans and grants to students through the Canada Student Loans Program. Once students leave post-secondary education, the Repayment Assistance Plan makes it easier for student loan borrowers to manage their debt by paying back what they can reasonably afford. HRSDC encourages Canadians to save for post-secondary education (PSE) in Registered Education Savings Plans (RESPs) through the Canada Education Savings Program. Students later withdraw money from the RESP to help finance their post-secondary education.

By helping Canadians finance their post-secondary education, HRSDC increases the number of Canadians who apply to post-secondary programs, and makes it easier for them to attend the school and program of their choice. It also enables students to devote more time to their studies instead of work, making them more likely to graduate. This, in turn, contributes to building a more skilled and adaptable workforce.

These programs contribute to building a more skilled and adaptable labour force by helping Canadians obtain the skills and credentials they need to succeed in the labour market. Workers with higher-level skills and credentials tend to be more productive, earn higher wages, remain in the labour force longer, and are more likely to be employed.

Employers also use credentials to assess job applicants. Consequently, persons with a diploma or degree often have greater flexibility and choice in selecting future employment. University and college graduates also have greater mobility within their selected occupation and between various occupations. This allows more efficient matching of jobs and job seekers, thereby increasing the efficiency of the labour market.

HRSDC's programs allow Canadians to participate more equitably in PSE by providing incentives and greater access to financing to students from under-represented groups, which may include students from low-income or lone-parent families, students living with disabilities or students from rural areas. This enables more students from these groups to attend PSE, making Canada's post-secondary system more inclusive as well as helping to ensure that potential talent is not lost.

Investing in post-secondary education is a solid investment in the economy, supporting future innovation and addressing the skills shortages that limit economic growth. It also helps workers adjust to changing labour market conditions, as people who lack at least some level of post-secondary education are at greater risk of unemployment or layoffs during economic downturns.

Program Activity: Learning

Human Resources (FTEs) and Planned Spending (millions of dollars)
2010-2011		2011-2012		2012-2013
FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
322	2,493.5	322	2,373.7	322	2,305.9

Expected Results	Performance Indicators			Targets
Canadians have the skills and credentials to succeed in the labour market	Percentage of the Canadian population (aged 25-64) who have attained a post-secondary certificate, diploma, or degree Source: Labour Force Survey			62%
	Percentage of the Canadian Labour Force with some post-secondary education Source: Labour Force Survey			72%
Canadians including those from under-represented groups participate equitably in post-secondary education	Percentage of Canadians (aged 15-64) who were attending university or college Source Labour Force Survey			8.3%
	Percentage of Canadians from low-income families participating in post-secondary education (compared to the percentage of Canadians from low-income families in Canada) Source: Access and Support to Education and Training Survey			See footnotea
	Percentage of Canadians from middle-income families participating in post-secondary education (compared to the percentage of Canadians from middle-income families in Canada) Source: Access and Support to Education and Training Survey			See footnotea
	Percentage of people with disabilities participating in post-secondary education (compared to the percentage of people with disabilities in Canada) Source: Access and Support to Education and Training Survey			Actuals will be reported in the 2010 – 2011 Departmental Performance Report (DPR)
Canadians are able to finance their post-secondary education	Percentage of full-time post-secondary students (in participating provinces/territories) who used a Canada Student loan to help finance their participation in post-secondary education Source: Administrative Data and Office of the Chief Actuary			36.6%
	Percentage of full-time post-secondary students (in participating provinces/territories) who used a CSLP in-study interest subsidy to help finance their participation in post-secondary education Source: Administrative Data and Office of the Chief Actuary			46.6%
	Percentage of full-time post-secondary students (in participating provinces/territories) who used a Canada Student grant to help finance their participation in post-secondary education Source: Administrative Data and Office of the Chief Actuary			23.7%
	Percentage of full-time and part-time post-secondary students in Canada who used RESP funding to help finance their participation in post-secondary education Source: Administrative Data and Labour Force Survey			12%
	Total amount withdrawn from RESPs to pay for post-secondary education in the 2010 calendar year Source: Administrative Data			$1.4 billion
	Percentage of children under 18 (in 2010) who have ever received a Canada Education Savings Grant Source: Administrative Data			42%
aThese indicators were to be calculated using income data from the new Access and Support to Education and Training survey; however, Statistics Canada has identified issues with some of the income data collected as part of the survey. HRSDC is currently working with Statistics Canada to obtain the necessary data through other means and plans to report actual results for these indicators in the 2010-2011 Departmental Performance Report (DPR), if the data is available.

Planning Highlights

Sustain the delivery of core services related to post-secondary education.
HRSDC will continue to issue loans and grants to students under the Canada Student Loans Program, as well as payments to RESPs under the Canada Education Savings Program. The Department plans to issue a call for proposals for the International Academic Mobility initiative and will continue to deliver agreed programs and services on behalf of provincial partners.

Implement program initiatives to improve post-secondary education related services and programs.
HRSDC will complete the implementation of two new initiatives introduced in August 2009: the Canada Student Grants Program and the Repayment Assistance Plan (RAP). The RAP is expected to reduce default rates among student loan borrowers: the target three-year cohort default rate¹ is 17% for the 2007-2008 repayment cohort. HRSDC will also begin implementing the Service Delivery Vision for Student Financial Assistance announced in Budget 2008. As part of the transition strategy for the wind down of Canada Millennium Scholarship Foundation (CMSF), HRSDC will continue to disburse transition grants to students who received CMSF bursaries and administer the disbursement of the remaining CMSF Excellence Awards, which it assumed responsibility for in January 2010.

Review existing policy instruments and develop and advance new policy options to increase post-secondary education awareness and participation.
HRSDC will assess the efficiency of financial assistance as it relates to adult learners. In terms of more forward looking policy research it will examine:

• non-financial factors that affect participation in post-secondary education;
• trends in the uptake of Canada Student Loans and issues related to managing loan repayment;
• the "financial capability" of Canadians; and,
• international post-secondary education related policies.

Finally, the Department will begin implementing its action plan to respond to the review of RESP industry practices conducted in 2008.

Review and enhance client service delivery in support of post-secondary education.
The Learning Branch will continue to monitor service delivery performance of the CSLP with the following service standards:

• 90% of funds are disbursed to students and educational institutions within 2 days (federal portion) and within 4 days (provincial portion) of receiving complete and accurate student loan documentation;
• 90% of disbursements are error-free, based on the top 5 pre-identified reasons for disbursement errors;
• 80% of inbound telephone calls with the Service Provider are answered within 20 seconds; and,
• 75% of clients are satisfied with the overall quality of service provided by the CSLP.

It will also implement new quality assurance processes for client services related to the CESP, and implement outreach plans to increase awareness and participation in the Department's programs that support post-secondary education.

2.2 Strategic Outcome 2

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2.2.1 Program Activity: Labour

Priorities:

• Efficiently and effectively deliver mandated programs and services, with particular attention to the effects of continued economic uncertainty on employers and workers
• Design and implement strategies that respond to domestic and international labour related developments
• Implement decisions flowing from the Labour Program's Strategic Review

Benefits to Canadians

This Program Activity promotes and sustains stable industrial relations and a safe, fair, and productive workplace within the federal labour jurisdiction. It collects, disseminates, and analyzes labour and workplace information; fosters constructive labour-management relationships; ensures compliance with occupational and safety protections and minimum labour standards; and represents Canada in international labour matters.

This program activity delivers dispute resolution and regulatory programs for workplaces falling under federal jurisdiction, which covers strategically important sectors of the economy, including banking; telecommunications; broadcasting; air; inter-provincial rail, road, and pipeline transportation; shipping; uranium mining; grain handling; and Crown corporations.

To promote cooperation and fairness in these sectors, the Labour Program provides mediation and conciliation services to assist employers and unions in settling disputes; appoints arbitrators, adjudicators, and wage recovery referees to resolve specific disputes between employers and employees; offers a comprehensive and innovative Preventive Mediation Program to assist employers and unions in building effective labour-management relations; provides grievance mediation to assist labour and management in reaching voluntary settlement of grievances as a low-cost alternative to arbitration; and fosters cooperation through its Labour-Management Partnerships Program.

Through a coast-to-coast network of regional offices, the Program ensures that federally regulated workplaces are safe and fair by working with employers and employees to ensure that laws on occupational health and safety, labour standards, and employment equity are respected. The Program is also responsible for the federal workers' compensation system, the Wage Earner Protection Program, and fire protection services in federally occupied buildings and in major buildings on reserves.

The workplace is changing rapidly and the Labour Program is helping Canadians to adjust and thrive amidst the uncertainties of the global marketplace. This is done by conducting research on developing issues, such as work-life balance, and by tracking and providing a wide range of information on labour relations and workplace trends in Canada, including developments in federal, provincial, and territorial labour laws.

Finally, in order to enhance working conditions and ensure healthy and fair workplaces for all Canadians, the Program works closely with provincial and territorial governments, First Nations' communities, and a range of international partners. Domestically, this entails forging partnerships and engaging in joint projects. On the global stage, the Program manages Canada's participation in the International Labour Organisation and negotiates and implements labour cooperation agreements and frameworks with Canada's free trade partners and emerging economic powers.

Program Activity: Labour

Human Resources (FTEs) and Planned Spending (millions of dollars)
2010-2011		2011-2012		2012-2013
FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
726	300.5	724	308.7	724	318.8

Expected Results	Performance Indicators	Targets
Workplace parties engage in constructive dialogue and cooperation to address workplace issues	Percentage of collective bargaining disputes settled under Part I (Industrial Relations) of the Canada Labour Code without a work stoppage Source: Administrative Data	90%
Workplace parties comply with relevant workplace standards, follow guidelines, and adopt best practices	Percentage of unjust dismissal complaints settled by inspectors (Part III (Labour Standards) of the Canada Labour Code Source: Administrative Data	75%
	Percentage of money collected in relation to the amount found to be owed for complaints under Part III (Labour Standards) of the Canada Labour Code (excluding unjust dismissal complaints) Source: Administrative Data	75%
Risks to life, health, and property are eliminated or mitigated	Percentage change, year over year, in the rate of lost time injuries and fatalities within the targeted higher risk federal jurisdiction industries Source: Administrative Data	Decrease of 15% over a five year period (2009-2013)

Planning Highlights

Wage-Earner Protection Program
The Wage Earner Protection Program (WEPP) is a targeted federal program providing financial support to workers who lose their job and are owed money when their employer goes bankrupt or becomes subject to receivership. The Labour Program will continue to administer and evaluate the recently expanded WEPP by: producing weekly reports on the total and jurisdictional number of applicants and an estimate of predicted applications and payments; working with two WEPP oversight committees; supporting other government departments and stakeholders; exploring possible regulatory changes; and continuing to report on ongoing implementation and effectiveness of the Program.

2.3 Strategic Outcome 3

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2.3.1 Program Activity: Income Security

Priority:

• Support individuals and families through modernized income security measures

Benefits to Canadians
Income security is essential to the quality of life and well-being of Canadians. This program activity provides eligible Canadians with retirement pensions, survivor pensions, disability benefits and benefits for children, through the Old Age Security program, the Canada Pension Plan and the Canada Disability Savings Program.

In addition, this program activity supports low-income families and their children through the National Child Benefit. Through this initiative, the federal government works in partnership with provincial and territorial governments to provide income support, as well as benefits and services.

The Department focuses on national legislative development, policy direction, program design, and research and analysis to ensure that the Old Age Security and Canada Pension Plan programs remain responsive to the current and future needs of Canadians. This includes efforts to expand awareness and increase take-up of public retirement income entitlements with a particular focus on vulnerable segments of the population who often experience barriers to receiving information and assistance through traditional government channels.

Finally, this program activity includes the administration of the Canada Disability Savings Program which helps parents and others save for the long-term financial security of persons with severe disabilities.

Program Activity: Income Security

Human Resources (FTEs) and Planned Spending (millions of dollars)
2010-2011		2011-2012		2012-2013
FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
336	68,843.1	332	72,544.4	332	76,553.8

Expected Results	Performance Indicators	Targets*
Canada's seniors have an adequate level of income to maintain their standard of living	Low-income incidencea, depthb and persistencec among seniors (using Market Basket Measure) Source: Survey of Labour and Income Dynamics, 2007		Percentage of seniors who had low family income	Percentage of seniors who would have had low income without support from OAS and GISd	Difference
		Incidence	2.6%	30.2%	27.6%
		Depth	25.9%	43.1%	17.2%
		Persistence	1.9%	30.6%	28.7%
Eligible working-aged Canadians with severe and prolonged disabilities have a measure of income security	Percentage of CPP contributors who have contributory coverage/eligibility for CPP Disability Source: Administrative Information	Male: 70% Female: 63%
Individuals living in families with children have an adequate level of income to maintain their standard of living	Low-income incidence, depth and persistence for individuals living in families with childrene Source: Survey of Labour and Income Dynamics, 2007		Percentage of individuals living in families with children who had low income	Percentage of individuals living in families with children who would have had low income without support from NCBS, UCCB, or WITBf	Difference
		Incidence	10.0%	13.9%	3.9%
		Depth	26.4%	32.2%	5.8%
		Persistence	8.1%	11.3%	3.2%
Canada's families with children have an adequate level of income to maintain their standard of living	Low-income incidence, depth and persistence for families with childrene		Percentage of families with children who had low family income	Percentage of families with children who would have had low family income without support from NCBS, UCCB, or WITBf	Difference
		Incidence	10.8%	14.7%	3.9%
		Depth	28.2%	33.4%	5.2%
		Persistence	8.6%	11.9%	3.3%
Note: When simulating the results without the support of specific income security programs, it is assumed that individuals' behaviour and the amounts received from other government programs remain constant. These assumptions provide a worst-case estimate. *Actual numbers reported aThe incidence of low income is the percentage of individuals in any group living in families with a disposable income below their low income threshold. bDepth of low income is defined as the percentage by which the income of persons in low income families falls short of the relevant threshold. For example, a family whose MBM < threshold is $25,000 with a disposable income of $20,000, would have a depth of low income of $5,000 divided by $25,000 or 20%. cA person is said to experience persistent low income using the MBM if the total annual disposable incomes of the families to which they belonged over the period of years being examined was less that the total of the low income thresholds for those families for those years. dOld Age Security and Guaranteed Income Supplement. eChildren are less than 18 years old. For the persistence measure, they are less than 13 years of age at the start of the 5-year period. fNational Child benefit Supplement (NCBS), Universal Childcare Benefit (UCCB) and Working Income Tax Benefit (WITB). For persistence (longitudinal) the scenario "without support" only excludes NCBS and UCCB, because the WITB became available after the start of the measurement period.

Planning Highlights

Develop program policy and negotiate inter-governmental and international agreements for statutory income security programs.
HRSDC will implement the legislative changes resulting from the Canada Pension Plan Triennial Review and will examine its programs, policies, and procedures to ensure Canadians receive the statutory benefits to which they are entitled including:

• retirement pensions;
• survivor pensions;
• disability benefits (OAS/GIS and CPP);
• Canada Disability Savings Grants and Bonds; and
• the National Child Benefit.

The Department will continue to pursue international social security agreements with other countries to improve services for Canadians who have contributed to pension plans in more than one country.

Review and modernize the design and delivery of CPP and OAS to respond to the changing needs of Canadians and their families
HRSDC will review the Canada Pension Plan (CPP) and the Old Age Security (OAS) program. The purpose of this review is to ensure that the delivery of these programs remain responsive to the needs of Canadians now and in the future, as well to respond to emerging demographic issues. At the same time the Department will explore systems integration and information-sharing with the Canada Revenue Agency and Citizenship and Immigration Canada.

2.3.2 Program Activity: Social Development

Priority:

• Support individuals, families and communities in overcoming barriers to social/economic inclusion and well-being

Benefits to Canadians

HRSDC seeks to increase participation of Canadians in society by helping citizens, communities, the not-for-profit sector and other stakeholders move forward with their own solutions to social and economic challenges. This is accomplished through investments in the capacity of organizations that reduce barriers and promote access to opportunities for these groups.

The Social Development program activity focuses on programs for children, families, seniors, communities, and people with disabilities. It also supports programs to reduce homelessness amongst individuals and families as well as those at risk of becoming homeless. This program activity includes the Universal Child Care Benefit, which is designed to help Canada's families, as they try to balance work and family life by supporting their childcare choices through direct financial support.

Through the New Horizons for Seniors Program (NHSP) the Department helps to ensure that seniors can benefit from, and contribute to their communities, through active living and participation in social activities. By providing funding to non-profit and other organizations, the NHSP enables seniors to share their skills and experiences with others, helps to reduce isolation, improves community facilities for seniors' programs and activities, and raises awareness of the abuse of older Canadians.

The Social Development Partnerships Program (SDPP) is concerned with advancing the social development and inclusion of children, families, people with disabilities and other vulnerable populations. Through investments in the not-for-profit sector, the SDPP helps improve the life outcomes of Canadians.

The Homelessness Partnering Strategy works to prevent and reduce homelessness across Canada through strategic investments in communities, using a planning process that relies on communities to determine their own needs and develop appropriate projects to find local solutions for homeless people and those at-risk.

Program Activity: Social Development

Human Resources (FTEs) and Planned Spending (millions of dollars)
2010-2011		2011-2012		2012-2013
FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
719	2,862.6	444	2,733.7	444	2,770.7

Expected Results		Performance Indicators		Targets
Working with partners to: reduce social and economic barriers for individuals, families, and communities promote access to opportunities for individuals, families, and communities		Percentage of households living in core housing need Source: Statistics Canada		12.7%
		Number of Canadians participating and/or benefiting from Social Development grant and contribution programs.a Source: Administrative Data		Actuals will be reported in the 2010-2011 Departmental Performance Report (DPR)
		Distribution of children 0-6 by type of primary-care arrangement Source: National Longitudinal Survey of Children and Youth		Actuals will be reported in the 2010-2011 Departmental Performance Report (DPR)
a Social Development grant and contribution program include: New Horizons for Seniors Program, Social Development Partnerships Program, Enabling Accessibility Fund, Understanding the Early Years Program, and the Homelessness Partnering Strategy.

Planning Highlights

Develop and manage program policy, design and delivery, as well as negotiate and maintain intergovernmental agreements for social development measures, including:

• Homelessness Partnering Strategy;
• Social Development Partnerships Program;
• Enabling Accessibility Fund;
• New Horizons for Seniors Program;
• Federal Elder Abuse Initiative; and
• the Universal Child Care Benefit.

HRSDC will implement the Government of Canada's commitments related to the Universal Child Care Benefit. It will examine social development policies and programs through the lens of the recession and subsequent economic recovery to determine adjustments that will allow these programs to continue to provide support, knowledge, information, and opportunities for Canadians to move forward with solutions to social and economic challenges for individuals, families, and communities.

2.4 Strategic Outcome 4

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2.4.1 Program Activity: Citizen-Centred Service

Priorities:

• Implement the Department's service delivery strategies and plans to address the economic downturn, as well as the economic recovery and other emerging citizen needs over the short and medium terms
• Deliver the Department's core programs, programs for other Government departments, and provide public access to Government of Canada information, programs and services
• Implement consistent, comprehensive, and affordable cross-channel approaches to service delivery that respond to the changing needs of individual Canadians

Benefits to Canadians
This program activity aims to improve and integrate government service delivery by providing Canadians one-stop, personalized service and easy access to programs and services across all of its service delivery channels:

• in person;
• by telephone;
• on the internet; and
• by mail.

These service channels provide a platform for dialogue and for building sustained client relationships with Canadians that can be used to advance government priorities.

Guided by the ongoing feedback of citizens and frontline employees, and in collaboration with partners, the Department continuously refines its service strategies, approaches and offerings, so that Canadians can easily and securely access the government information or services they need.

The Citizen-Centered Service program activity supports the Government's efforts in the achievement of single window, seamless service delivery to promote timely, positive service experiences and overall client satisfaction.

Program Activity: Citizen-Centred Service

Human Resources (FTEs) and Planned Spending (millions of dollars)
2010-2011		2011-2012		2012-2013
FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
6,790	556.0	6,091	520.2	6,081	519.2

Expected Results	Performance Indicators	Targets
Canadians have one-stop, personalized access to Government of Canada programs and services	Percentage of in-person clients who were proactively offered information in addition to the original request (bundling of services for specific client groups) Source: Administrative Data	Actuals will be reported in the 2010-2011 Departmental Performance Report (DPR)
	Percentage of clients satisfied with the quality of service received through channels Source: Administrative Data	85%
	Number of federal partners under agreement with Service Canada for service delivery Source: Administrative Data	11

Planning Highlights

Respond to continued high demand for service
The continued implementation of Canada's Economic Action Plan and EI Workload and Work-sharing measures remains a priority focus for the Department in 2010-2011, with the volume of EI claims estimated between 3.3 and 3.6 million. Efforts include the delivery of the Wage Earner Protection Program, Career Transition Assistance initiative, the Apprenticeship Completion Grant, continued outreach for employers and workers, and developing, enhancing, and maintaining service offerings as well as marketing them to Canadians.

Continue services improvement
Efforts will continue to focus on delivering core programs on behalf of HRSDC, as well as partnered services (e.g., Passport Receiving Agent (Passport Canada)). To support such service delivery arrangements, the Department will develop an Interdepartmental Partnership Strategy. The Department will demonstrate its commitment to service excellence by continuing to integrate service delivery across all channels and contribute to a better service experience for citizens.

When accessing services, 41% of Service Canada clients use more than one service channel. The Department will continue to concentrate on improvements to Web services, including working with Treasury Board Secretariat to replace the existing e-pass system, and develop an integrated telephone and processing model supporting cross-channel service delivery that will improve the client experience, optimize access and cost-effectiveness as well as address mounting workload pressures within Service Canada In-Person and Processing Centres. The Department will continue to assess client satisfaction through surveys and other intelligence gathering initiatives such as "mystery shoppers" that anonymously test the quality of service in Service Canada centres.

2.4.2 Program Activity: Integrity and Processing

Priority:

• Implement the Department's service delivery model and protect the integrity of benefit programs and services and the management of personal information through more effective risk-based management processes and practices

Benefits to Canadians

This program activity positions the Department to be able to better ensure the accuracy of payments, the security and privacy of personal information, and the overall quality of service offerings provided by the Service Canada Initiative.

Meeting the expectations of Canadians that government services and benefits are delivered to the right person for the right amount for the intended purpose and at the right time is a cornerstone of the Department's service commitments. The organization continues to modernize the way it handles processing and service delivery functions, to further enhance the efficiency, accuracy, and integrity of its operations.

Service Canada maintains of management frameworks, processes and risk-based controls to strengthen the integrity of departmental programs by ensuring operational and service compliance.

While increasing public confidence and trust in the delivery of government services, these efforts also yield savings for the federal government ($647 million 2008-2009). These program savings consist of recovered or discontinued overpayments of benefits under the Employment Insurance, Canada Pension Plan, and Old Age Security programs, obtained through the prevention and investigation of suspected fraud and abuse.

To maintain the public's trust and confidence in the management of their personal information, the Department continues to place a great emphasis on the importance of the protection of the information entrusted to us by Canadians.

Program Activity: Integrity and Processing

Human Resources (FTEs) and Planned Spending (millions of dollars)
2010-2011		2011-2012		2012-2013
FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
10,022	738.3	7,953	577.9	7,929	576.2

Expected Results	Performance Indicators	Targets
Services and benefits are delivered accurately	Percentage of services and benefits delivered accurately
	Payment Accuracy of Employment Insurance	95%
	Payment Accuracy of Canada Pension Plan	95%
	Payment Accuracy of Old Age Security/Guaranteed Income Supplement Source: Administrative Data	95%
Services and benefits are delivered securely	Percentage of clients whose information was put at risk, that were notified within 10 business days that their information was put at risk. Source: Administrative Data	100%
Services and benefits are delivered in a timely manner	Percentage of services and benefits delivered in a timely manner
	Percentage of Employment Insurance benefit payments or non-payment notifications issued within 28 days of filing	80% (monthly basis)
	Percentage of Canada Pension Plan retirement benefits paid within the first month of entitlement	85%
	Percentage of Old Age Security basic benefits paid within the first month of entitlement	90%
	Percentage of Apprenticeship Incentive Grant payments issued within 28 calendar days	85%
	Percentage of Apprenticeship Completion Grant payments issued within 28 calendar days	Actuals will be reported in the 2010–2011 Departmental Performance Report (DPR)
	Percentage of initial Wage Earner Protection Program payments issued within 42 calendar days	80%
	Percentage of Social Insurance Numbers (SINs) issued in one visit (based on complete applications with all supporting documents) and cards issued within five business days from date of receipt of request Source: Administrative Data	SINs in one visit: 90% SIN cards in 5-days: 90%

Planning Highlights

Service Transformation
The organization continues to transform and improve the way it handles processing and service delivery functions.

By modernizing business operations through process simplification, standardization and business system upgrades, service excellence for Canadians will be maintained well into the future.

The Department will continue to take steps toward of the vision of one client, one workload, and one process for processing of Employment Insurance (EI) claims. There will be further improvements to the processing of EI claims that enable our national processing network to meet workload increases in the medium/long-term. To help with the marked increase in Employment Insurance claims, in the short-term the Department is using four temporary national processing centres in Newfoundland and Labrador, the Maritimes, Quebec and Ontario. These centres handle contentious, complex and more time-consuming claims, allowing first level processing staff to focus on the higher volume of simple claims.

The Department will develop a plan to support the phased-in implementation of an enterprise-wide solution to reduce the reliance on paper handling and improve data capture.

In support of the stewardship of benefit programs and services and management of personal information, the Department will adopt a comprehensive, risk-based approach to reviews and investigations, with a particular focus on strengthening the integrity of Employment Insurance, Canada Pension Plan and Old Age Security benefit processing and payment. Identity management policies, practices and controls, including initiatives such as information-sharing agreements with provincial vital statistics organizations, will support continued effective administration of the Social Insurance Number and Social Insurance Register.

2.5 Internal Services

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Priorities

• Renew financial management for the portfolio and advance enterprise management in investment, accommodations and procurement
• Advance modern people management initiatives
• Strengthen the sustainability of the portfolio's enabling IM/IT capability, infrastructure and systems
• Strengthen HRSDC's internal integrity and security services in the areas of values and ethics, internal disclosure, departmental security, business continuity, and the management of personal information
• Increase awareness of Canada's Economic Action Plan and HRSDC's role in delivering benefits to Canadians

Internal Services are groups of activities and resources that support the needs of programs and other corporate obligations of an organization. HRSDC's internal services are organized under the Chief Financial Officer, Human Resources Services, Strategic Policy and Research, Public Affairs and Stakeholder Relations, Internal Audit Services, Internal Integrity and Security, and Innovation and Information Technology Branch. Internal Services also includes activities related to the Department's governance, which are supported by its Corporate Secretariat, including ministerial and executive services, governance and executive committees, cabinet and parliamentary affairs, liaison with Ministers' Offices, Governor-in-Council appointments, correspondence and meeting the Department's obligations under the Access to Information Act and the Privacy Act.

Public Service Renewal also falls under internal services. For HRSDC renewal is about ensuring that we have the management and workforce capacity as well as the right infrastructure to respond to the needs of citizens we serve. It is equally about valuing everyone's contribution to furthering our goals. Our Renewal Action Plan, with its motto "Now and Tomorrow: Excellence in Everything We Do", has three priorities: Creating a Healthy Workplace; Strengthening and Enabling Leadership; and Investing in Career Development. Through the active engagement of employees, the Department will revitalize and launch a Pride and Recognition Program that underscores employee excellence; phase-in national implementation of a Mentoring program to enhance career development; pilot a program to quickly welcome and orient new employees and provide numerous opportunities for strengthening leadership through formal learning events and informal mechanisms.

Program Activity: Internal Services

Human Resources (FTEs) and Planned Spending (millions of dollars)
2010-2011		2011-2012		2012-2013
FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
6,525	898.7	6,254	761.3	6,234	757.2

Planning Highlights

Enabling Services Review
HRSDC plans to complete a review of its enabling services (e.g., finance, human resources, information technology, and procurement) and begin implementing the recommendations to improve the alignment, efficiency, and infrastructure for enabling services.

Develop and Implement a new Enterprise Resource Planning System
HRSDC will improve its ability to manage its resources by beginning to renew both the financial and human resources components of the Enterprise Resource Planning system, and related process re-engineering.

Advance People Management
The Department will develop a Human Resources Policy (HR) and an HR Accountability Framework to better reflect the new approach to Human Resources management in the Public Service and the new People Management component of the Management Accountability Framework.

Information Technology (IT) Asset Refresh Program and Department IT Strategy
HRSDC will roll-out its new IT Asset Refresh Program that, over time, will replace HRSDC's aging IT assets that have fallen behind industry norms. It will also continue to develop and implement its long term IT Strategy that will provide it with a modern and reliable IM/IT environment.

Stakeholder Engagement
The Department will continue to develop and implement the Departmental Stakeholders Relations Framework and Strategy to better co-ordinate its relationship with external partners and other stakeholders.

Web and New Media Tools
HRSDC will strengthen the management of its websites while piloting an internal project to explore how to best use social/new media tools to allow Canadians, as well as HRSDC employees, to better connect and interact.