DPR 2003-2004
Social Development Canada

Section I: Minister's Message

Section II: Management Representation Statement

Section III: Departmental Overview

Vision and Mandate
Serving Canadians
Departmental Mandate and Strategic Outcomes
Social Development Canada Mandate
Organization and Accountability

Section IV: Departmental Context and Operating Environment

Crosswalk between former HRDC and new SDC Strategic Outcomes
2003-2004 Expenditure Profile

Section V: Summary of Departmental Performance

Summary of Performance Indicators
Parliamentary Committee Recommendations

Section VI: Performance Results And Policy Accomplishments

Strategic Outcome 1: A Canada where the quality of life and inclusion for seniors is enhanced and poverty alleviated through sustainable public pensions, benefits, and supports

Strategic Outcome 2: A Canada where the social and economic participation of Persons with Disabilities is enhanced

Strategic Outcome 3: A Canada where vibrant and inclusive communities meet the social development needs of Canadians

Strategic Outcome 4: A Canada where the capacities of individuals, children, families, and communities are strengthened in order to promote social inclusion, participation, and well-being

Strategic Outcome 5: A Canada where service delivery is focused on citizen needs

Strategic Outcome 6: Effective corporate services

Section VII: Report on Government-Wide Initiatives

Modern Controllership/Management Accountability Framework
Government On-Line Initiative
Sustainable Development Strategy

Section VIII: Supplementary Information

Table 1: Financial Requirements by Authority
Table 1.1: Expenditures by Authority
Table 1.2: Impact of December 12, 2003 Announcements
Table 2: Comparison of Total Planned to Actual Spending for 2003-2004
Table 3: Comparison for Total Planned to Actual Spending
Table 4: Crosswalk Between Strategic Outcomes and Business Lines
Table 5: Details of Respendable and Non-Respendable Revenues
Table 6: Summary of Transfer Payments - Statutory
Table 7.1: Summary of Transfer Payments - Grants and Contributions
Table 7.2: Details on Transfer Payments
Table 8: External Charging
Table 9: Introduction to Specified Purpose Accounts
Canada Pension Plan
Statutory Annual Reports
Table 10: Summary of Maximum Monthly Benefits
Table 11: Number of persons Receiving Old Age Security Benefits, by Province or Territory and by Type
Table 12: Old Age Security Payments, by Province or Territory and by Type, Fiscal Year 2003-2004
Consolidated Reporting
Regulatory Initiatives
Horizontal Initiatives
Evaluations and Audits

Annex A: Crosswalk Division of Responsibilities of the Former HRDC

Annex B: Website References

Section I: Minister's Message

Social development is a family affair. It's about helping children by helping their families, helping people with disabilities and their families level the playing field and helping seniors–our grandparents, great aunts and uncles–worry less about how to make ends meet.

The Department of Social Development Canada (SDC) was created in December 2003 to provide a focal point for social policies, programs and service for Canadians throughout their lives. This Departmental Performance Report demonstrates the efforts and accomplishments of Social Development Canada during 2003-2004, both as a new department and as a set of programs and services operating in communities across Canada under the former Human Resources Development Canada (HRDC).

Making sure Canadians continued to receive excellent service was the department's priority during this transition year. At the same time, SDC has made great strides in putting new governance structures and processes in place and has developed a departmental vision, mandate, and set of strategic outcomes upon which to build a stronger, more efficient, results-based organization.

SDC also made important improvements in service to Canadians through the harmonization of its Call Centres. The centres, which currently handle over 50 million calls a year, are also better positioned to manage an increase in call volumes. In fact, SDC expects to handle an additional one million calls over the coming year.

We worked very hard with the provinces to establish comprehensive agreements which will help remove the barriers to participation in work and learning for Canadians with disabilities. The department is also continuing to make a significant contribution to the social well-being of seniors. SDC recognizes that the number of seniors in Canada is growing and we are responding by modernizing and simplifying our transactions and services. For example, those seniors who wish to do so can now submit simplified CPP Retirement Pension applications over the Internet. And we have also launched a secure, convenient system by which CPP and OAS benefit recipients have the option of accessing their tax slips through the Internet.

I am proud of what Social Development Canada has been able to accomplish during a year filled with considerable change and transformation. We are committed to continue building on these and other achievements to help strengthen Canada's social foundations so that all Canadians have the opportunity to achieve their goals.

The Honourable Ken Dryden, P.C., M.P.
Minister of Social Development Canada

Section II: Management Representation Statement

I submit, for tabling in Parliament, the 2003-2004 Departmental Performance Report (DPR) for Social Development Canada.

This report has been prepared based on the reporting principles and other requirements in the 2003-2004 Departmental Performance Reports Preparation Guide. Financial performance information is based on the Main Estimates and Public Accounts of Human Resources Development Canada, of which authorities were amalgamated into the Department of Social Development Canada (SDC) on December 12, 2003. Financial information related to the transferred authorities was used to determine amounts to be included in the financial tables as if they were part of SDC as of April 1, 2003. This report represents, to the best of my knowledge, a comprehensive, balanced and transparent picture of the organization's performance for fiscal year 2003-2004.

______________________________________

Nicole Jauvin
Deputy Minister
Social Development Canada

______________________________________
Date

Section III: Departmental Overview

This report sets out the accomplishments in 2003-2004 of Social Development Canada (SDC) and those of the former Human Resources Development Canada (HRDC) that are within the mandate of the new department.¹

Vision and Mandate

On December 12, 2003, The Right Honourable Paul Martin, Prime Minister of Canada, announced the creation of Social Development Canada to help the Government achieve its goal of securing and strengthening Canada's social foundations, while respecting federal, provincial and territorial jurisdictions. Our Vision is one of a Canada where everyone participates and plays an active role in society.

Since our department's creation, we have worked to bring this vision to life by supporting the well-being of individuals, families, and communities, and their participation through the development and delivery of citizen-focused policies, programs and services. Some of our most well known programs include the Canada Pension Plan,² Old Age Security,³ National Child Benefit,⁴ and programs for people with disabilities, including the Opportunities Fund.⁵ Our range of social policies, programs and services enables us to focus on the needs of seniors, families, children and people with disabilities while actively engaging the private sector, non-governmental organizations and communities in partnerships to support community development and the social economy. We work closely with other federal departments and provinces and territories that share social policy responsibilities and international organizations that provide forums for us to learn from the experiences of others and contribute to better social policies and programs in other countries.

Serving Canadians

SDC has approximately 12,000 employees who are responsible for $53 billion in spending that benefits Canadians. By far, the largest component is for income support to Canadians, with 97% of SDC's expenditures directed to program benefits that Parliament has legislated. These are paid under the Old Age Security program, which is funded from general tax revenue, and for the full range of benefits from the Canada Pension Plan (CPP), which is a contributory program that is not part of the consolidated revenue fund.⁶

Other SDC activities involve operating expenditures such as those that support the National Child Benefit. It is one of our programs that supports families and children along with the Early Childhood Development Agreement, the Multilateral Framework on Early Learning and Child Care and the Child Disability Benefit through which we work with provincial and territorial governments. We promote increased community, private and voluntary sector capacity to promote the inclusion and participation of all citizens through programs such as the Social Development Partnerships Program and the Voluntary Sector Initiative. In addition to CPP benefits for people with disabilities, programs such as the Opportunities Fund and initiatives such as the new Labour Market Agreements for Persons with Disabilities with provinces promote the full participation of Canadians with disabilities in the labour market, learning and communities.

Supporting all these programs is our work towards developing and disseminating knowledge on social policy issues and trends and improving our progress under the Social Union Framework Agreement to increase intergovernmental collaboration to advance social policy. This collaborative approach recognizes the shared jurisdiction in most social fields and the need to work with all partners to set goals, focus resources and take action.

SDC and Human Resources and Skills Development Canada (HRSDC)⁷ operate in a shared service delivery model, which means each department has some responsibilities for the other department as well as its own. SDC is responsible for delivering telephone and Internet client services for both SDC and HRSDC. SDC also manages program integrity functions, such as the issuance of Social Insurance Numbers, administration of the Social Insurance Registry, and related responsibilities that support the work of both departments. SDC is also responsible for providing corporate services (human resources, financial and administrative services, legal services and corporate systems) to both departments. HRSDC is responsible for delivering the programs of both departments through its in-person service channel, which consists of more than 300 Human Resource Centres of Canada (HRCC)⁸ located in communities across Canada. This shared service delivery model was designed to ensure that Canadians receive high quality and cost-effective service, by using a common, integrated infrastructure for service and benefits delivery, thus reducing overlap and duplication.

Departmental Mandate and Strategic Outcomes

SDC's long-term vision is to build a country where everyone participates and plays an active role in society. The departmental mission is to strengthen Canada's social foundations by supporting the participation and well-being of individuals, families, and communities through citizen-focused policies, services, and programs. These strategic directions set out a central role for SDC in strengthening Canada's social foundations and in helping build a 21^st century economy. The following chart outlines SDC's vision and mission as well as the strategic outcomes established to achieve these goals.

Organization and Accountability

This organizational model represents the structure of Social Development Canada following its creation on December 12, 2003. It sets out a branch structure in which individual branches are focused on the achievement of one or more strategic outcomes and work with resources and responsibilities allocated under one or more departmental business lines. This model encourages collaboration among branches and a strong focus on results for Canadians.

An important element in SDC organization and accountability is the departmental responsibility to provide corporate services and service delivery functions to Human Resources and Skills Development Canada (HRSDC) as well as to our own department.

For a detailed description of SDC business lines, please visit http://www.tbs-sct.gc.ca/est-pre/20042005/page.asp?page=002_e_210.htm

Section IV: Departmental Context and Operating Environment

The fiscal year 2003-2004 was one of change and transformation for the former Human Resources Development Canada and the newly created Social Development Canada. At the outset of this planning cycle, a number of key policy challenges were identified by the former HRDC.

Among the policy challenges are the changing demographics and the ageing of Canada's population. Between 1991 and 2001, the population aged 45-64 increased 36%. Projections for the next 35 years show the seniors' population nearly doubling to approximately eight million, almost one-quarter of the nation's total population. Seniors aged 65 and over accounted for 13% of Canada's population in 2003, and are expected to constitute 15% by 2011, which will place increased pressure on our Income Security programs.⁹

SDC recognizes that for many people with disabilities, the ability to continue their education or learn new skills, is vital for their well-being and for their participation and inclusion in Canadian society. New technologies, medical treatments and better access to skills training mean that more people with disabilities can become part of and remain in the workforce.

Another key challenge centered on learning and skills development for children and youth. In the 2003-2004 planning horizon, only 19% of children under age six had access to quality early learning child care services.¹⁰ One in eight young Canadians did not complete high school. One in four high school graduates lacked the literacy skills necessary to participate in the knowledge-based economy.¹¹ Although Canada had the highest proportion of people with post-secondary education in the world, rates were declining after several decades of growth.¹² Especially notable was the growing gap in the rate of participation in post-secondary education between the lowest and middle socio-economic groups.

Economic forecasts for the 2003-2004 planning horizon were generally positive with economic growth expected to average 3.2% in 2003, and Canada forecasted to lead its G-7 counterparts.¹³

Another prominent challenge during this planning horizon was the need to work collaboratively with partners and stakeholders, particularly with respect to the Federal Disability Agenda and implementing the Joint Accord with the Voluntary Sector. In dealing with our partners, our challenge was to improve service delivery and management accountability.

Similarly, citizen demands for more effective and efficient government services in Canada and in other developed countries were changing the manner in which government interacted with its citizens. Where traditional government relationships with citizens were rules-based, transactional in nature, and driven by program parameters and internal priorities, a new paradigm emerged — that of citizen-centered service with an emphasis on accountability for results. Canadians identified the need for government to provide multiple service channels with no wrong doors; services relevant to their personal needs; and increased electronic and efficient interactions with the government. This demanded that internal operational platforms and services be integrated and effective.

To respond to these diverse policy, program, service delivery and management challenges, the former HRDC launched a comprehensive action plan that focused on providing new policy directions, a new service delivery vision, and an enterprise-wide approach to the provision of key corporate services, all of which were intended to enable Canadians to participate more fully in both the economy and society.

This plan included elements now part of Social Development Canada's mandate, such as:

• focusing on early learning and quality child care to ensure that all children have a good start in life, and that children and families have the tools they need to provide care and nurturing;
• working with disadvantaged and vulnerable individuals and groups to enhance their participation and inclusion in Canadian society;
• building strong and healthy communities to promote economic and social inclusion through community-owned, integrated solutions;
• moving service delivery from a program-centric approach focused on transactions to one which was citizen-centered and occurred across an individual's life cycle; and
• developing approaches to enterprise-wide management of such corporate service functions as human resources, financial and administrative services, legal services, and corporate systems.

The operating context changed in December 2003, when the Government of Canada announced the reorganization of the former HRDC into two departments - Social Development Canada and Human Resources and Skills Development Canada. Social Development Canada was created to help strengthen Canada's social foundations by providing a sharper policy and program focus in the areas of children and families, people with disabilities, seniors, and communities. The Department was also asked to take on additional responsibilities such as leadership of the Government of Canada's Voluntary Sector Initiative, and in collaboration with Human Resources and Skills Development Canada, to build on the work previously done in the former HRDC in order to implement a cost-effective and innovative shared service model for service delivery and corporate service functions.

As Social Development Canada worked to define its medium- and longer-term policy, program and service delivery priorities, immediate attention during the three-and-a-half month period from December 12, 2003 to March 31, 2004, was focused on the following:

• ensuring services for Canadians were uninterrupted through the period in which programs, services, staff, and regional delivery operations were divided between HRSD and SDC;
• leading the development of policy priorities for consideration by Ministers and central agencies in the context of the 2004 Speech from the Throne and 2004 Budget;
• continuing the Modernizing Service for Canadians (MSC) initiative; and
• establishing new departmental governance structures and processes as well as developing a new departmental vision, mission, mandate and set of strategic outcomes.

Crosswalk between former HRDC and new SDC Strategic Outcomes

The following table provides a crosswalk between the strategic outcomes which appeared in the 2003-2004 Report on Plans and Priorities¹⁴ of the former Human Resources Development Canada and the newly developed strategic outcomes for Social Development Canada. It also highlights how specific programs and services falling under each of the former HRDC strategic outcomes have now been allocated across the new Social Development Canada strategic outcomes.

2003-2004 EXPENDITURE PROFILE
SDC expenditures on programs and services total more than $51 billion, of which 97%, or $49 billion, directly benefits Canadians through the Canada Pension Plan (CPP) and the Old Age Security (OAS) program.
Consolidated Total: $51,025.8M
SDC's Total Gross Expenditures			Statutory Transfer Payments
Net Operating Costs		347.7	Old Age Security	20,696.8
Add Recoveries in relation to:			Guaranteed Income Supplement	5,792.0
Canada Pension Plan	260.9		Allowance Payments	413.6
Employment Insurance Account	543.91	804.8	Total	26,902.4
Gross Operating Costs		1,152.52	Canada Pension Plan Benefits	22,606.0
Voted Grants and Contributions		242.0
Total Gross Expenditures		1,394.5
Other - CPP Charges and Recoveries		122.93	Total Statutory Transfer Payments	49,508.44
1 The Employment Insurance (EI) Account is under the portfolio of Human Resources and Skills Development Canada (HRSDC) but SDC recovers costs for services provided to the EI program such as corporate services and service delivery. 2 Total operating costs include costs of human resources, financial and administrative services, legal services and corporate systems for HRSDC. 3 Represents the CPP administrative charges from other government departments and excludes the SDC CPP administrative charges reflected as part of operating costs. 4This amount directly benefits Canadians.

Section V: Summary of Departmental Performance

The purpose of this section is to provide a report card on departmental performance based on existing program performance indicators and the recommendations of Parliamentary Committees.

Summary of Performance Indicators

The following table provides an overview of Social Development Canada's performance indicators, objectives and results for the year 2003-2004. It should be noted that while the strategic outcomes are new, the performance indicators, objectives and results originate in the former HRDC.

SDC will, in 2004-2005, review these performance indicators to ensure their ongoing relevance to each strategic outcome and develop new performance indicators. SDC is in the process of developing a more comprehensive performance measurement framework that will enable the monitoring of program performance and progress towards the new strategic outcomes to better demonstrate accountability for results and resources to Parliament and Canadians.

: Results achieved

: Exceeded expectations

X: Results not achieved

N/A: Objectives not available

STRATEGIC OUTCOME 1: A Canada where the quality of life and inclusion for seniors is enhanced and poverty alleviated through sustainable public pensions, benefits, and supports
Rating	Key Performance Indicators	Objective (O) Result (R)
	Average number of working days to process Old Age Security applications	O: 28 days R: 19 days
	Average number of working days to process Canada Pension Plan Retirement applications	O: 28 days R: 22 days

STRATEGIC OUTCOME 2: A Canada where the social and economic participation of Persons with Disabilities is enhanced
Rating	Key Performance Indicators	Objective (O) Result (R)
	Percentage of all CPP Disability initial application decisions made within 120 calendar days of receipt of completed application	O: 70% R: 82%
	Percentage of all CPP Disability reconsideration decisions made within 120 calendar days of receipt	O: 65% R: 78%

STRATEGIC OUTCOME 5: A Canada where service delivery is focused on citizen needs
Rating	Key Performance Indicators	Objective (O) Result (R)
	Percentage of callers answered by an Income Security Program Service Delivery Agent within three minutes	O: 95% R: 99%
X	Call Centre Insurance Service Delivery Representative access within three minutes15,16	O: 95% R: 79%
	Availability of SDC's automated service channels to Canadians17	O: 94% R: 95.6%
	Timely production of payment files in support of all SDC payments to Canadians18	O: 95% R: 99.4%

STRATEGIC OUTCOME 6: Effective corporate services
Rating	Key Performance Indicators	Objective (O) Result (R)
	Visible Minority Representation %19	O: 7.1% R: 8.1%
	Aboriginal Representation %	O: 1.6% R: 3.6%
	People with Disabilities Representation %	O: 4% R: 8%
	Women Representation %	O: 57.5% R: 70%
	Total dollars collected - EI and Employment Programs20	O: $296,785K R: $314,702K
	Total dollars collected – CPP inactive accounts	O: $10,365K R: $12,066K
	Total dollars collected – Defaulted Canada Student Loans21	O: $142,100 R: $152,342
N/A	2003-2004 Complaints — Service to the public (One complaint was unfounded) 22	R: 51
N/A	2003-2004 Complaints — Language of work 23	R: 6

Parliamentary Committee Recommendations

The following section provides a summary of activities undertaken by Social Development Canada to respond to those Parliamentary Committee Reports that have partly or wholly affected Social Development Canada.

Listening to Canadians: A First View of the Future of the Canada Pension Plan Disability Program

Tabled in June 2003
Available at: www.parl.gc.ca/InfoComDoc/37/2/HUMA/Studies/Reports/humarp05-e.htm

Government of Canada Response to Listening to Canadians: A First View of the Future of the Canada Pension Plan Disability Program, The Fifth Report of the Standing Committee on Human Resources Development and the Status of Persons with Disabilities

Tabled in November 2003
Available at: www.sdc.gc.ca/en/isp/pub/cpp/disability/5threport/5thpg1.shtml

In June 2003, the Standing Committee on Human Resources Development and the Status of Persons with Disabilities tabled its fifth report in the House of Commons, Listening to Canadians: A First View of the Future of the Canada Pension Plan Disability Program. In November 2003, SDC tabled its Response to the Committee Report and identified specific work items to be undertaken and/or implemented, subject to any necessary consultation with the provinces. The most notable progress includes:

• Approval of an amendment to the Canada Pension Plan (CPP) by Parliament, which is now awaiting provincial orders-in-council before coming into force. This amendment will allow Automatic Re-instatement of CPP disability clients who leave benefits to work to be reinstated, if they are unable to continue working because of their disability;
• Commencement of work on a comprehensive evaluation of the CPP Disability program. Last evaluated in 1996, the first step involves development of an evaluation framework, which should be completed by January 2005, and the subsequent evaluation which will require a further 12 to 15 months;
• Social Development Canada is working with provincial and territorial disability income support programs for people with disabilities to reduce the administrative burden on clients applying to programs in both jurisdictions, as well as undertaking efforts to support mutual clients trying to return to work; and
• Collaborative efforts with the Department of Finance, provinces, and territories to review eligibility for long-term CPP contributions and to examine the possibility of eliminating the four-month waiting period for terminally ill applicants.

SDC is also working on other commitments and will provide more detailed and periodic progress reports to the Standing Committee on Human Resources Development and the Status of Persons with Disabilities. The first of these reports will be made available by the end of the 2004-2005 fiscal year.

The Guaranteed Income Supplement: The Duty to Reach All

Tabled in December 2001
Available at: www.parl.gc.ca/InfoComDoc/37/1/HUMA/Studies/Reports/HUMARP6-E.HTM

Government of Canada Response to the Sixth Report of the Standing Committee on Human Resources Development and the Status of Persons with Disabilities

Tabled May 1, 2002
Available at: www.sdc.gc.ca/en/isp/pub/oas/6threport/6thtoc.shtml

On December 4, 2001, the Standing Committee on Human Resources Development and the Status of Persons with Disabilities issued its Sixth Report entitled, The Guaranteed Income Supplement: The Duty to Reach All.²⁴ In this report, the Standing Committee recognized that the Guaranteed Income Supplement (GIS) is an essential program for low- and modest-income seniors and recommended that the department continue its efforts to identify and contact seniors who may be eligible for the GIS. The former Human Resources Development Canada tabled an official response to the Committee on May 1, 2002, entitled, Reaching Canadians for 75 Years.²⁵ Since then, the department has undertaken the following activities to increase awareness of the GIS and encourage people to apply.

In moving forward, activities and accomplishments that further advance GIS Take-Up will be addressed in tandem with our efforts to modernize our programs and services for the benefit of all Canadians (see Strategic Outcome 5: A Canada where service delivery is focused on citizen needs).

Raising Adult Literacy Skills: The Need for a Pan-Canadian Response

Available at: http://www.parl.gc.ca/committee/CommitteePublication.aspx?SourceId=37565

Government of Canada Response to the Report of the Standing Committee on Human Resources Development and the Status of Persons with Disabilities - Raising Adult Literacy Skills: The Need for a Pan-Canadian Response

Tabled November 5, 2003
Available at: http://www.sdc.gc.ca/en/cs/comm/reports/literacy/index.shtml

In June 2003, the Standing Committee on Human Resources Development and the Status of Persons with Disabilities tabled its report in the House of Commons, Raising Adult Literacy Skills: The Need for a Pan-Canadian Response. The Government of Canada made a number of recommendations related to raising the adult literacy rate. In its tabled response, HRSDC identified three commitments of specific interest to SDC relating to the enhancement of literacy and numeracy skills of people with disabilities. Progress against these commitments to date:

• Recommendation 14 supports the National Literacy Secretariat (NLS) allocating funding to literacy projects for people with learning disabilities.²⁶ NLS indicated that they will be working closely with the Office for Disability Issues on a current initiative that will capitalize on the latest data from Statistics Canada's and the Organization for Economic Co-Operation and Development's International Adult Literacy and Learning Survey;
• In response to Recommendation 15, SDC indicated that it would consider including the enhancement of literacy and numeracy skills development as a focus of the Multilateral Framework for Labour Market Agreements for Persons with Disabilities; and
• Recommendation 16 proposes a $5 million expansion of SDC's Opportunities Fund to fund literacy and numeracy skills development. The Government of Canada indicated that it could consider this recommendation during a review of the Opportunities Fund it is undertaking to strengthen the Fund's role as a labour market program or orient it in a new direction. The creation of the Department of Social Development with the Opportunities Fund as part of a new envelope of disability programs is a key step in this regard.

Taking the Necessary Measures to Enhance the Integrity of the Social Insurance Number: A Review of the Action Plan

Tabled February 28, 2003
Available at: www.parl.gc.ca/InfoComDoc/37/2/HUMA/Studies/Reports/humarp02-e.htm

Progress Report on the Implementation of the Social Insurance Number (SIN) Action Plan

Tabled in October 2003
Available at: www.hrsdc.gc.ca/en/cs/comm/reports/sin/index.shtml

Significant progress has been made in strengthening the Social Insurance Number (SIN) application process and improving the integrity of the Social Insurance Registry (SIR) and in building a new system to offer citizens a single gateway for lifelong access to government programs and services any way they wish — on the Internet, on the telephone, by mail or in person.

Agreements are being discussed with the provinces, territories and other government departments and agencies to provide client updates to the SIR, making it the common link to accurately identify people registering for government services. The SIR contains pertinent information about 30.2 million citizens.

Update on Recommendations of the Standing Committee on Public Accounts and the Standing Committee on Human Resources Development and Status of Persons with Disabilities

Much has been done to enhance the integrity, completeness, and accuracy of the SIR and SIN application process. The Proof-of-Identity Program policies and practices determining identity and status in Canada have been updated. A new policy to administer the 900-series SIN (those issued to temporary residents in Canada) has been implemented, and 900-series cards for temporary residents that were not renewed have been deactivated. The SIR has been updated, deactivating SINs not used in the last five years. An evaluation of the completeness, accuracy, and reliability of the SIR pointed to a high level of SIN/SIR integrity. Enhanced performance targets, measurements and risk-mitigation strategies are being implemented in the SIR.

Ongoing work to transform service includes the development of a federal/provincial/ territorial framework to strengthen provincial/territorial partnerships and agree on how to link vital event data with the SIR. In 2004-2005, efforts will focus on concurrent registration of SINs at birth, validating information to issue SINs, and accessing death information. A draft Memorandum of Understanding (MOU) has been negotiated with the BC Vital Statistics Agency and discussions are underway with Ontario. Work continues with Foreign Affairs Canada (FAC), Citizenship and Immigration (CIC), and the provinces and the territories to draft an identity policy ensuring a common approach to managing identity and determining status in Canada. A draft MOU has also been negotiated with CIC to obtain citizenship data by 2006. A communications plan is being created as needed. In 2003-2004, it targeted 900-series SIN holders to ensure they received information before changes on expiry dates came into force on April 3, 2004.

Building a Brighter Future for Urban Aboriginal Children Report of the Standing Committee on Human Resources Development and the Status of Persons with Disabilities

Tabled June 12 2003
Available at: www.parl.gc.ca/InfoComDoc/37/2/HUMA/Studies/Reports/humarp04-e.htm

Response of the Government of Canada to the Fourth Report of the Standing Committee on Human Resources Development and the Status of Persons with Disabilities: Building a Brighter Future for Urban Aboriginal Children

Tabled in the House of Commons on behalf of the Government of Canada by The Honourable Ralph Goodale, P.C., M.P.

Federal Interlocutor for Métis and Non-Status Indians

Tabled November 6, 2003
Available at: www.pco-bcp.gc.ca/interloc/default.asp?Language=E&Page=Strategy&Sub=Response

Recommendation 1 of the Report supports a single federal department coordinating policy and program activities for Aboriginal people (on and off-reserve) in order to better collaborate with provincial/territorial governments and municipalities. It also recommends that Aboriginal organizations be invited to take a proactive participatory role in such an initiative; and that the creation of an integrated federal policy and program framework for the development of young Aboriginal children, both on and off-reserve, from the prenatal period to age twelve be a key outcome.

The Government of Canada is making progress towards achieving the goals of improved coordination and a more integrated policy and program framework to meet the range of needs faced by many Aboriginal children living in urban centres. Social Development Canada was involved in the development of the National Children's Agenda (NCA). The NCA sets a vision for children and identifies a number of areas where cooperative effort can have positive effects on children. This vision was developed through an extensive consultation process with First Nations and Inuit communities and was agreed to by federal, provincial and territorial governments.

Recommendation 2 proposes that urban Aboriginal service-providers be consulted in program development, implementation and evaluation.

Consultations with urban Aboriginal service-providers on program development, implementation and evaluation have occurred and continue to occur. The Federal Early Childhood Development (ECD) Strategy for First Nations and other Aboriginal Children is one such example where local realities and needs have influenced program content, through the involvement of urban Aboriginal organizations. This strategy, administered in large part by Indian Affairs and Northern Development Canada, commits $320 million over five years to improve and expand federal programs for young Aboriginal children.

Social Development Canada, together with its partners Indian Affairs and Northern Development, Human Resources and Skills Development Canada, and First Nations and Inuit communities, has been active in the development of the First Nations and Inuit Childcare Initiative. The February 2003 Budget announced $35 million over four years for early learning and childcare for First Nations and Inuit children. Urban Aboriginal children are among the beneficiaries of this program, with outcomes that include increased cognitive and language development, and socio-economic and behavioural skills.

Social Development Canada provides policy advice, and develops and delivers pan-Canadian programs intended to support early childhood learning and development. Several of these programs for Canadian children can be considered to support the development of urban Aboriginal children, as part of the broader client groups that they serve. Understanding the Early Years, for example, provides targeted communities with community-specific research information that enables them to deliver targeted policies and programs for young children. The teachers, parents, community agencies and family service experts in pilot communities collect three types of information: developmental outcomes of children aged 5-6; characteristics of the community and of families in the community; and information on service provision. Each pilot site requires 300 school children for research purposes. Aboriginal children have been engaged in some of the first pilot sites, which incorporate urban and rural centres, and would be among target groups for new pilot sites meeting the program criteria. In the Speech from the Throne, a commitment was made to extend this successful community pilot project to 100 communities over the next five years from the current 12 communities.

In the previous session of Parliament, the Minister for Social Development and the Minister of State (Children and Families), were participants in the development of Canada's response to the United Nations' Special Session on Children and a related report, A World Fit for Children. The Canadian report, released by the Government of Canada on May 10, 2004, A Canada Fit for Children, contains a number of commitments and recommendations to advance the development of children, including Aboriginal children. It was initially submitted to the United Nations on April 22, 2004, by Senator Landon Pearson.

Social Development Canada is also contributing to the federal policy agenda with respect to Aboriginal Peoples. The Canada-Aboriginal Peoples Roundtable of April 19, 2004, held in Ottawa, for example, was planned to address quality of life issues that included lifelong learning and early childhood development priorities for Aboriginal children. The resulting forward policy agenda is the subject of consultations that are taking place with National Aboriginal organizations and with provincial, territorial, municipal and other levels of government, as appropriate, in 2004-2005.

The remaining recommendations (3-8) are largely the purview of other departments and were so identified in the Government Response to the Standing Committee.

Section VI: Performance Results and Policy Accomplishments

Strategic Outcome 1: A Canada where the quality of life and inclusion for seniors is enhanced and poverty alleviated through sustainable public pensions, benefits, and supports

Description

SDC recognizes that Canada's population of seniors is growing, as are the needs of this client group. While the main focus of this Strategic Outcome is on SDC's overall policy and program activities related to the material well-being of seniors, it also extends to our responsibility to ensure a basic income for the survivors and children of deceased contributors, and for eligible individuals who have worked and/or lived in Canada and whose pensions are covered by international social security agreements. SDC also demonstrates leadership in developing policies and programs, undertaking research, and disseminating knowledge to further advance this strategic outcome.

While many departments assist Canadian seniors through a variety of programs and supports, SDC makes a significant contribution to their social well-being by providing income security to eligible individuals through public pensions. Public pensions account for 97% of all SDC spending and include the Old Age Security Program and Canada Pension Plan. Currently, approximately one in eight Canadians is aged 65 years or over. By 2025, this ratio will increase to one in five. As Canadian seniors continue to grow in number and live longer, these challenges will have longer-term implications for income adequacy and savings in old age.

In Canada, poverty rates for people aged 65 years and older have fallen significantly over the past decade, from 20.8% in 1980 to 6.9% in 2002 (based on after-tax LICO). However, a significant minority of seniors remain poor. Unattached individuals are more likely to be poor than elderly families: 18% versus 2.7% while the low-income rate for senior women was at an all-time low of 9% in 2002. The prevalence of low-income for unattached senior women remained high at 19.5%. The incidence of low income in Canadians' later years is becoming more challenging. Throughout their working lives, many clients face multiple barriers to employment that are often exacerbated by changing family circumstance, disability, or education and training gaps. We must make further inroads in reducing poverty among seniors and gain a better understanding of the factors that contribute to low income prior to retirement.

Canadian seniors are not a homogeneous group. Their needs and concerns differ and change throughout the senior years. For example, newly retired seniors and those in their 70s may enjoy excellent health and an active retirement, while those over 80 will be increasingly concerned about health and health care, housing options and social isolation.

To ensure that people who have lived and worked in other countries, as well as Canadians living and working abroad, can receive pension contributions to which they are entitled, SDC also negotiates and administers international social security agreements. In a period of increasing globalization and mobility of workers and knowledge, Canada is a world leader in recognizing the contributions and entitlements of workers internationally through reciprocal pension recognition, second only to the Netherlands, with 46 signed social security agreements in 2003-2004.

By expanding our policy work both at home and abroad, we have taken the appropriate steps towards ensuring policies and programs are responsive and up-to-date in meeting the needs of seniors today and tomorrow. Complementing our progress in policy development is our continued commitment to innovative and improved services for seniors, which is addressed in greater detail in the section relating to Strategic Outcome 5: A Canada where service delivery is focused on citizen needs.

Program, Resources and Results Linkages

SDC administers the two programs that support this strategic outcome: the Old Age Security (OAS) Program and the Canada Pension Plan (CPP).²⁷ The OAS is the cornerstone of the public pension system and ensures a basic retirement income for all eligible Canadians, as well as income-tested benefits for low-income seniors and their partners 60-64 years old. The Canada Pension Plan (CPP) is a contributory program that provides earnings protection for workers and their families in the event of retirement, disability or death. In 2003-2004, the OAS and CPP (excluding disability pensions) provided a total amount of $26.9 billion and $19.5 billion respectively in benefits to Canadians. Seniors and those nearing that age were the vast majority of the 5.2 million Canadians who received both CPP retirement and OAS pensions.

Programs

Resources¹

Results Achieved

Provide Canada Pension Plan Retirement Pension Benefits

• 2,954,287 CPP Retirement Pension benefits totaling $15.9 billion.

Provide Old Age Security, Guaranteed Income Supplement Benefits (GIS) and Allowance Benefits

• 4,018,200 OAS benefits totaling $20.7 billion.
• 1,463,093 Guaranteed Income Supplement benefits totaling $5.8 billion.
• 91,674 Allowance benefits totaling $413.6 million.
• Initial efforts to reach and encourage eligible seniors to apply for GIS led to the development of a comprehensive initiative designed to both facilitate and streamline GIS applications.

Reduce reliance on paper proofs for documentation (such as birth certificates), particularly if such information is available from sources such as the Canada Customs and Revenue Agency (CCRA) or the Social Insurance Registry

• A regulatory amendment package was drafted in 2003-2004 to permit SDC to use the Social Insurance Register (SIR) to validate the age and identity of applicants. It will allow SDC to use existing data sources to verify birth evidence for applicants and, once implemented, nearly a million fewer proofs of birth will be required annually, resulting in a more streamlined application process, a reduction of the evidentiary burden on clients and reduced storage costs. The amendment is anticipated to be passed in the fall of 2004.
• A second amendment was drafted in 2003-2004 to permit the use of existing data sources to verify the marital status of applicants when it has already been provided (e.g., data reported to the Canada Customs and Revenue Agency). This measure will also streamline the application process while reducing the evidentiary burden on clients. The amendment is anticipated to be passed in the fall of 2004.

Provide CPP survivors benefits for spouses/partners and the children of a deceased CPP Contributor who meet eligibility requirements

• 1,130,430 CPP Survivor and Death Benefits totaling $3.6 billion.

Enhance partnerships with community-based organizations to help make low-income pensioners and survivors aware of our programs and of the benefits to which they may be entitled

• SDC Outreach worked in partnership with 75 Aboriginal Resource Centres across Canada to increase take up of Income Security benefits by Aboriginal communities in rural and urban centres, thereby enhancing access by Aboriginal communities to Income Security programs and services.
• SDC worked with the Homelessness Secretariat in Human Resources and Skills Development Canada and its partners, targeting food banks and shelters to ensure that potential clients were aware of, and could apply for, federal benefits to which they may be entitled. As a result, 17,000 new married or common-law couples, and 1,200 new survivors aged 60-64, applied for GIS and Allowance for the Survivor benefits; and client service to vulnerable Canadians was improved.
• As part of an ongoing partnership with funeral service-providers, SDC produced and disseminated to all service-providers a new fact sheet entitled "During Your Time of Loss...Information For Survivors." We also developed a "Notification of Death" form for use by funeral directors across Canada to notify SDC of the death of contributors and beneficiaries; met with the Funeral Services Association of Canada to obtain feedback on our services; and maintained contact at the local level with funeral directors across the country. This work improved access to Income Security programs and services by key stakeholders and clients and enhanced client service to Canadians who have recently suffered the loss of a loved one.

Provide social security benefits to people who have lived and worked in both Canada and abroad, and in 2003-2004, negotiate new social security agreements with Estonia, Latvia and Lithuania and assess the possibility of signing agreements with more countries, including Bosnia-Herzegovina, the former Yugoslav Republic of Macedonia, India and Yugoslavia

• In 2003-2004, 65,494 people benefited from International Agreements outside Canada and $106 million in benefits were paid.
• Negotiations towards social security agreements and administrative arrangements were concluded with Estonia, Latvia and Lithuania. In 2004-2005, we will have the three agreements signed and finalize Canada's approval processes to bring the agreements into effect in 2005. This will result in further protection and coverage of pension earnings for workers to and from Canada.
• Research and analysis to prepare for preliminary discussions with social security officials from Bosnia-Herzegovina, the former Yugoslav Republic of Macedonia, India and Yugoslavia were undertaken. These initial negotiations are expected to commence in 2005.

Summary of Performance Indicators

Strategic Outcome 2: A Canada where the social and economic participation of Persons with Disabilities is enhanced

Description

Canadians with disabilities are ready to contribute to and benefit from Canada's prosperity as learners, workers, volunteers, and family members. SDC seeks to enhance the participation of this client group in society and the economy by providing income security through disability pension benefits, targeted disability programming, and knowledge development and effective leadership on disability issues within the department and across the Government of Canada. In addition, we also bring together key partners and stakeholders to help the disability community to improve its capacity to partner with government to achieve shared program and policy goals.

Disability affects millions of Canadians and their families. In 2001, one in eight (3.6 million) Canadians reported that they had participation or activity limitations. Of them, 180,000 were children (3.3% of all children), almost two million were between the ages of 15 and 64 (14.6% of that group), and almost 1.5 million were 65 or older (40.5% of that entire group and a majority of seniors 75 and older). Approximately two million people with disabilities receive help from 2.8 million Canadians who are caregivers to a family member or friend because of a long-term disability or health issue. This trend will become even more pronounced as our population ages: 40% of those currently over the age of 65 years report some level of disability.

While many Canadians with disabilities participate in, and contribute to work, learning and community life, others continue to encounter barriers that lead to long-term poverty and social exclusion. For many working-age persons with disabilities, their ability to continue their education, or learn new skills, is vital for their well-being and for their participation and inclusion in Canadian society. New technologies, medical treatments and better access to skills training now mean that some people with disabilities can become part of, and remain in, the workforce. For some people, this might be the first step back to full employment; others might be able to work only occasionally.

The Government of Canada is committed to enabling Canadians with disabilities to beincluded as full citizens throughout our society and economy. While many Government of Canada departments and agencies provide services and supports that benefit people with disabilities, their families, and caregivers, Social Development Canada makes a particularly significant contribution. The Government has given us the lead role in disability issues at the federal level, based on our department's responsibility for, and investments in, policy and program activities that encourage the social and economic participation of people with disabilities, knowledge development and our ongoing partnerships with other levels of government and the disability community. The Government demonstrated this commitment when it funded an integrated package of measures in the 2004 Budget for people with disabilities including an amendment to the CPP legislation that would allow for automatic reinstatement of disability benefits for eligible recipients. As part of the new measures announced in the 2004 Budget, $223 million will be directed to help people with disabilities via the Multilateral Framework for Labour Market Agreements for Persons with Disabilities (which replaced the Employability Assistance for People with Disabilities initiative April 1, 2004), and $26.7 million will be directed to help people with disabilities via the Opportunities Fund (OF). The 2004 Budget also committed $13 million over 5 years to conduct the Participation and Activity Limitation Survey, a major national survey of Canadians with disabilities, as part of the 2006 Census.

In addition to the aforementioned investments, the department has been active in efforts to enhance the social and economic participation of people with disabilities. Over the last year, community and government co-operation and consensus-building in the policy field has been greatly strengthened. The department, under the Voluntary Sector Initiative, sponsored Connecting People to Policy, a project led by the Council of Canadians with Disabilities and the Canadian Association for Community Living. It brought together federal and provincial government officials with over fifty representatives from disability organizations in two national forums to discuss disability investment priorities. In addition, we continued to develop a disability research program including publishing the results of a ground-breaking survey of prices for disability-related goods and services and commissioning new research projects to examine factors affecting employment and income. The department also began the development of the 2004 Federal Disability Report and conducted a Public Opinion Poll to gauge attitudes towards people with disabilities and awareness of disability issues.

Program, Resources and Results Linkages

In addition to providing earnings replacement in the event of retirement or death of a spouse, SDC also administers disability benefits to contributors (and their children) who have made sufficient contributions to the Canada Pension Plan and whose disability prevents them from working at any job on a regular basis.²⁸

Through EAPD, SDC provided funding for provincial programs and services to help working-age adults with disabilities prepare for, find and keep employment. As of April 1, 2004, the EAPD was replaced by the Multilateral Framework for Labour Market Agreements for Persons with Disabilities.

In December 2003, the department took over responsibility for the administration and management of contribution agreements with individuals and organizations through the Opportunities Fund (OF), 80% of which is regionally-delivered through the HRSDC service delivery network.²⁹ In 2003-2004, through the OF, over 3,900 people with disabilities were assisted in their efforts to prepare for, obtain, or maintain employment or become self-employed. Of these, over 2,500 enhanced their employability and over 1,900 obtained employment or became self-employed.

Other SDC programs, such as the Disability component of the Social Development Partnerships Program, aim to increase the capacity of the disability community to promote the social well-being of people with disabilities. More information on the Social Development Partnerships Program can be found under Strategic Outcome 3: A Canada where vibrant and inclusive communities meet the social development needs of Canadians.

Programs

Resources

Results Achieved

In 2003-2004, we advanced key priorities and commitments related to enhancing the social and economic participation of people with disabilities. The work of the Standing Committee on Human Resources Development and the Status of Persons with Disabilities in developing its fifth report entitled, "Listening to Canadians: A First View of the Future of Canada Pension Plan Disability Program" reaffirmed our policy and service delivery priorities and helped form the foundation of our government response.³⁰ Additional momentum was provided in December 2003 when SDC was mandated with the responsibility of bringing together programs for people with disabilities, formerly resident in different branches of the former HRDC, in order to provide a stronger, cohesive policy and program focus.

As a result, the Office for Disability Issues (ODI) took over responsibility for the management and administration of the Opportunities Fund (OF). Under OF, local offices of HRSDC and a national projects team in SDC headquarters administer contribution agreements with individuals and organizations to assist eligible people with disabilities prepare for, obtain and keep employment or self-employment. Since December, a call for proposals process was developed and successfully implemented for OF - National Projects, opening the door for new organizations to access funding. A Guide for Sponsors was also developed to assist applicants in preparing their proposals.

Our specific achievements against the commitments identified in the 2003-2004 HRDC Report on Plans and Priorities have been outlined as follows.

Canada Pension Plan Disability

Provide CPP Disability benefit

• SDC provided 378,132 benefits to disabled contributors and their children in 2003-2004, with a total expenditure of $3.1 billion. These benefits can be broken down as follows:
  • 287,787 Disability pensions totaling $2.8 billion
  • 90,345 benefits for Children of Disabled

Introduce a new service delivery model which will identify, among other things, how each client's level of need for support will be determined, how cases will be managed, what expanded services or referrals will be offered, how clients will be assessed for progress and how clients will move out of or graduate from the program

• In 2003-2004, a new return-to-work service delivery model based on a case management approach was developed in consultation with the regions for CPP Disability clients having the potential to return to work. This comprehensive program design sets out the procedures and protocols for delivery of return to work supports tailored to the needs of CPP Disability clients.

Develop tools to better assess client progress (return-to-work supports) to a larger group of individuals

• Several new tools were developed to ensure the most appropriate clients are identified for return-to-work services and to assess progress. Tools include, for example, a pre-scheduled return to work screening tool, a Vocational Rehabilitation screening tool, and case consultation guidelines and procedures to contact clients and record costs.

Performance indicators will be developed to determine the degree of success

• The management reporting framework has been re-vamped to capture all interventions supporting CPP Disability clients who are returning to work. A set of indicators is being developed.

Conduct an evaluation of the existing vocational rehabilitation program

• In 2003-2004, Phase I of the evaluation of the CPP Disability vocational rehabilitation program was completed. The study indicates that clients who complete Vocational Rehabilitation are more likely to move into employment and off the CPP Disability caseload than those who do not complete the program or who never participated. There was also a modest cost savings per client over a four-year period. Rather than proceeding with a Phase II evaluation, it was decided to defer the evaluation until 2007 and focus the study on the overall return to work service delivery model.

Employability Assistance for People with Disabilities (EAPD)

Work with provinces to fast-track a comprehensive agreement to remove barriers to participation in work and learning for people with disabilities

• On December 5, 2003, Ministers Responsible for Social Services endorsed the Multilateral Framework for Labour Market Agreements for Persons with Disabilities, a joint Federal/Provincial initiative.³¹ The Framework replaces EAPD. The new Framework provides a new opportunity for governments to work together on a more comprehensive approach, under more flexible arrangements, while improving reporting to Canadians on progress made. Priority areas under the new Multilateral Framework include: education and training, employment and participation, employment opportunities, connecting employers and people with disabilities, and building knowledge.
• Approximately 200,000 people with disabilities participated in EAPD-funded programs and services.

Working with provincial and territorial partners to develop and implement successor agreements to EAPD

• Under EAPD the total annual federal commitment to provinces was $193 million. Budget 2004 announced increased funding of $30 million annually in 2004-2005 and subsequent fiscal years for new agreements under the Multilateral Framework. This brings the total federal contribution under the Multilateral Framework to $223 million annually.
• Negotiations on bilateral agreements with the provinces under the Multilateral Framework took place during winter 2004. The new agreements took effect April 1, 2004.
• The successor agreements to the EAPD initiative will provide improved accountability to Canadians on the effectiveness of provincial labour market programs for people with disabilities.

Opportunities Fund

Provide Opportunities Fund (OF) programming to people with disabilities

• In 2003-2004, through OF, more than 3,900 people with disabilities were assisted in their efforts to prepare for, obtain, or maintain employment or become self-employed. Of these, more than 2,500 enhanced their employability and more than 1,900 obtained employment or became self-employed.

Develop a call for proposal process for OF national projects, to encourage new and innovative ideas

• The Terms and Conditions for the Opportunities Fund (OF) were renewed until March 31, 2005. The Office for Disability Issues committed to undertake a special review of federal labour market programming for persons with disabilities. This review, which is to include strategies/options for greater federal government coordination and coherence, is to be completed for the fall of 2004.

Undertake work to renew the terms and conditions of the Opportunities Fund within the context of the Framework for a Comprehensive Labour Market Strategy

• Terms and Conditions for OF were renewed allowing for continued flexibility in program delivery, the further development of innovative approaches, and improved accountability for results.

Developing a Stronger and More Coherent Approach to Disability Policy

Prepare a disability action plan to set out more specific objectives and timelines for the federal government's priorities for integrating people with disabilities

• Within SDC, a Directors of Disability Forum (DDF) was established in April 2003 to provide program and policy leadership on disability issues within the department. During 2003-2004, SDC also provided support to the Assistant Deputy Minister's Steering Committee (ADMSC), which provides intergovernmental policy and program leadership on cross-cutting disability issues that are federal priorities to improve the integration of persons with disabilities. A Director General-level ADMSC Subcommittee and interdepartmental working group on the 2004 Federal Disability Agenda were also established.
• The coordination of these many players across departments is essential to identifying the Government of Canada's multiple services for Canadians and to establishing a common understanding of disability among departments that support the inclusion of persons with disabilities. Within SDC, a work plan was developed in September 2003 to bring together departmental programs and services for this client group in a more integrated and coherent manner.

Communicate key findings of the Participation and Activity Limitation Survey (PALS)

• In December 2003, SDC released Disability in Canada: A 2001 Profile, which outlined the key findings of the Participation and Activity Limitation Survey (PALS). The 2004 Budget committed $13 million over 5 years for the development, implementation and dissemination of 2006 PALS, which will ensure the development of sound and integrated disability policies and programs based on current and comprehensive information made available through this major national survey.

Work with federal/provincial/territorial partners to conduct a disability supports gap analysis and report to gain a better understanding of the strengths and limitations of the Canadian disability supports system

• The final reports of the disability supports gap analysis (covering adults and children) were shared with the Federal/Provincial/Territorial (FPT) Working Group in July 2004. At the request of the co-chairs of the FPT Working Group, options for income and disability supports are being developed with a view to developing a long-term, comprehensive strategy on disability priorities and are expected to be presented to Deputy Ministers and Ministers of Social Services in spring 2005.

Work with other government departments and the voluntary sector to develop and implement federal instruments to assess federal programs to ensure they consistently take the needs and realities of people with disabilities into account and that they are accessible to all Canadians

• We conducted a public opinion survey to gauge attitudes towards people with disabilities and awareness of disability issues. This study marked the first attempt at conducting a comprehensive, national public opinion survey on disability issues in Canada. The knowledge gained will be used to improve disability policy development, programming, and communications, and will be shared with other governments and disability organizations to assist them in their disability policy, planning and communications activities.

Prepare and release the report on definitions of disability

• SDC developed the report, Defining Disability: A Complex Issue, which provides an inventory of definitions of disability, objectives, eligibility criteria, and assessment processes for key federal government initiatives (laws, tax measures and programs) that target people with disabilities. This report helps to address the concerns that many Canadians, including Parliamentarians, have expressed about the difficulty of understanding definitions used in various disability programs while also providing a base to improve coherence across programs and policies.

Develop, in collaboration with the Department of Finance, a targeted measure to assist low-income families raising children with severe disabilities

• Budget 2003 announced $50 million per year for a new Child Disability Benefit (CDB) for low- and modest-income families that will provide up to $1,600 annually for a child qualifying for the Disability Tax Credit (DTC). Effective July 2003, the benefit will be paid as a supplement to the Canada Child Tax Benefit (CCTB). This initiative will support an estimated 40,000 families with the additional costs of caring for children with severe disabilities.

Summary of Performance Indicators

Strategic Outcome 3: A Canada where vibrant and inclusive communities meet the social development needs of Canadians

Description

Social Development Canada recognizes that vibrant and inclusive communities foster the social well-being of their members and are a pillar for social development across Canada. Our work leverages the contributions that Canadians make to their communities, by recognizing and sharing innovative, effective responses to social issues and generating insights from which other local, regional and national groups can learn and apply best practices.

SDC strengthens the capacity of social non-profit and voluntary sector organizations through Social Development Partnerships Program's (SDPP) grants and contributions, Understanding the Early Years (UEY), and the Voluntary Sector Initiative (VSI). SDC also recognizes volunteerism in the social development sector through its management of the Thérèse Casgrain Volunteer Award. More recently, the 2004 federal Budget announced the creation of a new version of the New Horizons for Seniors Program that will be managed by SDC.

Program, Resources and Results Linkages

The Social Development Partnerships Program (SDPP) provides support for initiatives that seek to improve the quality of life and promote the full participation of people with disabilities, children, families, and other vulnerable and excluded populations. SDC works in partnership with social nonprofit voluntary sector organizations, social development experts, academics, and our government partners and other stakeholders to ensure that our investments will have the best possible impacts. The children and families component of the SDPP provides support for early learning and child care and contributes to major federal/provincial/territorial policy initiatives such as the September 2000 Early Childhood Development Agreement and the March 2003 Multilateral Framework on Early Learning and Child Care. This component includes an initiative to strengthen the capacity of national organizations to promote the development of linguistically and culturally relevant early learning and child care for families in official language minority communities. SDC will build on work initiated in 2003-2004 to expand the capacity of non-governmental organizations (NGOs) that represent Francophone minority communities on early childhood development issues by investing $3.8 million over five years in official language minority communities.

Through the disability component of SDPP (SDPP-D), SDC promotes the full participation in learning, work and community life of Canadians with disabilities. In 2003-2004, SDPP-D provided $16.6 million to support the capacity of the disability community to undertake social development initiatives across a range of issues at the national, provincial and local levels across Canada.

In 2000, the federal government and the voluntary sector launched the Voluntary Sector Initiative (VSI). Prior to December 2003, HRDC contributed to the VSI, which was led by Canadian Heritage. Since December, SDC has assumed responsibility and the role of the lead federal department for advancing this initiative. The Government of Canada reaffirmed its commitment to advance this initiative in the 2004 Speech from the Throne and Budget 2004. Total federal funding for the VSI to March 2005 was $94.5 million. In Budget 2004, SDC received a further $3 million in both 2004-2005 and 2005-2006 to continue to advance the VSI. This $6 million commitment will support the government's objectives of further strengthening the sector's capacity to collaborate and innovate.

Understanding the Early Years (UEY) was launched in 1999 as a pilot research initiative providing communities with local data to enable them to make informed decisions about the best policies and most appropriate programs for families with young children. UEY seeks to provide information about the "readiness to learn" of young children and the influence of community factors on children's early development in order to improve the community's capacity to monitor child development and create effective community-based responses. Based on the success of UEY in 12 pilot communities, the Government of Canada announced in the 2004 Budget a commitment of $68 million over seven years to expand UEY to up to 100 communities across Canada.

Announced through Budget 2004 and planned for launch in fall 2004, New Horizons for Seniors will invest $8 million in 2004-2005 and $10 million annually thereafter to support and fund a wide range of communitybased projects. These projects commit to reducing loneliness and isolation among the senior population and to ensuring their continued social involvement.

Elsewhere in this Departmental Performance Report we address our commitment to innovative and improved services to Canadians and their community organizations under Strategic Outcome 5: A Canada where service delivery is focused on citizen needs.

Programs

Resources

Results Achieved

Over the past year, SDC continued to advance priorities under this strategic outcome by effectively investing in community-based organizations through grant and contribution agreements aimed at addressing the social development needs of children and families, and people with disabilities.

Based on the success of the Understanding the Early Years (UEY) pilot project in 12 Canadian communities, the February 2004 Speech from the Throne announced it would extend UEY to even more communities across the country. To support this expansion, the government allocated $68 million over the next seven years, ensuring that this innovative initiative is delivered to up to 100 communities across Canada.

Working with Communities

Enhance dialogue through partnerships with other federal-provincial-territorial government departments, community-based organizations and researchers

• Our dialogues with stakeholders in the social non-profit sector, including our funded organizations, and with our federal and provincial/territorial counterparts strengthen our partnerships with these groups and inform our priorities as we work together to address the social development needs of children and families in Canada. In 2003-2004, these dialogues included:
  • A two-day consultation with researchers and over 20 voluntary organizations in the social non-profit sector to obtain advice on priorities, and issues and trends to inform funding priorities and investments;
  • Bilateral meetings with our federal counterparts to renew relationships with other federal funding programs related to children and families;
  • Bilateral meetings with provincial/territorial counterparts to ensure collaboration and cooperation on key priorities with regard to children, families, and people with disabilities; and
  • A two-day workshop with recipients of contribution funding to build knowledge around the new results-based reporting for contribution projects.
• As part of the Voluntary Sector Initiative "Connecting People to Policy," there was a roundtable discussion in January 2004 between representatives of federal/provincial/ territorial governments, academics, and the disability community to explore options for federal and provincial/territorial involvement in disability supports.
• In February 2004, the Office for Disability Issues held a consultation with disability organizations regarding the effectiveness of the 2002 Federal Report on Disability, with the goal of integrating suggestions into the 2004 report.

Develop policies and approaches that can contribute to building strong cities and healthy communities and promote economic and social inclusion through community-owned, integrated solutions

• Through ongoing dialogue with 12 sites participating in the Understanding the Early Years (UEY) pilot, SDC monitored the progress and impact of this initiative within communities and strengthened relationships with UEY community coalitions whose memberships include community organizations, school boards, health professionals, parents, and provincial representatives.
• Through the children and families component of the SDPP, SDD delivered 39 contribution agreements for innovative projects to develop best practices, share knowledge, and develop partnerships and networks in a range of fields, including early learning and child care, child welfare, family support, and community research.
• Initial planning for the expanded Understanding the Early Years initiative, which was announced in the 2004 Speech from the Throne, has incorporated approaches that will enable SDC to engage up to 100 communities in this initiative, helping to promote community-based responses to improve early childhood outcomes.

Support national organizations in the social non-profit sector which work on behalf of children and families in our communities

• Through the children and families component of the SDPP, SDD delivered grants to develop capacity in 13 national non-profit organizations.

Review grants and contributions programs and implement results-based funding

• Several processes are underway within the department to review continued program relevance, effectiveness, and efficient application and administration of their grants and contributions programs.
• In 2003, the terms and conditions of the Social Development Partnerships Program were renewed to provide the program with an enhanced results-based approach to funding that also placed greater emphasis on accountability.
• SDC redesigned its grant funding for the children and families component of the SDPP to include a transparent and competitive results-based grants strategy.

Work with other government departments and the voluntary sector to develop and implement federal instruments to assess federal programs

• As a contributing department to the Voluntary Sector Initiative (VSI) (prior to December 12, 2003), significant interdepartmental support was provided through shared leadership of the Capacity Joint Table, and the Funding Working Group, as well as through our participation in related working groups and other fora.
• As co-chairs of the Capacity Joint Table, we oversaw the completion of a study by the voluntary sector, outlining the impacts of government funding practices on the voluntary sector. Study findings have been shared government-wide and with other funding partners, and will be used to inform future relations with the sector. This work also supported broader VSI efforts to strengthen internal accountability and financial management systems.
• Finally, a data base of case studies on effective practices in financing and resourcing of the Voluntary Sector was created. It will provide federal funding programs with benchmarks and examples of effective funding practices.

Work with our voluntary sector partners to improve government services, increase the effectiveness of government programs, strengthen communities, and increase the capacity of the voluntary sector

• The department also contributed significantly to activities promoting Sectoral Involvement in Departmental Policy Development (SIDPD), a key component of the Voluntary Sector Initiative. SIDPD projects enabled departments to nurture the capacity of key voluntary sector partners to develop sound policy and to enhance relationship between the sector and the federal government. Ongoing work by Voluntary Sector Affairs Division (VSAD) on SIDPD will focus on analysis of lessons learned and good practices to broaden the impact of these projects.
• The department's leadership and support for 12 existing Understanding the Early Years pilot sites continued throughout 2003-2004. Baseline community reports for six of these sites were released in 2003-2004, helping to strengthen communities through information sharing and the development of action plans that address "readiness to learn" among their young children.

Implement the Codes of Good Practice on Funding and Policy Dialogue

• A comprehensive two-year Action Plan was developed by the former HRDC to implement the Accord between the Government of Canada and the Voluntary Sector, and the two codes of good practice. A national network was established to support this implementation and to spread knowledge and understanding of the Accord and Codes across the department. As part of these efforts a new VSI component was added to the training package for departmental employees administering Grants and Contributions. This training will assist in promoting financial and administrative practices that are consistent with the principles outlined in the Code of Good Practices on Funding.

Assume federal leadership for the Voluntary Sector Initiative as a result of the December 12, 2003 governmental re-organization

• The integration of the Voluntary Sector Initiative from Canadian Heritage was accomplished.

As a result of the December 12, 2003 Government reorganization, lead the development of policy priorities for consideration by Ministers and Agencies

• SDC successfully led efforts that resulted in securing commitments in the 2004 Speech from the Throne and in Budget 2004 for community-based support, namely: New Horizons for Seniors and Understanding the Early Years.

Official Language Minority Communities (OLMC)

Invest $3.8 million over five years to expand the capacity of non-governmental organizations to represent Francophone minority communities on early childhood development issues

• With 2003-2004 as its startup year, SDC designed and received Treasury Board approval to deliver the NGO capacity building initiative for early childhood development under the children and families component of SDPP, and provided $343,000 in contributions.
• A major contribution agreement was delivered to the Commission nationale des parents francophones (CNPF) to strengthen the capacity of the organization and its regional networks to promote the development of culturally and linguistically relevant early learning and child care for families in Francophone minority communities.

Invest $10.8 million over five years to conduct research on linguistic and culturally sensitive child care for official language minority communities. HRDC would provide funding to open or support Francophone child care centres at five sites in official language minority communities across the country

• The March 2003 Action Plan for Official Languages commits to investing $10.8 million over five years to conduct research to obtain evidence on the benefits of enriched child care services in French for the linguistic and cultural development of pre-school Francophone children in five official language minority communities across the country.
• SDC received Treasury Board approval to deliver this project in February 2004; consequently, funding for fiscal year 2003-2004 had to be reprofiled to the subsequent four fiscal years.
• The terms of reference and the membership for two committees to advise on research design and implementation have been established and a literature review has been undertaken in order to help develop the research protocol.
• Because of the delayed start-up for this project, the Requests for Proposal to select a firm to conduct the research and to select the five OLMCs to participate in the project have been postponed until 2004-2005.

Strategic Outcome 4: A Canada where the capacities of individuals, children, families, and communities are strengthened in order to promote social inclusion, participation, and well-being

Description

The well-being of children is a determinant of the present quality of life in Canada and our future productivity. There is a strong consensus that income support for low-income families, combined with service supports for all parents, are important to achieving social well-being for all children.

Because the early years establish the foundation for competence and coping skills that will affect learning, behaviour and health in later life, the federal, provincial, and territorial governments have recognized support for early childhood development, with a particular focus on early learning and child care, as a key priority.

Participating governments have agreed to particular policy objectives and to the kinds of contributions that those governments would make to realize the objectives of each initiative. Social Development Canada is responsible for federal leadership on all three initiatives and is actively involved in facilitating learning and reporting on results under each initiative.

Program, Resources and Results Linkages

The Government of Canada continues to make supporting children and their families a priority. It works with the governments of the provinces and territories on four major initiatives:

• National Child Benefit (NCB);
• Early Childhood Development (ECD) Agreement;
• Multilateral Framework on Early Learning and Child Care; and
• Child Disability Benefit.

The NCB provides income support for low-income families with children through a national platform of income-tested child benefits delivered as part of the federal Canada Child Tax Benefit (CCTB). It has replaced the child benefits historically delivered through provincial and territorial welfare systems. The NCB initiative ensures that enhanced benefits and services continue when low-income parents move from social assistance to paid employment. As a result of the NCB in 2000, 55,000 children in 22,900 families were not living in low income, a 5.1 percent reduction in the number of low-income families.

The ECD Agreement is committed to improving and expanding early childhood development supports for young children (prenatal to age 6) and their parents. The Government of Canada transferred $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.³²

The Multilateral Framework on Early Learning and Child Care promotes early childhood development and supports the participation of parents in employment or training by improving access to affordable, quality early learning and child care programs and services. In 2003, the Government of Canada committed to providing $1.05 billion over five years, including an additional $150 million committed to in the 2004 Budget, through the Canada Social Transfer to support provincial and territorial government investments in early learning and child care. The 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. To complement funds transferred to provinces and territories through the Multilateral Framework on Early Learning and Child Care, Social Development Canada took a policy leadership role to secure funding in the amount of $45 million, over five years, for early learning and child care supports for young Aboriginal children.

The Government of Canada recognizes the special needs of low- and modest-income families with a severely disabled child. This is why the government provides a Child Disability Benefit (CDB) to low- and modest-income families. SDC participated in the development of the CDB and is involved in the ongoing implementation of the initiative.

SDC has other program responsibilities which impact on Canadian families and children. For example, last year SDC provided CPP benefits to 86,450 children of deceased contributors to the CPP Account. In addition to CPP Benefits for people with disabilities (described in Strategic Outcome 2), payments were made to 91,000 children of these beneficiaries. Our commitment to innovative and improved services to these children and families is also addressed under Strategic Outcome 5: A Canada where service delivery is focused on citizen needs.

Social Development Canada also plays a key role, on behalf of the Government of Canada, in the development and exchange of knowledge, information, and best practices related to children and their families. For example, the Government of Canada, in conjunction with the Organization for Economic Co-Operation and Development (OECD), and the governments of Prince Edward Island, British Columbia, Manitoba, and Saskatchewan are participating in the OECD Thematic Review of Early Childhood Education and Care Policy in Canada. This review is examining current early childhood education and care provisions in Canada. It is anticipated that a report will be released in fall 2004 that will provide an overview of early childhood education and care in Canada, identify key issues and outline a series of conclusions and policy recommendations. The conclusions and recommendations will be an important input to federal-provincial-territorial discussions regarding early learning and child care. Through the Prime Minister's Awards for Excellence in Early Childhood Education, Social Development Canada, in partnership with Industry Canada and Health Canada, is helping to promote excellence by honoring outstanding and innovative early childhood educators who excel at fostering the early development and socialization of the children in their care.

Programs

Resources²

Results Achieved

National Child Benefit

Monitor progress on the three objectives of the National Child Benefit (NCB) (1. prevent and reduce the depth of child poverty; 2. support parents as they move into the labour market; and 3. reduce duplication and overlap of government programs) through the development and publication of the fourth NCB Progress Report (May 2003); and play a key role in future public reporting on the NCB with the release of the fifth NCB Progress Report (expected in fall 2004). ³³

• The National Child Benefit Progress Report, 2002 was released in July, 2003. This included federal/provincial/territorial (F/P/T) information on investments and reinvestments as well as an assessment of the impact of the NCB initiative.
• With respect to the three objectives of the NCB initiative, the Progress Report indicated:
  • As a result of the NCB in 2000, an estimated 22,900 families with 55,000 children were not living in low income, representing a 5.1 percent reduction in the number of low-income families. These families with children saw their average disposable income increase by almost $1,800 or 7.5 percent as a direct result of the NCB;
  • In 1997, prior to the introduction of the NCB, disposable incomes of single-parent families with two children declined by more than 8 percent when they left social assistance for full-time minimum wage employment. By 2001, their disposable incomes were 2 percent higher after leaving social assistance — an overall improvement of more than 10 percentage points. The NCB was responsible for 72 percent of that improvement;
  • There is evidence that the reduction in the welfare wall brought about by the NCB was associated with a decline in the social assistance caseloads among families with children and a decline in the length of time single-parent families spend on social assistance; and
  • Simplified administration of child benefits allowed many jurisdictions to combine the NCB Supplement with provincial/territorial child benefits into a single payment.
• The January 2003 Budget announced an investment plan for the NCB which will add $965 million annually to the NCB Supplement by 2007. This includes an increase of $150 per child in July 2003. Additional investments of $185 per child will be implemented in 2005 and again in 2006 for low-income families with children.

Early Childhood Development

On-going implementation of the commitments outlined in the Early Childhood Development Agreement

• In 2003-2004, $500 million was transferred to provinces and territories via the Canadian Health and Social Transfer (CHST) for investment in any or all of the four key areas for action: promoting healthy pregnancy; birth and infancy; improving parenting and family supports; strengthening early childhood development, learning and care; and strengthening community supports.
• Each participating province and territory reports annually on their early childhood development activities and expenditures. These reports are showing that the Government of Canada transfer is resulting in important early childhood development programs throughout the country such as initiatives to address fetal alcohol spectrum disorder, early literacy and child care. Participating governments also reported in 2003-2004 on a series of common indicators of young children's well-being.
• Information on where provinces and territories are investing the federal funding as well as further details on their early childhood development programs and services can be found in the respective provincial/territorial reports, available on their respective websites. Work is underway to develop a F/P/T portal on Early Childhood Development (ECD) and Multilateral Framework on Early Learning and Child Care (ELCC), which will include links to provincial/territorial reports, thereby facilitating access to this information regarding investments.
• As co-chair of the F/P/T ECD Working Group, which has responsibility for implementing the ECD Agreement and the Multilateral Framework on Early Learning and Child Care, Social Development Canada continued to play the lead role on behalf of the Government of Canada in working with provinces and territories to implement the ECD Agreement. This included monitoring provincial/territorial expenditures and reporting under the Agreement.
• As co-chair of the F/P/T Committee on ECD Knowledge, Information and Effective Practices which reports to the F/P/T ECD Working Group, Social Development Canada worked with provinces/territories to improve reporting under the Agreement by working to address data gaps on young children and sharing information on best practices, research, knowledge development and evaluation related to early childhood development.

Release of the annual report by the Government of Canada (Social Development Canada in partnership with Health Canada and Indian and Northern Affairs Canada) on the 2002-2003 early childhood development activities and expenditures in the fall of 2003

• The Early Childhood Development Activities and Expenditures: Government of Canada Report 2002-2003 was released on December 5, 2003. This report details Government of Canada expenditures on early childhood development based on a framework for reporting established by federal/provincial/ territorial governments.³⁴
• The Well-Being of Canada's Young Children: Government of Canada Report 2003 was released on December 5, 2003. This report provides an overview of young children in Canada, including a common set of indicators of young children's well-being agreed to by federal/provincial/territorial governments.³⁵

Multilateral Framework on Early Learning and Child Care

Implementation of the commitments outlined in the March 2003 Multilateral Framework on Early Learning and Child Care (ELCC), the release of the baseline report by the Government of Canada (Social Development Canada) on early learning and child care activities and expenditures in the fall 2003

• In 2003-2004, $25 million was transferred to provinces and territories via the Canada Health and Social Transfer for investment in provincially/territorially regulated early learning and child care programs for children under six.
• Under the Multilateral Framework on Early Learning and Child Care all participating governments agreed to provide baseline reports on their early learning and child care activities and expenditures based on a shared framework for reporting. These reports are available on the respective provincial/territorial websites. Work is underway to develop an F/P/T portal on ECD and ELCC, which will include links to provincial/territorial reports, thereby facilitating access to this information regarding investments.
• The Government of Canada report Early Learning and Child Care Activities and Expenditures: Baseline Report 2002-2003 was released on December 5, 2003 as part of the report on early childhood development activities and expenditures.³⁶

As the new department of Social Development Canada, lead policy development efforts for consideration by the Ministers and Agencies in the context of the Speech from the Throne and Budget 2004, and with respect to Territorial and Provincial partners

• The March 23, 2004 federal Budget announced a $150 million increase in funding under the Framework, bringing the total federal contribution to $1.05 billion over five years. This increase in funding will begin to flow in 2004-2005.
• To complement funds transferred to provinces and territories through the Multilateral Framework on Early Learning and Child Care, Social Development Canada took a policy leadership role to secure funding in the amount of $45 million, over five years, for early learning and child care supports for young Aboriginal children.
• As co-chair of the F/P/T ECD Working Group, which has responsibility for implementing the ECD Agreement and the Multilateral Framework on Early Learning and Child Care, Social Development Canada continued to play the lead role on behalf of the Government of Canada in working with provinces and territories to implement the Multilateral Framework on Early Learning and Child Care. This included monitoring provincial/territorial expenditures and reporting under the Multilateral Framework and working with provinces/territories to address issues related to data quality.
• As co-chair of an evaluation subcommittee of the Federal/Provincial/Territorial Early Childhood Development Working Group, SDC in conjunction with seven provinces began development of a joint evaluation framework on early learning and child care programs and services, as per the commitment outlined in the Multilateral Framework on Early Learning and Child Care.

Knowledge Development and Sharing of Best Practices

Promotion/development of knowledge and information and sharing of best practices related to children and families

• As co-chair of the F/P/T Committee on ECD Knowledge, Information and Effective Practices, which reports to the F/P/T ECD Working Group, Social Development Canada worked with provinces/territories to improve reporting under the Agreement by working to address data gaps on young children and sharing information on best practices, research, knowledge development and evaluation related to early childhood development.
• Social Development Canada, in conjunction with the Organization for Economic CoOperation and Development (OECD), and the governments of Prince Edward Island, British Columbia, Manitoba and Saskatchewan is participating in the OECD Thematic Review of Early Childhood Education and Care Policy in Canada. This review is examining current early childhood education and care provisions in Canada. It is anticipated that a report will be released in fall 2004 and will provide an overview of early childhood education and care in Canada, identify key issues and outline a series of conclusions and policy recommendations. The conclusions and recommendations will be an important input to federal/provincial/territorial discussions regarding early learning and child care.

Promotion of Excellence in Early Childhood Education

• Social Development Canada, in partnership with Industry Canada and Health Canada, administered the Prime Minister's Award for Excellence in Early Childhood Education. This award honours outstanding and innovative early childhood educators who excel at fostering the early development and socialization of the children in their care.

Child Disability Benefit - Ongoing implementation of the Child Disability Benefit

• The Child Disability Benefit (CDB) is estimated to benefit 40,000 families, providing $50 million annually in financial support for disabled children. The CDB is delivered by the Canada Customs and Revenue Agency. SDC participated in the development of the CDB and worked with provinces and territories to ensure that families receiving income support from the province or territory realized the full benefit of the CDB.

Strategic Outcome 5: A Canada where service delivery is focused on citizen needs

Description

More than 4.6 million Canadians deal with Social Development Canada (SDC) each year for direct programs and services. Canadians, businesses and voluntary sector organizations want consistent, high-quality service from governments. They want governments to make it easier and more convenient to obtain services and they want those services to be operated in ways that control costs and ensure the right client receives the right service or benefit at the right time and for the intended purpose.

SDC is now deeply engaged in a fundamental transformation of our operations. Modernizing Service for Canadians (MSC) is a multi-year initiative aimed at transforming how SDC and Human Resources and Skills Development Canada (HRSDC), and potentially other partners, connect with Canadians in the delivery of services.

MSC builds on the Government of Canada's service vision for Canadians of a seamless and integrated multi-channel service delivery. The goal of that vision is, "To transform service to Canadians by focusing on what citizens need in a way that supports their full participation in the workplace and community." It has two important objectives:

• to create an integrated citizen-centered service focus that effectively meets the comprehensive social and labour market needs of Canadians; and
• to improve efficiency, while minimizing the cost and administrative overhead associated with serving Canadians.

The "one-stop shop" concept creates a new face of government and a transformation in how government provides services and benefits to Canadians.

Program, Resources and Results Linkages

Service Delivery Network

Responsibility for the Service Delivery Network (SDN) was split between SDC and HRSDC on December 12, 2003, with HRSDC being given the responsibility for in-person services in the regions. The intent of the SDN is to have a broad reach to key client segments through an extensive network that goes beyond service channels and into building community capacity via grants and contributions—the latter being a unique relationship-based aspect of the SDN. It supports both ad-hoc and long-term service relationships with clients. Additionally, grants and contributions programs, as an adjunct to the SDN, support the voluntary sector, children, families, seniors, and people with disabilities to achieve social outcomes. The SDN supports the delivery of benefits and services for both new departments.

Programs/Service Channels

• 11 ISP Mail Processing Centres
• 23 Call Centres
• Internet Services

Modernizing Service for Canadians addresses the evolving and changing service needs and expectations of Canadians, businesses, and communities. It envisions a future where government service is seamless and integrated, easy to access, simple to use, and efficient. It provides a citizen-centered blueprint for transforming how government interacts with individuals, providing better support and delivering accountability, integrity, and savings for the government. It extends beyond the delivery of service to Canadians with the intent to improve the quality of life in Canada, and trust and confidence in government.

Citizens will receive assistance in a seamless and integrated manner, irrespective of who owns the information or service, and the assistance provided will be based on a better understanding of their needs and personal circumstances. For businesses, the vision will enable significant productivity improvements by collecting payroll and earnings information and data automatically from the business systems already in use by them, reducing the need to reprocess data and information for submission to government programs.

Guided by the MSC initiative, our Service Delivery Network will move toward:

• streamlined and consolidated processes;
• enterprise-wide management (e.g., Call Centre harmonization);
• increased use of technology; and
• horizontal (Government of Canada) and vertical (provincial/territorial/municipal) integration.

There are several Service Delivery priorities and opportunities:

• to develop service offerings and programs that are coherent and integrated across jurisdictions for families and children, seniors, and persons with disabilities;
• to develop enhanced collaborative partnerships and community-based activities across jurisdictions;
• to develop service agreements and accountability accords between Social Development Canada and Human Resources and Skills Development Canada that will ensure continued service excellence for Canadians via shared delivery mechanisms; and
• to invest in service delivery improvements that respond proactively to changing client needs and expectations.

Resources¹

Results Achieved

Simplification of the process to apply for CPP and OAS pensions benefits

• The Canada Pension Plan (CPP) Retirement and Old Age Security (OAS) application forms and information sheets were considerably simplified, reducing the total number of pages from 28 to 11. Content was simplified and forms redesigned to allow for increased spacing and larger font size to meet seniors' needs. The simplified forms were developed in a fill and print 'smart' format and are available on the Internet. These forms must be printed, signed and mailed with required documents.
• Citizens are now able to submit a CPP Retirement pension application on-line.³⁷ Clients follow an easy step-by-step process to apply. To complete the application, clients print, sign and mail a signature page with documentation. These are the first steps towards achieving the goal of complete on-line applications.
• The ground work to simplify and streamline application processes includes reducing the evidence that clients need to provide when applying for benefits. A regulatory package was developed that provides the Minister with the authority to validate the age, identity and marital status of applicants through information-sharing with Employment Insurance's Social Insurance Registry (SIR). Work is underway now to explore the feasibility of using the SIR to validate information. Negotiations have begun with the Employment Insurance Commission to tap into provincial/territorial Vital Statistics holdings. As a result, applicants will be required to provide fewer documents to establish their eligibility for benefits.

Continue to work with the Canada Customs and Revenue Agency (CCRA) to reach seniors who might be eligible for the Guaranteed Income Supplement (GIS) and encourage them to apply:

- Further streamline and automate application process;
- Send targeted mail outs to low- income seniors who have not applied for the GIS. It is expected that 60,000 will be contacted; and
- A simplified GIS application form was used in the 2003-2004 GIS renewal process for seniors who do not file tax returns.

• We have simplified the Guaranteed Income Supplement application process by creating "pre-filled" applications for potential clients based on the information we have in our records. In 2003-2004, we contacted 85,000 pensioners potentially eligible for the GIS and gained 51,000 new GIS clients.
• We also completed the electronic link between our department and the CCRA, which has made the GIS application process much easier and quicker for the majority of Canada's low-income pensioners. In April 2003 this new simplified GIS Renewal application form was mailed to 323,000 pensioners to renew their GIS for the payment period of July 2003 to June 2004 and 94% of the pensioners returned their form in time to be automatically renewed in July 2004.
• Our department partnered with CCRA to reach potential Allowance for the Survivor (ALWS) clients. Using tax information, CCRA identified about 20,000 low-income, 60-to- 64—year-old widows and widowers across the country. In March 2004, the CCRA mailed a letter informing these same individuals that they may be eligible to receive the ALWS. Approximately 10,000 responded and requested an application form. As of May 2004, 1,200 of the respondents were put in pay for the ALWS.
• Almost 100,000 Guaranteed Income Supplement (GIS) pre-filled applications were mailed during the 2003-2004 fiscal year to OAS pensioners, and this has resulted in 64,000 new GIS clients. Also completed was the file transfer protocol (FTP) link between Social Development Canada and the CCRA which will serve as the foundation for a largely seamless and paperless GIS process for the majority of Canada's most disadvantaged low-income pensioners.

Support the notion of the Service Improvement Initiative (SII) target (10% improvement in client satisfaction) by 2005

- Establish service improvement planning and standards as part of the corporate performance management system

• Work on the Service Improvement Initiative has been incorporated into the development of an overall Service Vision and Strategy for SDC.
• New on-line policies (privacy statements, linking policies, and accessibility standards) have been developed and adapted by the Treasury Board Secretariat (TBS) as a model for Government of Canada transformation. The accessibility standards that have developed exceed TBS standards.
• A client segmentation framework has been established, including identification of priority client segments.
• Work has been carried out with broader disability subject matter experts across SDC to leverage service offering frameworks and develop a first draft of a horizontal disability service offering.

Develop our client feedback mechanism:

- Create a redress process to track, report on and respond to all complaints and feedback consistently and quickly, and
- Involve clients in the development of program policy and services in 2003-2004: survivors, people with disabilities, and seniors

• A knowledge library of citizen service needs has been developed, including summary reports and presentations on citizen research conducted to date.
• Research was undertaken to support the development of a best practices paper and "next steps" toward implementation of client feedback mechanisms for Employment Insurance, Canada Student Loans, and Income Security Programs. Work on client feedback mechanisms has subsequently been incorporated into the development of an overall Service Vision and Strategy for SDC and HRSDC.
• A comprehensive list of Service Principles has been developed, based on citizen research.

Client Service Charter

Implement the Client Service Charter

• The Client Service Charter reflects the intent of SDC/HRSDC to deliver quality service and describes the service that clients can expect to receive. Based on drivers of client satisfaction, it provides a framework that will be supported by service standards and key performance indicators. Work toward implementation of the Charter has been incorporated into the development of a broader Service Vision and Strategy for SDC/HRSDC.

Protecting the Privacy of Canadians

Phase implementation of the Privacy Management Framework

• A federal/provincial/territorial framework has been developed to implement a common, consistent approach to working with the provinces and territories in order to create the linkages between vital event data and the Social Insurance Register that will enable service integration. A closer partnership with the provinces is a key element to the broader government policy of integrated service offerings and the service transformation being undertaken by our department. We have engaged all provincial/territorial vital statistics authorities in discussions and in 2004-2005, the focus will be on concurrent registration of births and SINs, and access to death information.

Develop the departmental privacy statement and educational package for staff

• Subsequent to the creation of the new department on December 12, 2003, implemented amendments to the Proof of Identity Program, policies and practices for determining identity and status in Canada.

Enhance the integrity of client information by focusing on improving the management of the Social Insurance Number (SIN) system and update the SIR's list of SINs that have not been used in five years. These SINs will be deactivated and an intervention will occur if they are used to access SIN-based programs or with the Canada Customs and Revenue Agency

• Implemented regular updates of the Social Insurance Register for deactivation of SINs not used in the last five years.

Complete a baseline study for the completeness and accuracy of the Social Insurance Register (SIR), set goals, and then establish a comprehensive and integrated plan of action to achieve those goals

• Evaluation of completeness, accuracy and reliability of the SIR has been completed and results are being used to guide future integrity work on the SIR.

Improve the means to check the validity of identity and citizenship documents with the issuing authority. This will include initiating a pilot project with the British Columbia Vital Statistics Agency to verify SIN application information with birth records for people born in BC. We will also engage in discussions with Quebec and Ontario to commence similar projects

• A draft Memorandum of Understanding (MOU) has been negotiated with the British Columbia Vital Statistics Agency and discussions are ongoing with Ontario. As part of the Service Delivery MOU between the Canadian and Ontario governments, we are aiming for implementation of SIN-at-birth in 2004-2005.

Improve the management and control of the 900-series SIN program (SINs that are issued to temporary residents in Canada and begin with the number "9") and conduct an awareness campaign targeted at specific groups in the general public. Under a proposed regulatory change, all new 900-series cards will be issued with an expiry date that is linked to the length of time that a person is authorized by Citizenship and Immigration Canada to stay in the country. All current holders of 900-series SINs will be given a one-year period to provide acceptable proof of identification (and need) in order to obtain a new card with an expiry date. At the start of 2004-2005, all existing 900-series cards that have not been renewed will be deactivated.

• Implemented new policy on administration of the 900 series SIN and deactivation of non-renewed 900 series SIN cards for temporary residents.
• A draft Memorandum of Understanding (MOU) has been negotiated with Citizenship and Immigration (CIC) for citizenship data. CIC is undergoing a systems re-design that is expected to be completed in 2006; a decision was taken by CIC that no new systems development would be initiated in the interim. Thus, electronic access to citizenship data cannot be implemented until 2006 at the earliest. We continue to explore options to facilitate earlier connections.
• A communications plan has been developed and is being used on an as-needed basis. In 2003-2004, the plan targeted 900-series SIN holders to ensure the appropriate messages reached the targeted population prior to the changes on expiry dates that came into force on April 3, 2004.

Continue to review proof of identity requirements for SIN applicants as well as examine the SIN application taking process itself through an interdepartmental working group that will provide a report and recommendations by the end of September 2003

• Dialogue is ongoing with the Department of Foreign Affairs and International Trade (DFAIT), CIC and the provinces to draft an identity policy that will ensure a common approach by all jurisdictions in identity management and determination of status in Canada.

Enterprise-Wide Management

Since December 12, 2003, Social Development Canada has built on efforts to create our enterprise-wide approach to the management of:

- Harmonizing EI, ISP, and Canada Student Loans Program (CSLP) Call Centre operations; and
- Developing an enterprise-wide approach to benefits integrity, including continued work on the SIN/SIR action plan.

• Developed a framework for national management of Call Centres and harmonization of
  23 Call Centres for Employment Insurance, Income Security Programs, and Canada Student Loans.
• Developed an enterprise-wide approach for Identity Policy and Integrity and the development of an action plan to improve SIN Integrity.

Strategic Outcome 6: Effective corporate services

Description

Social Development Canada (SDC) corporate services support the achievement of all departmental strategic outcomes, including meeting the expectations of Canadians and Parliament, especially with respect to the stewardship and management of public funds and resources.

Some corporate services such as policy, public affairs and ministerial services, and governance and management activities specifically support and shape SDC operations and strategic directions. Other corporate services such as Human Resources, Financial and Administrative Services, Legal Services and Corporate Systems, though housed in Social Development Canada support both Social Development Canada and Human Resources and Skills Development Canada.

This "shared-services" approach is intended to provide consistent, high quality service to both departments while minimizing the proliferation of corporate service infrastructures and costs associated with having each department provide such services separately. It encompasses the following elements: national, enterprise-wide organizations that include regions and headquarters; consolidation of resources and services to support the two departments of SDC and HRSDC and funding sources; re-engineering activities in all Corporate Service Branches to achieve efficiencies; and participation and alignment with overall Government of Canada direction on corporate administrative shared services.

It should be noted that the shared corporate services client base is similar to that of the former HRDC, but with the added challenges of now providing these services across different departments whose operational platforms are managed both nationally and regionally.

Program, Resources and Results Linkages

Social Development Canada: Core Corporate Services

Strategic Direction Branch provides strategic policy frameworks and options to address specific policy challenges related to the understanding, achieving, and sustaining of social well-being in Canada. It focuses on broad- and medium-term policy work; strengthens social policy integration and collaboration across a wide range of domestic and international policy, program and service initiatives; and is also active in working to ensure high standards of evidence quality in knowledge are created in SDC and that this knowledge is transferred to governments, partners, organizations, communities and citizens in order to improve social well-being outcomes, services and products at all levels. The branch is also responsible for the department's corporate planning and accountability processes.

Public and Ministerial Affairs Branch is the focal point for the flow of quality of advice, information and communication between the Minister, Minister of State, Deputy Minister and the department. It is also responsible for providing information to the millions of Canadians SDC serves through its programs, as well as to Canadians in general, to ensure they are aware of our broad range of programs and services.

Social Development Canada: Shared Corporate Services

• Financial and Administrative Services (FAS) Branch is accountable for providing complete financial, accounting and administrative services to both SDC and HRSDC. FAS services include: financial advisory and strategic resource management advice and financial research; assurance with respect to governmental and corporate accounting, reporting responsibilities to Parliament and central agencies as well as providing accounting services for departmental financial statements and Employment Insurance, the Canada Pension Plan financial statements and Public accounts; key transactional services with respect to financial and administrative activities delivered to departmental clients including accounts payable, contracting and procurement, information technology procurement, security, facilities and assets management, and library services; and corporate policy framework and functional direction for accommodation, material management, security and records management.
• Systems Branch is responsible for providing information systems and technology related support for departmental program and service delivery operations and infrastructure across two departments. This includes supporting a variety of transactions between citizens and SDC and HRSDC, ranging from payments to benefits processing to responding to telephone inquiries. This translates into support for over 400 million yearly transactions in programs such as the Canada Pension Plan, Old Age Security, and Employment Insurance. Systems Branch provides direct multiple channel technological support for Canada's largest government network and direct delivery capacity, which includes: 23 Call Centres, 122 processing centres, and 2 Internet e-mail centres; and maintaining tools, applications and expertise to sustain the infrastructure for these channels, including over 135 different technology applications, 15 service centres, 30,000 personal commuters, and over 1,500 software products.
• Human Resources Branch provides human resources related advice, service, and supports to managers and employees in both SDC and HRSDC. It is responsible for advocating and facilitating best practices in human resource management so that both departments can fully meet their business objectives while ensuring effective management of their employees. Human Resources Branch provides services in a shared service environment to some 26,000 employees in both departments across 11 regions.
• Legal Services provides general legal services to support the core operations and key initiatives of both SDC and HRSDC. This includes offering advice about the program statutes and policies that SDC and HRSDC administer and helping to develop policy and legislative/regulatory proposals.

Resources

Results Achieved

Strategic Dierection

Publish a five-year Strategic Plan, align branch, regional and local level plans to the Strategic Plan, and ensuring that these plans are appropriately linked to executive performance agreements; ensure that overall performance measurement is better integrated and aligned to departmental strategic and business plans; and implement a comprehensive approach to risk management and mitigation

• A five-year Strategic Plan for the former HRDC was prepared in 2004. Branch, regional, and local level plans were aligned to the corporate plan. Performance management agreements were linked to plans and cascaded from the Deputy Minister's accord with the Clerk of the Privy Council. Efforts were initiated with respect to better integrating performance measurement and departmental planning, and corporate risks were identified as part of the corporate business planning process. Corporate risks were published as part of the former HRDC's annual corporate plan.
• Given the organizational changes of December 12, 2003, Social Development Canada developed new plans and priorities; refined its approach to the preparation, alignment and cascading of the Deputy Minister/Clerk Accord and Executive Performance Management Agreements; and has articulated new strategic outcomes and a program activity architecture to help guide the development of a departmental performance measurement strategy.
• Developed an indicator framework for the former HRDC, laying the groundwork for the development of such a framework for SDC.
• Since the creation of Social Development Canada in December 2003, the department has been working to develop a corporate risk management strategy that is appropriate to its mandate, and in accordance with Treasury Board Management Accountability Framework requirements and the recommendations made by the Auditor General in April 2003. To that end, the responsibility for SDC's Integrated Risk Management (IRM) will be transferred from Internal Audit and Risk Management Services (IARMS) to Policy Priorities. As well, an assessment of the current state of the department's IRM strategy will be conducted to provide recommendations for needed changes.

Lead the development of policy priorities for consideration by Ministers and Central Agencies in the context of the 2004 Speech from the Throne and 2004 Budget

• 2004 Speech from the Throne and Budget 2004 commitments were secured in all areas of the department's mandate. Specific examples include: development of proposals on child care, including the Multilateral Framework for Early Learning and Child Care; First Nations Child Care; Understanding the Early Years; Voluntary Sector Initiative; Community-based support for seniors (New Horizons Program); ongoing implementation of the Child Tax Benefit, survey research and the development of an integrated package of measures funded in the 2004 Budget for people with disabilities and funding for the voluntary sector. The package for people with disabilities included an amendment to the CPP legislation that would allow for automatic reinstatement of disability benefits for eligible recipients.

Financial and Administrative Services (Resource Management, Allocation Practices and Collection Services)

Implement improvements to internal resource management and allocation practices; strengthen materiel management accountability, compliance and transparency by implementing a Procurement Review Board and improving materiel management direction, policies, procedures and monitoring; ensure obligations concerning monies owing are met; improve mechanisms through which monies owed could be made; and, realign corporate services

• Changes aimed at establishing efficient, effective, enterprise-wide management in the financial and administrative functions have been adopted, processes and procedures standardized and made more efficient, and branch resources are better aligned to priorities, resulting in clients receiving more consistent and equitable service.
• As part of a newly developed Corporate Materiel Management Framework, an enterprise-wide Procurement Review Board was implemented in 2003-2004 and a new departmental materiel management policy was approved. Associated guidelines and procedures for asset management are currently being finalized. The new framework is designed to enhance accountability, compliance and transparency.
• Ensured collection of monies owed to the Crown, in relation to the Employment Insurance Account, Employment Programs, the Canada Pension Plan Account/Old Age Security and Canada Student Loans. The 2003-2004 national recovery objective ($449.3 million) was exceeded ($479.1 million).
• Mechanisms to improve collection of monies were developed on behalf of the federal government. Specifically, piloted a process to enable clients to make payments to the government through financial institutions, the Internet, debit and credit cards, as well as re-routing all mail-in payments directly to Public Works and Government Services Canada (PWGSC). The initiative has improved service to clients and saves on processing resources. Full implementation is now underway.
• Following the split of HRDC into two new departments, appropriate financial processes were put in place. Resources were divided between SDC and HRSDC and presented separately to Parliament in the Main Estimates. All required delegation instruments were prepared and presented for ministerial signature to ensure that clear accountability and controls remained in place.

Human Resources Management

Development of an effective Human Resource (HR) strategy to support business transformation by developing and implementing an employability strategy to build a strong and capable workforce; Develop and implement a change leadership approach to support the department's leaders and employees through various transformation stages; Develop and implement a new structural model and generic jobs that will streamline and standardize the department's organizational structure; and strengthen labour-management relationship

• Developed an employability strategy with a focus on learning to develop a sustainable organization by ensuring a resilient workforce. This included the creation of an infrastructure to focus on learning, a key aspect of employability. The HR Branch created a Director General position to bring coherence and integration and to promulgate a stronger learning culture in support of life-long learning.
• Created the National Transition Secretariat. Developed policies, tools and a change management framework to help manage workforce transitions, which were initially used to respond to a significant agenda for renewal in the former HRDC. They have since been modified and deployed for SDC and HRSDC business transformations.
• Organizational models were and continue to be developed. The number of generic work descriptions for SDC and HRSDC tripled from 5% to 15% of all classified work descriptions.
• Labour-management relations were strengthened through the effective use of the National Union Management Consultation Committee (NUMCC) and Human Resources Union Management Consultation Committee; two special NUMCC meetings were held to engage union representatives on Modernizing Service for Canadians.

Developing an Exemplary Workplace

Social Development Canada will continue its efforts at ensuring that the department is fully representative and an exemplary workplace.

Ensure workforce is diversified and representative of Canadian population:

-Continue efforts to meet requirements of "Embracing Change Report"

• Progress has been made regarding the Employment Equity and Diversity programs to ensure that the SDC and HRSDC workforces are diversified and representative of the Canadian population.
• Over the 2003-2004 reporting period, the combined workforces of the two departments exceeded the labour market workforce availability of the four designated groups at the national level; work will continue on addressing small pockets of under-representation where they exist.
• Actions have also been taken to address representation in the EX Group to meet the requirements outlined in the Embracing Change report. An action plan to increase representation within the EX groups of the two departments was approved and implementation is in progress.

Ensure managers and employees are aware and exercise responsibilities re: Duty to Accommodate

• Training was given to managers and employees to ensure they were aware of their Duty to Accommodate responsibilities. During the fiscal year 2003-2004, a total of 494 workshops were given to some 6,880 employees/managers on Duty to Accommodate.

Respect Official Language requirements:

-Contribute to Government Official Languages objectives

• Human Resources Branch has implemented concrete actions to address the new policies on official languages. The Official Languages website was launched and updated to inform employees about the Official Languages policies: guidelines, tips and tools contained on the site.

Increased commitment to creating work environment conducive to use of both official languages

• Documents were prepared for managers and employees highlighting their roles, responsibilities and obligations with respect to language of work. Presentations on the new policy were given to Senior Management Teams.

Support and implement government-driven HR management reform initiatives and legislation:

- Develop and implement an action plan and the associated policies and guidelines for the communication, implementation and operationalization of the Human Resource Management Reform now referred to as Public Service Modernization Act (PSMA)

• Developed a project charter and corresponding business plan to support PSMA implementation in SDC and HRSDC. The project team established under this charter will develop and implement an action plan re: PSMA communication, implementation and operationalization over the next three years.
• Commenced work on developing an HR Results Based Management Accountability Framework to meet TBS policy on Modern Comptrollership and to reinforce the requirements of the PSMA.

Following the creation of Social Development Canada on December 12, 2003, SDC undertook to develop and implement a functional shared service model for Human Resources, providing these services to both departments in a regional setting

• The human resource function has been streamlined and consolidated within SDC as a corporate service along with finance and administration and information systems.
• A nationally managed approach has been adopted for regional Human Resources operations and to support enhanced HR services in a shared services context. All National Headquarters (NHQ) and Regional HR groups are now under line authority of the Assistant Deputy Minister of HR. Service Level Agreements and service standards were developed in NHQ as part of Corporate Services Consolidation.
• Under this model, we will continue to deliver a range of high quality HR related programs and services to some 26,000 managers/employees in SDC and HRSDC.

Information Management and Information Technology

Work to enable the greater use of information for improved decision-making and to encourage greater use of departmental management and reporting information system; focus on the enhancement of infrastructure and business applications; adopt new and innovative horizontal approaches to maximize organizational efficiency and improve service delivery channels; provide modern technology with optimal privacy and security features; develop and implement a function shared service model for IT services and provide these services to both departments in a regional setting

• Information Management and Information Technology enabled the payment of over $67 billion to Canadians through the processing of more than 60 million calls a year including 42 million calls managed via the interactive voice response systems, over 400 million transactions and the enablement of 68 million website visits and 1.8 billion 'hits' on the IT platforms.
• Enhanced Internet applications such as Appli-Web and Interdec. Launched the ISP Online Pension Calculator and Tax Slips On-line, and modernized departmental computer systems to provide greater reliability and improved service delivery capacity.
• Successfully completed Gate 4 of the Income Security Programs Information Technology Renewal project.
• Provided technological support to harmonize EI, ISP, and CSLP Call Centres, including the implementation of the Interactive Voice Response (IVR) and Client Access Work Stations project which enhanced organizational efficiency and improved service delivery to citizens and businesses.
• The architecture of corporate management reporting systems was reviewed to position SDC and HRSDC towards an enterprise-wide model and resulted in an action plan for enterprise-wide improvements.
• Provided secure hosting environment for mainframe and web-based applications; implemented new security hardware and software suites and a new Secure Channel Network provides greater security for intergovernmental connectivity when sharing data with provincial partners.
• A plan for a shared, enterprise-wide information technology model for both departments was prepared with initial implementation starting with the consolidation of all IT-related functions across departments into a single Systems Branch. Initiated an enterprise management approach for IT.

Summary of Performance Indicators

Section VII: Report on Government-Wide Initiatives

Modern Controllership/Management Accountability Framework

Modern Comptrollership is a public sector management reform that is about the sound management of resources and effective decision making which will foster innovative and modern management practices throughout the government. It involves a shift in emphasis from controls and compliance to results and values.

Modern Comptrollership is a long-term effort to develop standards and practices to provide managers with integrated financial and non-financial performance information, a mature approach to risk management, appropriate control systems, and a shared set of values and ethics.

Modern Comptrollership brings together a number of elements we are familiar with to support a better way of doing business: strategic leadership, motivated people, shared values and ethics, integrated performance information, mature risk management, rigorous stewardship, and improved accountability. The former Human Resources Development Canada was one of the original six pilot departments on the Modern Comptrollership initiative. Treasury Board Secretariat (TBS) has implemented Modern Comptrollership in the remaining departments and agencies and this initiative is now government-wide. As the newly-created Social Development Canada, this department is committed to moving forward on the implementation commitments of Modern Comptrollership.

The following are highlights of Social Development Canada's progress in implementing Modern Comptrollership in 2003-2004:

Results Achieved

Implement the activities identified in our Modern Comptrollership Action Plan and monitor the progress achieved

- Build on the success of our two-day Modern Comptrollership workshop for managers, and
- Maintain partnership with University of Ottawa and University of New Brunswick

• SDC continued implementing the Modern Comptrollership initiative throughout 2003-2004.
• An Assurance Audit on measuring Modern Comptrollership progress was completed as a means of benchmarking and monitoring progress achieved to date in the department. SDC was the first department to provide such a report and it will serve as a model for other departments and agencies.
• An emphasis on learning and training continued throughout 2003-2004. September 2003 marked the second year of our University of Ottawa Modern Comptrollership Certificate Program. Students for this year include two returning cohorts from last year (English and French) as well as a new English cohort of 25 students.
• In addition, our two-day interactive awareness session entitled Modern Comptrollership: Managing for Results, reached 283 participants throughout NHQ and the Ontario Region. This brings the total number of managers and functional specialists trained across the department to 2,317 since the session began in September 2000.

Ensure implementation of the Management Accountability Framework

• The Management Accountability Framework (MAF) is a comprehensive management framework developed by Treasury Board Secretariat to align management expectations to Results for Canadians. Development of the MAF has incorporated and built on modern-comptrollership principles while representing management as a broader integrated function. In January of 2004, SDC fulfilled its current-year obligations with respect to the MAF by working collaboratively with TBS to identify key management accountability priorities and action plans.

Government On-Line Initiative

Social Development Canada has been successful in realizing its 2003-2004 Government OnLine (GOL) commitments.

Results Achieved

Government On-line Initiatives:

- The Canada Pension Plan (CPP) Statement of Contributions On-Line,
- The Canadian Retirement Income Calculator,
- Self-Service Options via the Internet, and
- Tax Information Slips On-line

• The Tax Information Slips On-line service for OAS and CPP was successfully launched in February 2004. The three other on-line services, namely View My Account, Update My Pension Account, and View My Statement of Contributions On-line are scheduled to be launched in late summer 2004.

Proofs of Concept:

- Move towards the application of risk management, stewardship, prevention, control and investigation policies and procedures to deliver integrity principles in support of the EI program and SIN integrity

• The enterprise-wide key business initiative undertaken in this area by the Modernizing Service for Canadians initiative was achieved by developing and implementing an enterprise-wide approach for identity risk management of over $60 billion of benefit payments (Employment Insurance, Canada Pension Plan, and Old Age Security) for both SDC and HRSDC.

The Canada Pension Plan (CPP) Statement of Contributions On-Line (SOC On-Line)

• The SOC On-Line View application is currently delayed due to its dependency on the SD/HRSD Registration and Authentication (R&A) solution, which is a Corporate initiative (an interim solution for Secure Channel). The application is 95% complete and will be launched once the R&A solution is complete.
• The SOC Request application was officially launched on April 3, 2003 to allow clients to request a copy of their official Canada Pension Plan Statement of Contributions once in any 12-month period. From January to April 2004, 12,469 SOC requests were received on-line representing over 49.5% of all requests from all modes of service (telephone, mail, in-person) for a SOC received during this period.
• The CPP contributors' Statement of Contributions contains a history of the contributors' earnings and contributions to the CPP, as well as estimates for any CPP benefits they may be eligible to receive. Using this on-line form, contributors can request a copy of their Canada Pension Plan Statement of Contributions and the department will then mail their Statement to their home address.⁴⁸
• The Statement of Contributions (SOC) is a service for CPP contributors during their working life and is an important retirement income planning tool. The on-line service aims to reduce the number of requests processed by departmental employees while providing an alternative method for clients to request their SOC. The service is available to clients 24 hours a day, 7 days a week.
• As a result, the number of paper-based Statement of Contributions request forms that are processed by staff have been reduced and clients can now request their Statement of Contributions at the time of their choice and in the comfort of their home.

The Canadian Retirement Income Calculator

• The Canadian Retirement Income Calculator was conceived as a practical method to provide information on the retirement income system, including OAS and CPP benefits that are often ignored by other on-line calculators. Users work through a series of modules to estimate their retirement incomes and compare them to the 70% income replacement rate often recommended by retirement planners. It also allows users to see the impact of increased savings.
• Initially the Calculator was posted on the Income Security Programs Internet site in 2003 without any promotional activities and plans for a promotion strategy for the Calculator to be developed in 2004-2005. This approach helped to minimize the number of users in the first few months and allowed for the conduct of a business impact evaluation to be done. A specific telephone queue routes Calculator calls to staff who are trained in its use and who can answer questions about it. The Calculator also lists an email address for users to contact the department electronically.⁴⁹

View and Update — Pension Information (VUPI) (formerly known as the Self-Service Options via the Internet)

• The View and Update — Pension Information (VUPI) via the Internet application is currently delayed due to its dependency on the SD/HRSD Registration and Authentication (R&A) solution, which is a Corporate initiative (an interim solution for Secure Channel). The application is 95% complete and will be launched once the R&A solution is complete.
• VUPI can accommodate one address for both OAS and CPP. This means that once an address change is made using the VUPI service, the information is automatically applied to both programs.

Tax Information Slips On-line

• Our Tax Information Slips On-line (TISO) service was successfully launched in February 2004. This service allows OAS and CPP benefit recipients to view their tax slips on-line, print a copy to file with their income tax and benefit return, and indicate whether they would like to stop receiving their slips by mail. Expected outcomes include on-line services for citizens, not just information but also transactional and interactional service that provides ease of access for self-service at a reduced cost to the taxpayer.
• Over eight million OAS and CPP tax information slips were available to ISP's 5.5 million clients via the Internet. Although TISO is available to clients throughout the year, during the core tax filing season, approximately 18,000 clients took advantage of this new service.

Sustainable Development Strategy

During the reporting period, Social Development Canada (SDC), together with Human Resources and Skills Development Canada (HRSDC), continued working towards the goals, objectives and targets identified in the second iteration of the former Human Resources Development Canada (HRDC) Sustainable Development Strategy (SDS-II) which was tabled in Parliament in February 2001. Progress achieved to date by both departments in achieving the SDS-II goals, objectives and targets is identified in the following tables.

In addition to these results, significant work was accomplished during the reporting period regarding the preparation, update and implementation of the next iteration of the Sustainable Development Strategy (SDS-III). Because of the December 2003 departmental split and for reporting and tabling efficiency reasons, the Ministers of SDC and HRSDC decided to jointly table the Sustainable Development Strategy 2004-2006 on February 16, 2004 under the former HRDC banner. At that time, the Ministers committed to tabling individual departmental strategies by 2006 reflecting sustainable development goals, objectives and targets that coincide with the specific mandates of each department. The updated Strategy (SDS-III) capitalizes on the achievements and lessons learned from previous rounds of Strategies (SDS-I and SDS-II) in addition to acting upon recommendations made by the Commissioner of the Environment and Sustainable Development (CESD) in order to improve the overall Sustainable Development outcomes in terms of the social and economic dimensions of sustainable development.

The previous strategy (SDS-II) commitments focused on four key goals:

• Strengthen the department's capacity to move forward on a path to sustainable development;
• Green the department's internal operations;
• Participate with other departments to gain a better understanding of the social policy dimensions of sustainable development and their policy implications, and to build a knowledge base in various sustainable development-related issues of interest to the department; and
• Build sustainable development into the department's corporate culture.

While building on the previous strategy, the current strategy (SDS III) shifts to the following key goals:

• Strengthen the department's capacity to move forward on a path to sustainable development;
• Sustain our internal operations;
• Develop the social and labour market dimensions of sustainable development within the department; and
• Build sustainable development into the department's corporate culture.

The following results were achieved during the reporting period (April 1, 2003 to March 31, 2004) with regards to the goals, objectives and targets identified under SDS-II. (Please also refer to HRSDC's Departmental Performance Report).

The following results were achieved during the reporting period (April 1, 2003 to March 31, 2004) with regards to the goals, objectives and targets identified under SDS-III.

Section VIII: Supplementary Information

Financial Highlights

In 2003-2004, the department was authorized to spend $27,508 million or $101 million more than the planned spending of $27,407 million. This was mainly due to a net increase of $102 million in Old Age Security payments related to changes in the average monthly benefits and expected numbers of recipients.

The actual expenditures of $27,492 million were $16 million lower than SDC's revised total authorities of $27,508 million. This was mainly due to a net operating lapse of $10 million and to grants and contributions expenditures being $5 million less than originally projected due to reduced requirements for the Opportunities Fund for Persons with Disabilities and for the Social Development Partnerships Program (refer also to Table 1.2).

Table 7.2: Details on Transfer Payments

Social Development Canada has a number of transfer payment programs. These support individuals, communities, the private and voluntary sectors, and other orders of government in the achievement of shared human development goals. We are subject to the revised policy on Transfer Payments, which was introduced on June 1, 2000. That policy requires departments to report on those transfer payment programs that are worth at least $5 million. In so doing, we are helping to demonstrate sound management of, control over, and accountability for our transfer payments.

Consistent with this policy, we have developed descriptive material on each program including stated objectives, expected results and outcomes, and milestones for achievement. The following table provides a list of the active transfer payments programs. A fact sheet for each program over $5 million is also provided.

Actual figures reflect program costs and exclude operating resources necessary to deliver the programs.

Note: The Government Expenditure Cycle includes 13 accounting periods as illustrated. The last period "Mar. Ext." is an extended period to close out the fiscal year.

Note: The Government Expenditure Cycle includes 13 accounting periods as illustrated. The last period "Mar. Ext." is an extended period to close out the fiscal year.

Note: The Government Expenditure Cycle includes 13 accounting periods as illustrated. The last period "Mar. Ext." is an extended period to close out the fiscal year.

Table 9: Introduction to Specified Purpose Accounts

Specified Purpose Accounts (SPA) are special categories of revenues and expenditures. They report transactions of certain accounts where enabling legislation requires that revenues be earmarked and that related payments and expenditures be charged against such revenues. The transactions of these accounts are to be accounted for separately.

SDC is responsible for the stewardship of the Canada Pension Plan (CPP). The CPP is a SPA but is not consolidated as part of the Government of Canada's financial statements. It is under joint control of the government and participating provinces. As administrator, the government's authority to spend is limited to the balance in the Plan.

The following information updates forecasted data on the CPP that we provided in our 2003-2004 Part III Report on Plans and Priorities.⁵² That report presented multi-year financial data and general information. Additional information on performance and year-end data is available at the Internet addresses provided in this section.

Canada Pension Plan

The table below summarizes the financial results for the Canada Pension Plan (CPP) from 2001-2002 to 2003-2004. In 2002-2003, the Government of Canada changed its basis of accounting from the modified accrual accounting to the full accrual basis of accounting. This change in accounting policy has been applied retroactively and the financial statements have been restated accordingly.

As well, following the adoption of Bill C-3 during 2003-2004, the evaluation of the provincial, territorial and federal bonds was changed from cost to fair value. The change in accounting policy has been applied retroactively and the financial statements have been restated to reflect this.

More information relating to 2003-2004 is reported in the CPP financial statements which can be found in the 2004 Public Accounts of Canada, Volume 1, Section 6.⁵³

Statutory Annual Reports

Old Age Security

The Old Age Security program is one of the cornerstones of Canada's retirement income system. Benefits include the basic Old Age Security pension, the Guaranteed Income Supplement and the Allowance. The Old Age Security program is financed from Government of Canada general tax revenues.

The following tables present information on monthly benefits, beneficiaries and payments by province or territory. 

Consolidated Reporting

Asset Management

Regulatory Initiatives

Horizontal Initiatives

National Child Benefit

Federal/Provincial/Territorial Early Childhood Development Agreement

Federal/Provincial/Territorial Multilateral Framework on Early Learning and Child Care

Voluntary Sector Initiative

Evaluations and Audits

Social Development Canada (SDC) is committed to ensuring that it gets the best possible results from its programs, policies and services, and that it does so in an effective and efficient manner. The department can assess this through evaluations and audits.

Evaluations examine all elements of a program, ranging from the procedures and policies that are used to design and deliver the program, to measuring the achieved results or impacts (both intended and unintended) of the program. Evaluations provide credible and objective evidence of how well programs and policies are working, and how they might be improved.

Audits, on the other hand, provide management with objective assessments and assurance on key aspects of management practices, control systems and information used for decision-making and financial reporting. Audits also guide management in determining where the organization is most exposed to risk, and what remedial actions are available and appropriate.

While evaluation and audit functions are distinct, both contribute to ensuring that the department has timely, strategically-focused, objective and evidence-based information on its management practices and on the performance of its policies, programs, and services to produce better results for Canadians.

Fiscal year 2003-2004 represented a year of significant change and transformation for both the Evaluation and the Internal Audit directorates. They first underwent reorganization within the former HRDC and then amalgamation within SDC.

During the year, evaluation efforts were focused, for the most part, on labour market programs, which now reside with Human Resources and Skills Development Canada (HRSDC). Priority was given to evaluations of grants and contributions programs requiring the renewal of their terms and conditions, as well as programs pursuant to the federal-provincial Labour Market Development Agreements. Significant evaluation activity, however, was also initiated for programs that now reside within Social Development Canada, and much of this evaluation work was in progress during 2003-2004. These included, among others, evaluations of the National Child Benefit Strategy, the Labour Market Agreements for Persons with Disabilities, and the Guaranteed Income Supplement and Spousal Allowance.

The Internal Audit function also experienced a very different type of year than normal in 2003-2004. The significant and ongoing departmental changes, both in terms of accountability structures and program/process design and operations, created a situation that made traditional assurance auditing difficult and even questionable with respect to adding value. Therefore, Internal Audit focused its resources throughout much of the year on advisory risk management activities — working with program management to identify potential risks to new program initiatives and direction and ensuring that appropriate mitigation strategies were in place.

Similar to the Evaluation Directorate, the Internal Audit Directorate (formerly IARMS within HRDC) experienced a great deal of internal change — reporting relationships were altered during the year, new technology was introduced, modern methodologies were implemented and quality review processes were applied with greater and more time-consuming discipline. These factors had an impact on both the type of work that was carried out and the volume of projects that were undertaken in 2003-2004. The work carried out, however, has established a strong foundation for the conduct of assurance audits in future years.

SDC publishes and makes its evaluations and audits available to Canadians. The following chart includes evaluation studies, audits and reviews published or in progress during 2003-2004, and it is organized by departmental strategic outcomes. Executive summaries, observations, recommendations and management action plans are published on SDC Internet sites.

Annex A:
Crosswalk Division of Responsibilities of the Former HRDC

The following chart depicts the division of responsibilities of the former Human Resources Development Canada between the two new departments, Social Development Canada, and Human Resources and Skills Development Canada.

Annex B: Website References

Departmental Overview

Social Development Canada: http://www.sdc.gc.ca/en/home.shtml.

Canada Pension Plan: http://www.sdc.gc.ca/en/gateways/topics/cpr-gxr.shtml Old Age Security Program: http://www.sdc.gc.ca/en/gateways/topics/ozs-gxr.shtml National Child Benefit: http://www.nationalchildbenefit.ca/home_e.html Persons with Disabilities: http://www.sdc.gc.ca/en/gateways/individuals/audiences/pd.shtml

Human Resources and Skills Development Canada: http://www.hrsdc.gc.ca/en/home.shtml

Our Offices: http://www.sdc.gc.ca/en/gateways/where_you_live/menu.shtml

2003-2004 Report on Plans and Priorities: http://www.tbs-sct.gc.ca/est-pre/20032004/HRDC-DRHC/HRDC-DRHCr34_e.asp

Parliamentary Committee References

Listening to Canadians: A first View of the Future of the Canada Pension Plan Disability Program: http://www.parl.gc.ca/InfoComDoc/37/2/HUMA/Studies/Reports/humarp05-e.htm

Government of Canada Response to "Listening to Canadians: A First View of the Future of the Canada Pension Plan Disability Program": http://www.sdc.gc.ca/en/isp/pub/cpp/disability/5threport/5thpg1.shtml

The Guaranteed Income Supplement: The Duty to Reach All: http://www.parl.gc.ca/InfoComDoc/37/1/HUMA/Studies/Reports/HUMARP6-E.HTM

Government of Canada Response to the Sixth Report of the Standing Committee on Human Resources Development and the Status of Persons with Disabilities: http://www.sdc.gc.ca/en/isp/pub/oas/6threport/6thtoc.shtml

Raising Adult Literacy Skills: The Need for a Pan-Canadian Response: http://www.parl.gc.ca/committee/CommitteePublication.aspx?SourceId=37565

Government of Canada Response to the Report of the Standing Committee on Human Resources Development and Status of Persons with Disabilities — Raising Adult Literacy Skills: the Need for a Pan-Canadian Response: http://www.sdc.gc.ca/en/cs/comm/reports/literacy/index.shtml

Taking the Necessary Measures to Enhance the Integrity of the Social Insurance Number: A Review of the Action Plan: http://www.parl.gc.ca/InfoComDoc/37/2/HUMA/Studies/Reports/humarp02-e.htm

Progress Report on the Implementation of the Social Insurance Number (SIN) Action Plan: http://www.hrsdc.gc.ca/en/cs/comm/reports/sin/index.shtml

Building a Brighter Future for Urban Aboriginal Children Report of the Standing Committee on Human Resources Development and the Status of Persons with Disabilities: http://www.parl.gc.ca/committee/CommitteePublication.aspx?SourceId=37563

Response of the Government of Canada to the Fourth Report of the Standing Committee on Human Resources Development and the Status of Persons with Disabilities: Building a Brighter Future for Urban Aboriginal Children: http://www.pco-bcp.gc.ca/interloc/default.asp?Language=E&Page=Strategy&Sub=Response

Strategic Outcome 1

Canada's Public Pensions and Retirement: http://www.sdc.gc.ca/en/gateways/individuals/cluster/category/ppr.shtml

CPP Disability beneficiaries newsletter "Staying in Touch": http://www.sdc.gc.ca/en/isp/cpp/stayindex.shtml

Canadian Retirement Income Calculator: http://www.sdc.gc.ca/en/isp/common/cricinfo.shtml

Statement of Contributions On-line Request: http://www.sdc.gc.ca/en/isp/cpp/soc/proceed.shtml

Strategic Outcome 2

CPP Disability Benefits: http://www.sdc.gc.ca/en/gateways/topics/cdp-gxr.shtml

Office for Disability Issues: http://www.sdc.gc.ca/en/gateways/nav/top_nav/program/odi.shtml

Persons with Disabilities: http://www.sdc.gc.ca/en/gateways/individuals/audiences/pd.shtml

EAPD National Report: http://socialunion.gc.ca/pwd/EAPD2002/index_e.htm

Advancing the Inclusion of Persons with Disabilities: http://www.sdc.gc.ca/en/gateways/nav/top_nav/program/odi.shtml

Strategic Outcome 3

Codes of Good Practice: http://www.vsi-isbc.ca/eng/relationship/order_tools.cfm

Strategic Outcome 4

Fifth National Child Benefit Progress Report: http://www.nationalchildbenefit.ca/home_e.html

Government of Canada report "Early Childhood Development Activities and Expenditures Government of Canada Report 2002-2003: http://www.socialunion.ca/ecd_e.html

Government of Canada report "Early Learning and Child Care Activities and Expenditures: Baseline Report 2002-2003": http://socialunion.gc.ca/ecd/2003/report1_e/toce.html

CPP Retirement Pension on-line application and other CPP-related services: http://www.sdc.gc.ca/en/gateways/nav/left_nav/es.shtml

Statement of Contributions On-line Request: http://www.sdc.gc.ca/en/isp/cpp/soc/proceed.shtml

Canadian Retirement Income Calculator: http://www.sdc.gc.ca/asp/gateway.asp?hr=en/isp/common/cricinfo.shtml&hs=cpr

Government-Wide Initiatives

Modern Comptrollership: http://www.sdc.gc.ca/en/cs/fas/fs/mm/menu/mc_home.shtml

SDC's Sustainable Development Strategy: http://www.sdc.gc.ca/en/cs/fas/as/sds/sdd.shtml

Supplementary Information

Canada Pension Plan

2003-2004 CPP Financial Statements: http://www.pwgsc.gc.ca/recgen/text/pub-acc-e.html

Horizontal Initiatives

National Child Benefit: http://www.nationalchildbenefit.ca/home_e.html

Federal/Provincial/Territorial Early Childhood Development Agreement: http://www.socialunion.ca/menu_e.html

Federal/Provincial/Territorial Multilateral Framework on Early Learning and Child Care: http://www.socialunion.ca/menu_e.html

Voluntary Sector Initiative: http://www.vsi-isbc.ca/eng/index.cfm

Evaluations and Audits

Recent Evaluations and Special Studies: http://www11.hrdc-drhc.gc.ca

Recent Audits: http://www.sdc.gc.ca/en/cs/fas/iarms/toc.shtml

• ¹ For more information, see http://www.sdc.gc.ca/en/home.shtml.
• ² For more information, see http://www.sdc.gc.ca/en/gateways/topics/cpr-gxr.shtml.
• ³ For more information, see http://www.sdc.gc.ca/en/gateways/topics/ozs-gxr.shtml.
• ⁴ For more information, see http://www.nationalchildbenefit.ca/home_e.html.
• ⁵ For more information, see http://www.sdc.gc.ca/en/gateways/individuals/audiences/pd.shtml.
• ⁶ The Canada Pension Plan, as a Specified Purpose Account, is described in detail in a separate section later in this report.
• ⁷ For more information, see http://www.hrsdc.gc.ca/en/home.shtml.
• ⁸ For more information, see http://www.sdc.gc.ca/en/gateways/where_you_live/menu.shtml.
• ⁹ "2001 Census: Median age reaches all-time high" p. 1-2. Infomat. A weekly review. Statistics Canada, No. 11-002-XIE, July 19, 2002.
• ¹⁰ Early Childhood Care and Education in Canada, Provinces and Territories, 2001. Research and Resource Unit, University of Toronto.
• ¹¹ International Adult Literacy Survey, 1994-95, Statistics Canada and OECD.
• ¹² Organization for Economic Co-operation and Development, Education at a Glance, 2001.
• ¹³ Department of Finance Canada, The Budget Plan 2003, pp. 36, 60.
• ¹⁴ For more information, see http://www.tbs-sct.gc.ca/est-pre/20032004/HRDC-DRHC/HRDC-DRHCr34_e.asp.
• ¹⁵Although none of the regions met the objective of 95%, eight of ten regions have shown improvement compared to the same period last year. The national result has increased considerably compared to the previous year (79.0% vs. 71.5%). This improvement is the result of a number of initiatives taken to improve service levels at Insurance call centres, including promotion of self-service options, service enhancements to automated information and reporting services and improvements to the telephony infrastructure. SDC continues to work towards the objective of 95%.
• ¹⁶ Service provided on behalf of HRSDC to Employment Insurance clients.
• ¹⁷ Services are administered by the department's shared corporate services for both SDC and HRSDC.
• ¹⁸ Services are administered by the department's shared corporate services for both SDC and HRSDC.
• ¹⁹ This note applies to Visible Minority, Aboriginal, People with Disabilities and Women representations: targets were established as per 1996 National Workforce Availability Estimates for HRDC in 2003-2004. These targets will be revised by TBS to reflect the new 2001 Census data on workforce availability for SDC and HRSDC. Representation levels, provided by TBS/Public Service Human Resources Management Agency of Canada (PSHRMAC) on August 16, 2004, and cover the period from April 1, 2003 to March 31, 2004. Separate data for SDC and HRSDC post-December 12, 2003 are unavailable due to data and system constraints. Data includes: all indeterminate, terms over three months and seasonal workers; substantive positions only; excludes persons on Leave without Pay and Students.
• ²⁰ Collection services is administered by SDC on behalf of HRSDC.
• ²¹ Service is administered on behalf of HRSDC to collect on defaulted Canada Student Loans.
• ²² 2003-2004 service to the public: 51 complaints received, one complaint unfounded; 2002-2003 service to the public: 56 complaints received, 6 complaints unfounded. No objective set; comparison to previous year. No change in number of complaints.
• ²³ 2003-2004 language of work: 6 complaints received; 2002-2003 language of work: 8 complaints received, 1 complaint unfounded. No objective set; comparison to previous year. One less complaint in 2003-2004.
• ²⁴ http://www.parl.gc.ca/InfoComDoc/37/1/HUMA/Studies/Reports/HUMARP6-E.HTM.
• ²⁵ http://www.sdc.gc.ca/en/isp/pub/oas/6threport/6thtoc.shtml
• ²⁶ The National Literacy Secretariat is part of Human Resources and Skills Development Canada.
• ²⁷ For more information on Canada's public pensions, please see SDC's website at: http://www.sdc.gc.ca/en/gateways/individuals/cluster/category/ppr.shtml.
• ²⁸ Further information on the CPP Disability Program can be found at: http://www.sdc.gc.ca/en/gateways/topics/cdp-gxr.shtml.
• ²⁹ For additional information on ODI and/or programs, initiatives and services for persons with disabilities, please refer to: http://www.sdc.gc.ca/en/gateways/individuals/audiences/pd.shtml.
• ³⁰ For additional information on this report, please refer to the following website: http://www.parl.gc.ca/InfoComDoc/37/2/HUMA/Studies/Reports/humarp05-e.htm.
• ³¹ Quebec subscribes to the general principles of the Multilateral Framework, but did not endorse it. However, Quebec has negotiated its own Labour Market Agreement with the Government of Canada. Northwest Territories, Nunavut and the Yukon have confirmed their support for the principles and direction of the Multilateral Framework for Labour Market Agreements for Persons with Disabilities and will participate in the Multilateral Framework in the future if outstanding fiscal issues are resolved.
• ³² While the Government of Québec supports the general principles of the ECD Agreement, it did not participate in developing this initiative because it intends to preserve its sole responsibility on social matters. However, Québec receives its share of federal funding and the Government of Québec is making major investments toward programs and services for families and children.
• ³³ This report will be available electronically at http://www.nationalchildbenefit.ca.
• ³⁴ This report is available electronically at http://www.socialunion.ca/ecd_e.html.
• ³⁵ This report is available electronically at http://www.socialunion.ca/ecd_e.html.
• ³⁶ This report is available electronically at http://www.socialunion.ca/elcc_e.html.
• ³⁷ Clients can link to the CPP Retirement Pension on-line application and other CPP-related services on SDC's E-Services page: http://www.sdc.gc.ca/en/gateways/nav/left_nav/es.shtml.
• ³⁸ Although none of the regions met the objective of 95%, eight of ten regions have shown improvement compared to the same period last year. The national result has increased considerably compared to the previous year (79.0% vs. 71.5%). This improvement is the result of a number of initiatives taken to improve service levels at Insurance Call Centres, including promotion of self-service options, service enhancements to automated information and reporting services and improvements to the telephony infrastructure. SDC continues to work towards the objective of 95%.
• ³⁹ Service provided on behalf of HRSDC for Employment Insurance clients.
• ⁴⁰ Services are administered by the department's shared corporate services for both SDC and HRSDC.
• ⁴¹ Services are administered by the department's shared corporate services for both SDC and HRSDC.
• ⁴² Targets were established as per 1996 National Workforce Availability Estimates for HRDC in 2003-2004. These targets will be revised by TBS to reflect the new 2001 Census data on workforce availability for SDC and HRSDC.
• ⁴³ Representation levels, provided by TBS / Public Service Human Resources Management Agency of Canada (PSHRMAC) on August 16, 2004 — and cover the period from April 1, 2003 to March 31, 2004. Separate data for HRSDC and SDC post December 12, 2003 are unavailable due to data and systems constraints.
• ⁴⁴ Data Includes: All indeterminate, terms over 3 months and seasonal workers; Substantive positions only; Excludes persons on Leave without pay and Students.
• ⁴⁵ Official Languages: Numbers cover the period of April 1, 2003 to March 31, 2004. It is not possible to separate the data for SDC & HRSDC for the period of December 13, 2003 to March 31, 2004.
• ⁴⁶ 2003-2004 service to the public: 51 complaints received, one complaint unfounded; 2002-2003 service to the public: 56 complaints received, 6 complaints unfounded. No objective set; comparison to previous year. No change in number of complaints.
• ⁴⁷ 2003-2004 language of work: 6 complaints received; 2002-2003 language of work: 8 complaints received, 1 complaint unfounded. No objective set; comparison to previous year. One less complaint in 2003-2004
• ⁴⁸ Information on SOC on-line requests can be found at: http://www.sdc.gc.ca/en/isp/cpp/soc/proceed.shtml.
• ⁴⁹ Further information on the Canadian Retirement Income Calculator can be found on line at: http://www.sdc.gc.ca/en/isp/common/cricinfo.shtml.
• ⁵⁰ Refer to the departmental Sustainable Development Strategy website at the following link for details: http://www.sdc.gc.ca/en/cs/fas/as/sds/sdd.shtml.
• ⁵¹ Includes all programs using SDPP terms and conditions. These are the Social Development Directorate (children, families, poverty issues, voluntary sector leadership), the Office for Disability Issues and, on occasion, Strategic Policy (e.g., Understanding the Early Years).
• ⁵² For further information, see http://www.tbs-sct.gc.ca/est-pre/20032004/HRDC-DRHC/HRDC-DRHCr34_e.asp.
• ⁵³ For further information, see http://www.pwgsc.gc.ca/recgen/text/pub-acc-e.html.
• ⁵⁴ While the Government of Quebec supports the general principles of the ECD Agreement, it did not participate in developing this initiative because it intends to preserve its sole responsibility on social matters. However, Quebec receives its share of federal funding and the Government of Quebec is making major investments toward programs and services for families and children.