2003-2004 Estimates
A Report on Plans and Priorities

Table of Contents

Messages

• Ministers' Messages
• Management Representation Statement

HRDC Overview

• Our Raison d'être
• Planning Overview
• 2003-2004 Planned Expenditure Profile

Plans and Priorities by Strategic Outcome

• Our Strategic Outcomes, Initiatives and Service Lines
• Income security for seniors, persons with disabilities and their children, survivors and migrants
• Opportunity to fully participate in the workplace and community
• Safe, fair, stable and productive workplaces
• Sustainable and effective program management and service delivery

Supplementary Information

• List  of Contents
• Financial Information
• Specified Purpose Accounts
• Employment Insurance Part II - 2003-2004 Expenditure Plan
• Details on Transfer Payments
• Consolidated Report on Canada Student Loans
• Regulatory Initiatives

Website References

 Ministers' Messages

The Government of Canada believes in investing in individuals, their families and their communities to enable all Canadians to reach their full potential and benefit from our high quality of life. Human Resources Development Canada forms the cornerstone of the Government of Canada's social development agenda by offering programs and services that affect over 9 million Canadians.

At the National Summit on Innovation and Learning, held in Toronto in November 2002, the Government of Canada committed to advance the innovation and learning strategy developed by partners from the private sector, non-government organizations, academia and government. A skilled, inclusive workforce is imperative to our success as a nation.

The 2003 federal budget demonstrated the Government of Canada's commitment to investing in children and families through HRDC programs such as the National Child Benefit Supplement and the Early Childhood Development Agreement. A national compassionate care leave benefit under the Employment Insurance program, which will allow individuals to care for a gravely ill family member, was announced. This budget also introduced a new Child Disability Benefit for low- and modest-income families caring for severely disabled children of $50 million annually, up to $1600 per year for a child with a disability.

The 2003-2004 Report on Plans and Priorities demonstrates that Human Resources Development Canada will continue to strengthen the programs Canadians expect - such as providing benefits through our Employment Insurance, Canada Pension Plan and Old Age Security programs. This Report also shows the many innovative ways HRDC is addressing the issues that matter to Canadians, including how the department is modernizing services for Canadians with initiatives that will meet their changing expectations in the future.

We are committed to working with Canadians to create a country of prosperity and inclusion for all.

The Honourable Jane Stewart, P.C., M.P.
Minister of Human Resources Development Canada

The Government of Canada remains committed to the social and economic well-being of Canadian workers. As Minister of Labour I have seen first-hand the positive results of employers and labour working together. I also firmly believe the real progress that has been made on innovative workplace strategies and continuous learning practices is based on this collaboration.

I am proud that the Labour Program has taken its place as a respected national leader in analyzing the workplace. We continue to work with our partners in labour, industry, as well as with the provinces, territories and other nations to focus on common points of interest.

As this Report on Plans and Priorities shows, we work from an important base of legislation such as the Canada Labour Code and the Employment Equity Act. I am encouraged that employers and workers are increasingly turning their attention to both day-to-day and emerging workplace issues such as work-life balance, removing barriers to employment and lifelong learning. The cooperation we achieve with our partners at home mirrors the commitment the Labour Program brings to international efforts to shape an approach to globalization that is beneficial to everyone.

That same sense of shared commitment is also clear in our work to address homelessness in Canada. The Government of Canada's homelessness initiatives continue to support community partnerships that combat homelessness where it's needed most. We are making clear progress in making available and improving services for people who are homeless or who are at risk of homelessness.

This report illustrates our full and challenging agenda for 2003-2004. We look forward to facing the year ahead and building on our progress to date.

The Honourable Claudette Bradshaw, P.C., M.P.
Minister of Labour and Federal Co-ordinator on Homelessness

Management Representation Statement

I submit, for tabling in Parliament, the 2003-2004 Report on Plans and Priorities (RPP) for Human Resources Development Canada.

This document has been prepared based on the reporting principles and disclosure requirements contained in the Guide to the preparation of the 2003-2004 Report on Plans and Priorities:

• It accurately portrays the organization's plans and priorities.
• The planned spending information in this document is consistent with the directions provided in the Minister of Finance's Budget and by Treasury Board Secretariat.
• Is comprehensive and accurate.
• Is based on sound underlying departmental information and management systems.

The reporting structure on which this document is based has been approved by Treasury Board Ministers and is the basis for accountability for the results achieved with the resources and authorities provided.

Janet Milne
Assistant Deputy Minister
Financial and Administrative Services

Date

Our Raison d'Être

Planning Overview

In the 2002 Speech from the Throne, the federal government committed to ensure, "that the benefits of the new economy touch every community and lift every family and every Canadian" (Speech from the Throne, September 30, 2002. See http://www.pco-bcp.gc.ca/default.asp?Language=E&Page;=InformationResources⊂=sftddt&doc;=sftddt2002_e.htm). This message was extended further by the Minister of Finance in the Budget presented to Parliament on February 18 - "We are a nation defined not by to commonality of race or religion, but a nation whose purpose lies in shared values and beliefs" (The Budget Speech 2003, http://www.fin.gc.ca/budget03/pdf/speeche.pdf). HRDC is at the centre of the Government's social and labour market policy, program and service delivery agenda and will be a key department responsible for achieving this priority. It will be an ongoing challenge for the department to continue to demonstrate to Canadians how these shared values and beliefs are realized through our policies, programs and service delivery channels.

In order to build the HRDC of the future, the department must respond in a timely, relevant and effective manner to the key issues and forces in its operating environment. The 21^st century brings an ever-changing set of challenges and opportunities for Canadians, the federal government and the department.

HRDC operates within an environment of constant change as economic and social trends and conditions evolve at the global, domestic and local levels. Our mandate involves assisting Canadians of all ages as well as those with distinct needs, including Aboriginal people, Canadians with disabilities, homeless Canadians and others. The policies, programs and services we deliver must continue to provide leadership and respond to the ongoing and evolving needs of Canadians.

Our mandate also involves assisting employers to plan and manage their human resources; to have the diverse, skilled labour force they need; and operate their business in a fair and safe way that is productive within the competitive global marketplace. HRDC also plays an important international role, contributing to the development of positive labour market and social policy approaches to common problems facing both developed and developing countries.

Strategic Challenges

A 21^st Century Policy Framework

Canadians have signaled a desire to move from an entitlement framework to an empowerment framework - one where departments like HRDC shift from being a provider to an enabler, promoting citizens' opportunities rather than providing stop-gap measures. The federal government invests, either directly or through transfers, in individuals at key points in their development including: childhood, education, work, skills upgrading and retirement. Through these investments, individuals, governments and other partners take on a shared responsibility for their own well-being and that of Canadians, generally.

HRDC must continue to focus on employment, but we must also consider the social dimension and the role communities, governments and employers play in improving opportunities for Canadians. This is one of the key messages of the 2003 Budget Speech.

Citizen-Centred Service Delivery

Citizens, businesses and communities are changing. Both in Canada and in other developed countries, we are in the midst of a profound paradigm shift in the way government interacts with its citizens. Where the traditional government relationship with citizens was rules-based, transactional in nature and driven by program parameters and internal priorities, the new paradigm of interaction is citizen-centred and focused on accountability for results.

In the same way as we must meet citizens' needs by renewing our social and labour market policy architecture in response to social and economic changes, we must also respond to dramatic shifts in both technological capacity and to the expectations of citizens, businesses and communities for faster and better access to a variety of service channels.

Canadians want multiple service channels with no wrong door; services relevant to their personal needs; and increased electronic and efficient interactions with the government. In the last year, 56% of Canadian internet users have visited the Government of Canada website. Overall, 77% of Canadians believe that the internet will improve the way they receive services from the Government of Canada. (Government of Canada, Government on-Line and Canadians, January 2002, page 4, at http://www.gol-ged.gc.ca/rpt/2002rpt_e.asp)

In the summers of 2001 and 2002, HRDC completed surveys for the Income Security (ISP), Employment Insurance (EI) and Canada Student Loans (CSL) programs, all of which demonstrated positive results with respect to service delivery. Seventy-nine percent (79%) of ISP, 77% of EI and 71% of CSL surveyed clients were satisfied or very satisfied with their overall quality of service. Overall satisfaction with in-person services in ISP and EI was 93% and 86% respectively; and, satisfaction with telephone services was 80% and 82%. To sustain these gains, continuous improvement at the transactional level is required. A related challenge in the era of increasingly automated communications is to protect integrity, confidentiality and security of client and other personal information.

Changing Demographics

Canada has an ageing population. Between 1991 and 2001, the population aged 45-64 increased 36%. It will jump a further 30%, to almost one-third of the nation's total population, during the next 10 years. The working-age cohort is becoming older as well, with a median currently at 41.3 years (Statistics Canada, Infomat: A Weekly Review, July 19, 2002, pages 1-2). This trend is especially critical since it involves the prime-age labour pool upon which we draw to run the economy. Our workforce will grow at a much slower rate than in the past, and our future labour supply will be inadequate to meet the needs of the economy. Within 10 to 15 years, immigration will account for all net labour force growth and, within 30 years, all net population growth. Seniors aged 65 or over accounted for 13% of the nation's population in 2001, and will constitute 15% of the total population by 2011, which will place increased pressure on our Income Security programs (Ibid.).

Participation and Inclusion

As the 2003 Budget Speech acknowledges, while Canada is a very prosperous country, not all Canadians share in that prosperity (The Budget Speech 2003, http://www.fin.gc.ca/budget03/pdf/speeche.pdf). Many Canadians have not benefited from the kind of economic growth associated with the emerging knowledge economy. The lack of access to affordable, quality childcare services increases this vulnerability. Some Canadians, particularly families with children, are falling further behind in terms of income. In 2000, an estimated 868,000 children under age 18, or 12.5% of all children, lived in low-income families. While the proportion of children living in low-income families has been declining since 1996, and the current rate is among the lowest estimates recorded over the past twenty years, pockets of poverty in Canada persist. Those most vulnerable to persistent poverty are lone parents, unattached persons 45-64, recent immigrants, persons with work-limiting disabilities, and Aboriginal Canadians. Homeless individuals still face significant barriers to participation and inclusion.

Gaps in our Learning Systems

Although our existing learning systems provide us with a strong basis upon which we can build, only 19% of children under age six in Canada have access to quality early learning child care services (Early Childhood Care and Education in Canada, Provinces and Territories, 2001. Research and Resource Unit, University of Toronto). One in eight young Canadians does not complete high school. One in four high school graduates lacks the literacy skills necessary to participate in the knowledge-based economy (International Adult Literacy Survey, 1994-95, Statistics Canada and OECD.). Moreover, although Canada has the highest proportion of people with post-secondary education in the world, rates are declining after several decades of growth (Organisation for Economic Co-operation and Development, Education at a Glance, 2001). Especially notable is the growing gap in the rate of participation in post-secondary education between the lowest and middle socio-economic groups.

Further, by the standards of leading industrialized countries, Canadian employers invest less in skills training than some of our major competitors (Canadian Manufacturers and Exporters, Excellence Gap Review, August 2001. For more information, go to http://www.cme-mec.ca/national/documents/Excellence_Gap.pdf). In addition, the participation rate of adult Canadians in training has been declining slightly over the last decade. A recent survey placed Canada seventh in terms of the participation of adults aged 25 to 64 in continuing education and training (Organisation for Economic Co-operation and Development, Education at a Glance, 2001).

A New Labour Market

The Canadian labour market has changed dramatically over the last two decades. The knowledge-based economy means an ever-increasing demand for a well-educated and skilled workforce in all parts of the economy and all parts of the country. We are in the midst of a profound transformation as a result of the revolution in information and communications technologies and the rise of the global knowledge-based economy.

Overall labour market participation was at 67.5% in February 2003 - its highest level since January 1990 (67.5%). However, for low-skilled Canadians the rate is 56%, compared to 79% for high-skilled Canadians. By 2007, about 70% of all new jobs in Canada will require some form of post-secondary education - less than 7% will be suitable for people with less than high school completion (Statistics Canada. Labour Force Survey, 2001; Human Resources Development Canada, Applied Research Branch, Job Futures (2000) World of Work: Overview and Trends). At the same time, skill requirements in the labour market are not static. Most jobs in the knowledge economy, and a steadily increasing proportion of jobs in traditional sectors, require ever increasing skill levels as new technologies make their way into all workplaces. The ageing of the workforce may exacerbate the skills shortage. The Conference Board of Canada forecasts a shortfall of nearly one million workers within 20 years (The Conference Board of Canada, Performance and Potential, 2000-2001). For example, according to the Canadian Institute for Health Information, about two thirds of nurses across Canada are 40 years of age or older, and in 10 years, more than half of nurses will be in the 55-to-59 age group and close to retirement (Canadian Institute for Health Information, Supply and Distribution of Registered Nurses in Canada, 2001). The Canadian Nursing Association predicts a shortage of 78,000 nurses in Canada by 2011, increasing to 113,000 by 2016 (The Canadian Nurses Association, Planning for the Future: Nursing Human Resource Projections, June 2002).

In response to global competitive pressures, employers want more flexibility with regard to the movement between jobs, the allocation of tasks within jobs and the work schedule; 75% of Canadian businesses reported human resource management as an important aspect of their overall business strategy. Many leading companies have adopted innovative workplace practices to increase labour productivity such as employee involvement, flexible job design and workplace training. Evidence from the Workplace and Employee Survey shows that 46% of establishments that sponsored training reported increases in productivity in 1999 (Statistics Canada and HRDC, Employer and Employee Perspectives on Resources Practises, Catalogue no. 71-584-MPE, September 2001 and Workplace component of the Workplace and Employee Survey (WES), 1999.).

Employees want better working conditions, more control over their working time and access to leave to care for their families and improve the quality of their lives. While the situation of many workers is improving, many others complain of declining working conditions and employment benefits, greater workplace stress, decreased job security and an imbalanced workload. In fact, there continues to be a significant segment of the working population (around 30%) in non-standard types of employment wherein workers lack access to the benefits provided by employers and governments (Statistics Canada, Labour Force Survey, 2001.).

This means that both individuals and employers must adapt to the new realities and must also have the ability, the willingness and the opportunities to constantly upgrade and renew their skills in learning institutions and the workplace.

Global and Economic Issues

Our policy and program development is affected by the state of the Canadian economy. Economic forecasts for 2003-2004, while generally positive, are not uncontroversial. On the one hand, with economic growth expected to average 3.2% in 2003, Canada is forecast to lead it's G-7 counterparts (Department of Finance Canada, The Budget Plan 2003, pp. 36, 60). On the other hand, the uncertain state of the global economy cannot but affect Canada. Global economic prospects are further challenged by the continuing threat of international terrorism and the possibility of armed conflicts that could require Canadian involvement.

The unemployment rate in Canada in February 2003 stood at 7.4% on a seasonally adjusted basis. The spending plan forecasts that Employment Insurance benefits in 2003-2004 will be marginally higher than in 2002-2003. In the 2003 Budget, the Government announced a lower EI premium rate in 2004 of $1.98 - 12 cents lower than the $2.10 rate in 2003 (Ibid, p. 44; The Budget Speech 2003, http://www.fin.gc.ca/budget03/pdf/speeche.pdf).

HRDC manages an expanding range of international labour activities aimed at improving working conditions and labour standards. As Canada continues to develop trade agreements with a growing number of countries, HRDC will continue its work with international organizations, to develop innovative international labour agreements and provide information and support to developing countries.

Partner and Key Stakeholder Collaboration

Responding to the priorities of the Government of Canada will increasingly involve collaboration with partners and stakeholders. Achieving the goals set out in Knowledge Matters, Modernizing Services for Canadians, advancing the Federal Disability Agenda and implementing the Joint Accord with the Voluntary Sector, for example, will require extensive collaboration with partners, including provincial and territorial governments, business, labour, Aboriginal groups, the voluntary sector and individual Canadians. In dealing with our partners, our challenge will be to improve service delivery and management accountability while ensuring that our relationships are not overly constrained by complex procedural issues and paper burden.

Internal Management Challenges

Responding to changing client needs and expectations in the context of service delivery is not limited to technological and transactional change alone. The department will also need to begin addressing a broader range of needs and issues at the regional and community level by working more collaboratively with a growing range of local partners.

Demographic change is equally challenging for HRDC. Our workforce is older and ageing with over 66% of our executives aged 45-55. During 2003, 16% will be eligible to retire. The average age of departmental indeterminate employees is 45 years. As the baby-boomers, the largest age cohort in the population, begin to retire from the workforce, our organization will have to find skilled employees to replace them. The recruitment of younger qualified people and the retention of more experienced and knowledgeable workers will become increasingly prominent in a knowledge-based and highly competitive environment. This challenge will be an ongoing priority of the department's human resource strategy over the next several years.

HRDC will also need to continue its efforts toward ensuring that the workforce is diversified and representative of the Canadian population, with an emphasis on employment equity and visible minority groups and in the area of official languages.

Ensuring that staff is equipped with the multiple skills necessary to consistently deliver the highest quality programs and services remains a priority for the department. The ongoing recruitment challenges will be exacerbated by the demographic crunch that affects the country.

In his Budget Speech, the Minister of Finance committed the Government to reallocating spending and improving efficiency which will influence significantly the department's resource management and allocation process for 2003-2004 and subsequent years.

An effective organization understands the risks associated with maintaining ongoing service levels while at the same time continuing to meet the challenges of anticipating and responding to emerging trends and continuing to improve organizational effectiveness. Risk analysis and management is at the heart of an organization's management strategy. Identified risks are mitigated through the detailed elements of the department's annual corporate initiatives.

As we transform the way we do business, the internal arrangements through which we provide policies, programs and services to Canadians will be transformed, too.

Strategic Response

The combined pressure of these imperatives for change creates a situation whereby the department must continually address the way it frames its policies and the way it conducts its business.

HRDC will develop a modern policy framework that will focus on participation, investment and inclusion. Through leadership of a renewed labour market strategy, HRDC will ensure that its policies, programs and services promote an educated, skilled and adaptable workforce of lifelong learners ready and able to respond to the challenges of the 21^st century knowledge economy.

The department will support employers and labour organizations to identify which adjustments are required to accommodate the needs of workers for improved working conditions, and the needs of businesses to be more competitive in an expanding global economy.

Through investment in the National Child Benefit, HRDC will continue to work with other federal departments, provincial and territorial governments and First Nations to help prevent and reduce the depth of child poverty and to promote attachment to the labour market by ensuring that parents are always better off as a result of working.

Continued focus on early learning and quality child care will 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.

The department will continue to work with disadvantaged and vulnerable individuals and groups to enhance their participation and inclusion in Canadian society.

HRDC will also focus on contributing to building strong cities and healthy communities and will promote economic and social inclusion through community-owned, integrated solutions.

Modern service delivery will move from a program-centric approach focused on transactions to a citizen-centred one that is relationship-based and occurs across an individual's life cycle. Modern service delivery will be based on:

• Trust-based relationships
• Outreach relationships with citizens and communities
• Knowledge products and services
• People with multiple knowledge-based roles
• Continuous learning

The department will continue to support the development and implementation of international labour cooperation agreements and core labour standards.

Our organization must become capable of delivering citizen-centric service by consolidating its corporate services or enabling functions. We must focus on core activities and become financially sustainable. The organization must also make investments in information technology renewal in order to ensure technology capacity is sufficient to deliver results to Canadians.

To meet the challenges presented by the myriad drivers of change, HRDC will develop and implement a change leadership approach. HRDC will undertake the necessary review in accordance with Treasury Board direction to examine departmental programs and support the Government's resource reallocation exercise.

In conclusion, HRDC will continue to operate in an environment that will demand efficient and effective delivery of a broad range of services to the public, while at the same time investing in policy and program development, evaluation, technological solutions and our employees.

2003-2004 Planned Expenditure Profile

HRDC has the greatest expenditure on programs and services of any department, more than $67 billion, or 95% of this spending benefits Canadians through the Employment Insurance (EI), Canada Pension Plan (CPP) and Old Age Security (OAS) programs and other statutory transfer payments.

1. Includes payments related to Government Annuities Account and Civil Service Insurance Fund.
2. These two amounts directly benefit Canadians

Our Strategic Outcomes, Initiatives and Service Lines

During 2003-2004 and beyond, HRDC will focus on realizing our strategic outcomes by pursuing the most relevant and important initiatives, with a demonstrated focus on results. Our efforts will make a difference in the lives of Canadians who can expect the high quality service that they deserve. Those efforts will be guided by our commitment to the effective and efficient use of our fiscal and human resources.

The table below identifies the four strategic outcomes that HRDC endeavours to provide for Canadians, the links between our service lines (i.e., Income Security IS), Employment Insurance Income Benefits (EIIB), Human Resources Investment (HRI), Labour (LAB), Corporate Services (CS) and Service Delivery Support (SDS)) and those strategic outcomes.

Strategic Outcomes and Corporate Initiatives	Our Service Lines
	IS $49,486M FTEs: 3,511	EIIB $14,054M FTEs: 7,597	HRI $6,206M FTEs: 3,669	LAB $187M FTEs: 730	CS/SDS $850M FTEs: 6,680
Income security for seniors, persons with disabilities and their children, survivors and migrants Seniors Low-Income Pensioners Migrants Survivors Persons with Disabilities Dialogue with Canadians
Opportunity to fully participate in the workplace and community Transforming Federal Labour Market Programs Program Directions Skills and Learning Architectures Children and Families Working with Disadvantaged Groups Working with Communities Official Language Minority Communities
Safe, fair, stable and productive workplaces Workplace Strategy Labour Cooperation Agreements Review of Part III (Labour Standards) of the Canada Labour Code Employment Equity
Sustainable and effective program management and service delivery Modernizing Service for Canadians Human Resources Management Service Improvement Protecting the Privacy of Canadians Resource Management and Allocation Practices Integrated Strategic and Business Planning and Performance Management Information Management and Information Technology Modernization of Comptrollership Sustainable Development Strategy
Total HRDC Service Lines	$70,783M
Other Costs	$180M
Consolidated Total	$70,963M	FTEs:	22,187

Income security for seniors, persons with disabilities and their children, surviviors and migrants

Parliament has given HRDC the mandate to promote and strengthen the income security of Canadians. The Canada Pension Plan (CPP) and the Old Age Security (OAS) program (For more general information on financial assistance and entitlements, visit http://www.canadabenefits.gc.ca; for more specific information on income security benefits, visit http://www.hrdc-drhc.gc.ca/isp/) provide income support to eligible clients including seniors, migrants to and from Canada, survivors and CPP contributors who become disabled, and their children.

The impact of the public pension system is particularly clear for seniors. In 1980, almost 21% of all seniors in Canada reported low income. In 2000, this number had been reduced to 7.3% (Statistics Canada, Income in Canada (Cat. # 75-202-XIE), November 2002: see http://www.statcan.ca/english/IPS/Data/75-202-XIE.htm) - a reduction that can be attributed largely to the Canada/Quebec Pension Plans and improvements in the Old Age Security program.

Canada's performance in providing income security for seniors compares very favorably internationally. According to the Organization for Economic Co-operation and Development's (OECD) 2001 comparison, the poverty rate among Canada's seniors is the lowest of the nine countries compared. Canada was also identified as being the country with the greatest success in assuring pensioners' economic well-being and protecting disadvantaged groups (OECD, Ageing and Income - Financial Resources & Retirement in 9 OECD Countries, 2001).

Statutory and Non-Statutory Transfer Payments^a

1. For additional financial information, see Figures 1 to 6.
2. For detailed CPP information.

We will continue to deliver services that support the strategic outcome and the current priorities

HRDC serves a broad section of the Canadian public through a number of social programs. Income security programs, such as the Canada Pension Plan and the Old Age Security program, have a positive effect on the lives of virtually all Canadians, in particular the approximately five million people who currently receive a range of benefits based on significant events that have occurred in their lives: retirement, disability or death.

These programs provide our citizens with a vital measure of financial security when they retire or suffer a severe disability or critical loss of income because of death in the family.

As society and the economy are in a constant state of change, all public programs must be continuously reviewed and assessed to make sure that they are doing what they should be doing and doing it well. To measure our success, we have developed a number of performance indicators, which are summarized. We carefully assess our success in reaching these objectives as we continue to improve our delivery of service to each of our clients.

During the upcoming planning period, we will focus on key initiatives.

Seniors

It is estimated that current growth in Canada's seniors' population will result in an increase in pension applications processed of approximately 6% for CPP and 2.5% for OAS in 2003-2004. To better serve this significant client group, we are simplifying the application processes for the CPP and OAS pensions and reducing our reliance on paper proofs for documentation (such as birth certificates) that are available from sources such as the Canada Customs and Revenue Agency (CCRA) or the Social Insurance Registry. CPP and OAS are integral parts of the department's efforts to support modernizing service for Canadians and in particular, initiatives to provide on-line access to programs and services. These initiatives are outlined in more detail.

Low-income Pensioners

Approximately 1.4 million Canadians receiving the OAS pension also receive Guaranteed Income Supplement (GIS) benefits. Many of their spouses/common-law partners also receive Allowance benefits. Allowance for the survivor benefits are available to low-income seniors between 60 and 64 whose spouses/common-law partners have died. These benefits, which provide additional income for Canadians with low income, must be applied for each year. Beginning in February 2002, HRDC undertook a nationwide initiative in collaboration with CCRA to reach seniors who might be eligible for GIS and encourage them to apply. We have simplified the annual application process -- most beneficiaries can renew their application simply by filing their personal income tax return by April 30. In 2003-2004, we will continue our efforts to help our clients receive the benefits for which they are eligible by further streamlining and automating the application process for these supplementary benefits. Targeted mailings will continue to be used to reach low-income seniors who have not applied for GIS. It is expected that 60,000 people will be contacted. A simplified GIS application form will be used in the 2003-2004 GIS renewal process for seniors who do not file tax returns and HRDC and CCRA will continue to find the best ways to communicate with them to explain the advantages of filing returns.

Migrants

To protect the pension income of people who have lived and worked in both Canada and abroad, we have social security agreements with 47 countries. These agreements help people qualify for pensions from Canada and other countries. In 2003-2004, we will assess the possibility of signing agreements with more countries, including Bosnia-Herzegovina, the Former Yugoslav Republic of Macedonia, India and Yugoslavia. We will also negotiate new agreements with Estonia, Latvia and Lithuania to further enhance access to Canadian and foreign benefits.

Survivors

Monthly benefits are available under the CPP to the spouse/common-law partner and the dependent children of a deceased CPP contributor. A one-time lump-sum death benefit is also available to help with funeral costs. The OAS Allowance for the survivor also pays monthly benefits to eligible seniors whose spouse or common-law partner has died. In 2003-2004, we will enhance our partnerships with community-based organizations, including funeral services providers, to help us make survivors aware of our programs and of the benefits to which they may be entitled.

Persons with Disabilities

Approximately 280,000 CPP contributors currently receive a CPP Disability (CPPD) benefit. Although all CPP Disability beneficiaries are, by definition, persons with severe and prolonged disabilities, a small proportion of them may find their condition improves to the point where they are able to work again, particularly if they are provided with support and assistance in their effort to do so. In 2003-2004, a new service delivery model will be introduced, 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.

HRDC will also conduct an evaluation of the existing vocational rehabilitation program and develop tools to better assess client progress. This work will benefit CPPD clients by providing a broader range of return-to-work supports to a larger group of individuals. The return-to-work continuum of services would allow CPPD to provide some level of support to more individual clients, which should increase the chances of their successful return to work. This could be as simple as job readiness counselling to ensure that individuals do not attempt to return to work prematurely, or as intensive as full vocational rehabilitation services. As part of developing the new model, performance indicators will be developed to determine the degree of our success.

Dialogue with Canadians

We will continue to enhance dialogue with our clients and potential clients through partnerships with other government departments and resources, such as CCRA's Tax Volunteer Program or Canadian Heritage. We will also work with community-based organizations such as shelters and food programs, financial planners, schools, social service organizations and funeral services providers.

We will continue to develop our client feedback mechanism so that clients can easily provide feedback on their interactions with us. We will also create a redress process to track, report on and respond to all complaints and feedback consistently and quickly.

Giving citizens the tools with which to comment on our service and their experience with us will greatly enhance our ability to continuously improve our service to all our client groups.

Summary of Performance Indicators

Opportunity to fully participate in the workplace and community

The Government of Canada recognizes that Canada's quality of life is improved when all Canadians have the opportunities and skills to be self-reliant and to actively contribute to the economic and social development of their own lives and their communities. This, in turn, improves productivity, reduces the need for government intervention and income support, and improves the quality of life of all Canadians.

HRDC contributes to this through a range of programs and services that reach Canadians of all ages and at all stages in life, that we deliver directly or in partnership with communities, other levels of government, educational institutions, youth and Aboriginal organizations, and the private and voluntary sectors.

HRDC, through the extension of the National Homelessness Initiative for an additional three years, will continue to partner with communities and other levels of government to help homeless Canadians move out of the cycle of homelessness and prevent those at risk from falling into homelessness.

For more than 60 years, Employment Insurance (EI) has ensured individual well-being, economic stability and a flexible labour market by providing temporary income support to Canadians who lose their job or must leave work due to sickness or the birth or adoption of a child.

Statutory and Non-Statutory Transfer Payments^a

1. For additional financial information, see Figures 1 to 6.
2. Planned Spending for benefits does not include the 2003 Budget measures.

We will continue to deliver services that support the strategic outcome and the current initiatives

We allocate most of our operating resources under this strategic outcome to the delivery of our day-to-day operations and activities that help people to fully participate in the workplace and community. To help achieve this strategic outcome, we will provide: the EI program to benefit temporarily unemployed people across Canada; enhanced growth and retention of skilled Canadians in the labour market; access to learning and skills development; social development activities; employment opportunities; information, coordination and advisory services; and the National Homelessness Initiative. A table summarizing all performance indicators related to this strategic outcome.

The government is committed to making Canada a land of ever-widening opportunity. In support of this priority, HRDC will promote an educated, skilled and adaptable workforce, and the greater inclusion of all Canadians in the workplace and the community.

The department will implement flexible and effective policy and program development approaches that invest in the skills and learning, employability and community participation of individuals at all stages of their lives.

Further, HRDC will invest in a balanced labour market and social infrastructure to support the participation of all individuals in the workplace and community.

Such investments will provide Canadians with the tools they need in a knowledge-based economy and society, enhance Canada's economic competitiveness and help to ensure that fewer Canadians are left behind.

Transforming Federal Labour Market Programs

The economy of the 21^st century will require workers who are lifelong learners, and who can respond and adapt to change. It will also require employers to adapt their human resources management practices to suit the new challenges of global competitiveness, current and impending skill shortages, and an ageing workforce. However, many of HRDC's current programs were developed some years ago and may not provide an optimal response to the challenges related to emerging demographic pressures and rising and changing skills requirements. To ensure our continued prosperity, Canada needs policies and programs that enable individuals to access learning opportunities that assist adults to become lifelong learners by combining working and learning, by fostering skills development in the workplace, and by helping remove barriers to the participation and inclusion of disadvantaged groups. We also need a framework of labour legislation that supports healthy and productive workplaces, with working conditions that support individuals in their work and family needs.

The 2002 Speech from the Throne committed the Government of Canada to transform its labour market policies and programs to address these challenges. HRDC will be working to this end over the coming year and will focus its efforts on implementing recent improvements to its policies and programs, including for example, the realigned Youth Employment Strategy, employability programming for persons with disabilities, planned improvements to the Canada Student Loans Program and to the Employment Benefits and Support Measures offered under Part II of the Employment Insurance Act.

HRDC will develop a comprehensive policy framework that integrates HRDC's social and labour market policies and programs to equip Canadians to meet the challenges of, and help to ensure that all Canadians can participate in and benefit from, the knowledge economy. In particular, HRDC will be examining workplace practices that enhance productivity, worker protection in light of new employment relationships, working time and flexible working conditions, pressures to balance work and family life, and modern compliance methods.

Supporting Workplace Skills and Learning

The consensus emerging from consultations confirms the Government of Canada's priority of promoting lifelong learning, in particular, skills development in Canadian workplaces. Canada is considered average in its workplace training investments compared with its competitors. Yet we know that skills and knowledge acquired on the job are more effective than training occurring outside the workplace.

Over the coming months, HRDC will realign over $25 million of existing resources to intensify support for workplace skills development. The objective is to test innovative approaches to workplace learning and foster strategic partnerships to lever action from business, labour, educators and communities, and other key stakeholders. For example, HRDC will provide financial support to the Canadian Apprenticeship Forum and Skills Canada to spearhead a national campaign to promote the skilled trades as careers of choice for young Canadians. As well, HRDC in consultation with provinces and territories and its partners will expand the number of skilled trades eligible for Red Seal designation, thereby promoting increased mobility of certified journeypersons.

HRDC will also build on investments to increase the network of exemplary sector councils, which identify and address sector-wide human resource issues, including skills issues, and support transitions in their sector of the Canadian labour market. Currently, the network of national Sector Councils covers about 25% of the labour market. Our goal is to expand this to up to 50% of the labour market within five years through investments in strategic sectors.

Sector Councils also support the development and dissemination of effective and innovative skills development practices and foster increased commitment towards lifelong workplace learning by industry. Funding will enable a range of projects that, for example, strengthen industries' capacity to implement on-line recruitment and retention services for small firms to address their human resources needs; and e-learning and distance learning applications that will increase access to workplace learning opportunities for workers.

Too many working age Canadians lack the literacy and other basic skills demanded by the knowledge-based economy. HRDC's essential skills and literacy initiatives aim to increase access and opportunity for Canadian workers to acquire the essential skills, including literacy, necessary to optimize their participation in the Canadian workforce.

To improve literacy and other essential skills in the workforce, HRDC will work to develop essential skills profiles for all occupations to help employers train their employees to meet the skills standards of their occupations. This body of research will inform the development of applications to help ensure that Canadians have the skills they need to thrive in the labour market. HRDC will also realign its resources to provide workplace literacy initiatives that test innovative approaches to workplace learning and to foster strategic partnerships and lever action and investment from businesses and communities. Part of our strategy includes extensive use of our Essential Skills website (For further information, see http://www15.hrdc-drhc.gc.ca/English/general/es.asp.)

Participants at the National Summit on Innovation and Learning expressed support for actions that strengthen participation in the labour force using innovative approaches such as prior learning assessment and recognition. HRDC will support proposals for prior learning assessment to deal with the pressing shortage of health care workers in general, and nurses in particular. These initiatives will also support community colleges in the important role they play in equipping Canadians with the skills they need for the future and in promoting workplace learning. In addition, working with its partners, HRDC will support innovative learning tools and workplace applications to increase opportunities for Canadians to develop their skills and leverage investments by employers in the skills and talents of their workers.

Program Directions

In collaboration with other federal departments, provincial and territorial governments and Aboriginal organizations, HRDC will develop program policy and implementation plans associated with Youth Employment Strategy (YES), Future Directions on Employment Benefits and Support Measures (EBSMs) and initiatives in support of labour market integration of immigrant workers and hiring of foreign workers, labour mobility, older workers and labour market information.

YES Realignment

The 2002 Speech from the Throne included a commitment to ensure government strategies keep pace with the changing employment needs of our youth. The Youth Employment Strategy has been re-aligned to respond to the commitments outlined in the Speech from the Throne, the results of operational experience with the design and delivery model, consultation with stakeholders and evaluation findings. The objective of the realigned Strategy is to assist youth in enhancing their employability skills, while increasing the number of skilled young Canadians in the workforce.

The Strategy will continue to be delivered in partnership with the private sector and non-governmental organizations (NGOs) through the collective efforts of 14 Government of Canada departments, agencies and corporations, with HRDC in the lead role. The Youth Employment Strategy will continue to create employment and service initiatives for youth through partnerships with business, labour, industry, not-for-profit and voluntary organizations, Aboriginal and rural and remote communities, and other levels of government.

Key results commitments for all initiatives receiving funding under the Youth Employment Strategy over the period 2003-2008 include:

• participants will gain enhanced employability skills from work experience or tailored interventions; and,
• a portion of youth participants will return to school to further their education/skills development and/or become employed.

Future Use of EBSM

Part II of the Employment Insurance (EI) Act authorizes the design and implementation of programs and services to help unemployed participants to prepare for, find and maintain employment. HRDC delivers Employment Benefits and Support Measures (EBSM) in five jurisdictions. In seven other jurisdictions, the province/territory has assumed responsibility for the design and delivery of programs and services that are similar to EBSM. Employment benefits consist of interventions such as self-employment and skills development assistance for individuals and wage subsidies for employers, while support measures are mechanisms that provide opportunities to individuals or communities to further their employment and labour market potential.

Together, EBSM and similar programs and services (transfer Labour Market Development Agreements) will account for $2.2 billion (including Pan-Canadian funds) of EI Part II spending in 2003-2004. It is expected that these investments will assist 356,000 active EI claimants. It is anticipated that 214,000 EI clients (active and former) will become employed or self-employed. The return to work of the active claimants before the end of their benefit period will result in $815 million in unpaid EI (Part I) benefits.

During 2003-2004, a number of initiatives will be undertaken to strengthen EBSM support of the priorities of the skills and learning agenda. A variety of research and innovations projects will be funded which will test the impact of prior learning assessment on the subsequent labour market participation of unemployed people in Canada. Prior learning assessment is a process for formally recognizing informal and non-credit learning for unemployed individuals. As well, the use of Prior learning assessment and essential skills testing for clients will be piloted by some Employment Assistance Services (EAS) projects in Ontario and co-managed regions. Essential skills assessment will inform individuals of their relative skill levels in reading, writing, oral communication, working with others, thinking and learning, as well as document use, numeracy and computer use. The addition of assessment services related to prior learning and essential skills will be piloted with a view to determining the impact of these approaches on subsequent skills development and employment of participants. Furthermore, it will give the department a clear sense of the relative cost-effectiveness of these measures.

Recognizing the importance of skills in improving labour market resiliency of workers, workers in the softwood lumber and other industries will be assisted through two new initiatives:

• Work Sharing While Learning (WSWL) will allow workers of firms that are restructuring to work part-time and receive EI Part I benefits while participating in employer-sponsored training.
• Increased Referrals to Training (IRTT) will allow workers who are facing job loss to leave their employment and participate in EI approved Part II training. IRTT will assist Canadians in developing marketable skills that will allow them to find employment.

These initiatives will only be available in EI Economic Regions that have an unemployment rate of 10% or higher. The measures are available to workers and/or industries in all sectors. Provisions for these two measures are in place for two years from the December 16, 2002 date of implementation. Other partners involved in these initiatives are the provinces, territories, business and industry associations.

Labour Market Integration of Immigrant Workers

Immigrants are playing an increasingly important role in sustaining Canada's economic growth and success in a globalized economy. Immigrants bring with them a diverse set of talents, abilities and skills that Canada will rely on more in the next decade as skill requirements of new jobs rise and our population ages.

In February 2002, HRDC launched a national dialogue on skills and learning through the release of a federal discussion paper entitled Knowledge Matters: Skills and Learning for Canadians. This federal document reflects the Government's commitment to ensuring that Canada continues to attract the highly skilled immigrants it needs and helps them achieve their full potential. In December 2002, HRDC announced that it will begin to work in partnership with the Canadian Council of Professional Engineers and its member associations towards improving foreign credential recognition processes in the engineering profession.

Budget 2003 announced funding to promote more efficient and transparent foreign credential recognition processes. HRDC will use these funds to promote partnerships with provincial and territorial governments, regulatory authorities and employers.

Foreign Worker Program

The 2002 Speech from the Throne included a government commitment to fast-track skilled workers entering Canada with jobs already waiting for them. Budget 2003 announced funding over the next two years in support of this commitment. HRDC will implement regulatory, administrative and systems changes that will provide new or improved services for employers related to the hiring of foreign workers to meet labour requirements. During 2003-2004, HRDC and Citizenship and Immigration Canada will work closely with partners, including Industry Canada, the Department of Foreign Affairs and International Trade and provincial ministries responsible for employment and immigration to achieve a more responsive approach for employers to fill labour shortages through foreign recruitment (both permanent and temporary).

Labour Mobility and the Skilled Trades

The implementation of the Labour Mobility Chapter (7) of the Agreement on Internal Trade (AIT) has resulted in significant reforms. The AIT tasked the Federal-Provincial-Territorial Forum of Labour Market Ministers (FLMM), which HRDC co-chairs, with the responsibility for implementing Chapter 7. The Social Union Framework Agreement established July 1, 2001 as the deadline for meeting the obligations of Chapter 7.

A key obligation of Chapter 7 is the requirement to recognize the qualifications of workers from other jurisdictions. Most provincial/territorial governing bodies for each regulated occupation compared their standards and requirements in order to be able to recognize each others' qualified workers through the development of Mutual Recognition Agreements (MRA) or similar protocols. For some occupations, this was the first time the provincial/territorial regulatory bodies had come together to achieve a common objective, namely, to satisfy their obligations under Chapter 7.

To date, most self-regulated occupations and provincial/territorial trades regulators have developed recognition agreements to facilitate the mobility of Canadian workers. During 2003-2004, HRDC will continue to work closely with the provinces, territories and self-regulated occupations to remove the outstanding labour mobility barriers.

Despite an expanding labour force, apprentice completion rates have remained constant over the past decade. This has contributed to skills shortages in trades such as construction, metal trades, electrical and electronics. In partnership with the Canadian Council of Directors of Apprenticeship we will also continue to improve workplace and inter-provincial mobility in the skilled trades through the Red Seal Program and inter-provincial exams. Increasing the completion rate of apprentices is an important milestone identified in Knowledge Matters and will require the combined effort of a number of key players. During 2003-2004 we will continue to work with partners and stakeholders to meet the Government of Canada's goal of doubling the number of apprenticeship completions over the next decade and address the issue of skilled trades shortages.

Older Workers

The Government of Canada will continue to work with partners on how to best address the special needs of displaced older workers (persons aged 55-64). In 1999, the Government of Canada announced $30 million for an Older Workers Pilot Projects Initiative to help laid-off older workers and those at risk of losing their jobs to find work or remain employed. To date, eight provinces and the three territories have signed agreements, and 66 projects have been approved across Canada. All projects are cost-shared with the provinces and territories. In the fall of 2002, the Government of Canada announced an additional investment of $15 million for the Initiative, thereby extending the program to March 2004.

Implement Recommendations of the Labour Market Information (LMI) Task Force

The LMI Task Force has been set up to develop an integrated vision of HRDC's labour market information activities for the future. To achieve this, HRDC will work with partners and stakeholders to align LMI research, data development and analysis, policy development, programs and products and services with client/user requirements. In 2003-2004, HRDC will complete the development and initial implementation of a sequenced restructuring plan. The restructuring process could take up to two years, given the potential effect of changes on HRDC's operations, partnerships and resource requirements.

Skills and Learning Architecture

The September 2002 Speech from the Throne sets out the Government of Canada's vision for Canada as a magnet for talent and investment. In keeping with this commitment, HRDC will build on and strengthen investments in skills and learning.

The current system of supports for skills and learning is a collection of individual programs that have emerged over the years to suit varying purposes, rather than being founded on a common and consistent set of goals and objectives. As a result, these programs may not always work effectively and efficiently with one another in meeting the needs of Canadians. For example, there is a tendency for opportunities for skills upgrading to go to those who already have education, good jobs and valued skills. Many people with disabilities do not have access to the supports they need to find and keep a job. At the same time, Canada is facing skills shortages in some areas, yet many qualified immigrants cannot find employment in their field.

Following the release of Knowledge Matters and in support of the engagement process on the Skills and Learning Agenda, during 2002-2003, HRDC hosted best practices workshops and expert and thematic roundtables on skills and learning. These consultations, which culminated with discussions at the National Summit on Innovation and Learning held in November 2002, confirm support by a wide range of stakeholders for early actions that will make Canada an innovative and skilled nation.

The Government also committed to work with Canadians, provinces and territories, sector councils, labour organizations and learning institutions to create the skills and learning architecture that Canada needs, to promote workplace learning, and to build our knowledge and reporting to Canadians about what is working and what is not. To move forward on this commitment, HRDC will work with its partners to implement a number of initiatives that will support and recognize workplace skills and learning and to strengthen the knowledge base to ensure that all Canadians have the information they require to make well informed choices about their skills and learning needs.

HRDC will work with its provincial and territorial partners through groups such as the Forum of Labour Market Ministers and Ministers Responsible for Social Services to ensure that our skills and learning supports work effectively together as an interconnected system for all Canadians.

Canadian Learning Institute

As announced in Budget 2003, the Government of Canada is committing $100 million towards the creation of the Canadian Learning Institute. Envisaged as an independent, pan-Canadian organization that promotes and supports evidence-based information on all areas of lifelong learning, the institute will require a collaborative partnership with governments, business and labour and national learning organizations. The Institute's mandate will encompass learning at all stages of life, from Early Childhood Development to post-secondary learning, and to workplace learning and adult training, both formal and informal. The institute will provide Canadians with the data and information they need to make informed decisions about their investments in learning; for example, so parents and individuals can make decisions about education, training and skills upgrading; and employers can determine the value of investments in training.

Modernizing our Supports to Access Post Secondary Education (PSE) and the Responsiveness of PSE Institutions

The 2002 Speech from the Throne reiterated the message that the fuel of the new economy is knowledge. HRDC, along with provinces and territories and our other partners, in terms of on-going policy work will explore the evolution of federal supports in post-secondary education in order to guide reforms which to sustain a high level of participation, expand accessibility, support the capacity to educate and perform research, and enhance innovation and responsiveness. These consultations and policy developments are aimed at identifying ways in which HRDC could support improved responsiveness of post-secondary education institutions.

During 2003-2004, we will work with the provinces and territories on policy research and the development of policy directions to address challenges encountered by under-represented groups, affordability and access, student loan repayment and debt management and examine links to broader social and economic policies.

The Government of Canada wants to ensure all Canadians and Protected Persons residing in Canada can access the learning opportunities they need in order to succeed in the knowledge-based economy. Strengthening the Canada Student Loans Program will ensure more Canadians receive the support they need to access post-secondary education. Enhancements to the program announced in the 2003 Federal Budget are expected to cost about $27 million in 2003-2004 and $32 million in 2004-2005 and include:

• Improving access by allowing Protected Persons, including Convention Refugees, to qualify for student loans;
• Improving affordability by increasing the in-study income exemption to help students keep more of what they earn while in school; and,
• Enhancing debt management measures by improving Debt Reduction in Repayment and Interest Relief to minimize default.

Children and Families

The Government of Canada continues to make supporting children and their families a priority. The well-being of today's children is a determinant of the quality of life in Canada and our future productivity. There is a strong consensus that, together, income support for low-income families and service supports for all parents are important to ensuring the healthy development of Canada's children. Because the early years establish the foundation for competence and coping skills that will affect learning, behaviour and health in later life, support for Early Childhood Development has also been recognized as a priority for governments.

In addition, in keeping with the policy of the government, the Employment Insurance Regulations will be amended to provide the same benefits to all adopting common law partners, including same-sex partners.

Early Childhood Development

HRDC continues to play an important role in the implementation of the Federal-Provincial-Territorial Early Childhood Development (ECD) Agreement concluded in September 2000. Under the Agreement, the Government of Canada is transferring $2.2 billion over five years (beginning in 2001-2002) 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.

HRDC also plays a key role in public reporting on Early Childhood Development, with the next set of reports to be released in Fall 2003. The reports will continue to use the comparable program indicators identified by Federal-Provincial-Territorial governments to track progress in improving and expanding Early Childhood Development programs and services, and the common set of outcome indicators identified by governments to monitor the well-being of Canada's young children.

In the February 2003 Budget, the Government of Canada announced that, pending the outcome of Federal-Provincial-Territorial discussions, it will provide $900 million, over the next five years, to provincial and territorial governments for quality, regulated early learning and child care programs to ensure that children get the best possible start in life and to make it easier for parents to pursue work or training. Together with provincial and territorial governments, the Government of Canada is developing a framework to improve access to affordable, quality, regulated early learning and child care programs. To complement this support to provincial and territorial governments, the Budget also provides an additional $35 million over five years, to build on federal early learning and child care programs for First Nations children, primarily on reserves.

National Child Benefit

Introduced in 1998, the National Child Benefit (NCB) initiative is a unique partnership among federal, provincial and territorial governments and First Nations. Its main goals are to prevent and reduce child poverty and to help ensure families will be better off by enabling parents to continue working. As of 2001-2002, the Government of Canada is investing $2.5 billion annually in the NCB initiative. The NCB also includes a First Nations component to help First Nations communities across the country improve services and support for their children.

In the 2002 Speech from the Throne, the Government of Canada committed to implement a long-term investment plan to allow poor families to break out of the welfare trap, so that children born in poverty do not carry the consequences throughout their lives. It also committed the Government of Canada to again significantly increase the NCB for poor families. Budget 2003 builds on this successful Federal-Provincial-Territorial collaboration with a $965 million-per-year increase in the NCB by 2007, reaching $3,243 per child for the first child. For low and modest income families raising a disabled child, these benefits will be supplemented by a further $1,600 per year.

HRDC will continue to play a key role in future public reporting on the NCB with the release of the fourth NCB Progress Report expected in May 2003. We will continue to report on federal, provincial, territorial and First Nations NCB expenditures and on the impact of the NCB. For the first time, the report will contain preliminary results from a comprehensive evaluation of the first two years of the NCB.

Compassionate Care

The 2003 federal budget announced that a six-week EI Compassionate Care benefit will be available to Canadians beginning in January 2004. The new benefit will ensure eligible workers can take a temporary absence from work to provide care or support to a gravely ill or dying family member without fear of sudden income or job loss.

The introduction of this new Compassionate Care benefit meets commitments made in the 2003 Health Accord and the 2002 Speech from the Throne.

In support of this commitment, Part III of the Canada Labour Code will be amended to provide for compassionate care leave with job protection in order for employees to safely be absent from work for the purposes of providing compassionate care to a gravely ill or dying child, parent or spouse. Minister Bradshaw will play a lead role vis-à-vis the Provinces in this matter to encourage provinces and territories to consider incorporating similar leave provisions with job protection in their respective legislation.

Working with Disadvantaged Groups

HRDC will transform its policies and programs to remove barriers to the participation and inclusion of disadvantaged groups in employment and learning, including persons with disabilities, low-income families, homeless people and Aboriginal people.

Persons with Disabilities

The 2002 Speech from the Throne committed the Government of Canada to work with the provinces to fast-track a comprehensive agreement to remove barriers to participation in work and learning for persons with disabilities. During 2003-2004, HRDC in collaboration with federal, provincial and territorial partners, will review progress with the implementation of the framework for a comprehensive Labour Market Strategy approved by the provincial Ministers of Social Services in December 2002. In order to support the Strategy, work will be undertaken in 2003-2004 to renew the terms and conditions of the Opportunities Fund. The Opportunities Fund assists persons with disabilities in preparing for, obtaining and keeping employment or becoming self-employed.

Current agreements under the Employability Assistance for People with Disabilities (EAPD) expire as of March 2003. Budget 2003 included the announcement to renew the funding commitment of $193 million per year for this program. EAPD is a joint Federal-Provincial initiative under which the Government of Canada cost-shares funding with provinces to help persons with disabilities prepare for, attain and retain employment. HRDC is working with its Federal-Provincial-Territorial partners to develop and implement successor agreements in the context of the Framework for a Comprehensive Labour Market Strategy for people with disabilities. This work will improve Federal-Provincial-Territorial coherence in employability programs for persons with disabilities and further help reduce barriers to their participation in the workplace.

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

During 2003-2004 HRDC will also develop: in collaboration with the Department of Finance, a targeted measure to assist low-income families raising children with severe disabilities; a disability action plan for our own department as well as the Government of Canada that will set out more specific objectives and timelines for the federal government's priorities for integrating persons with disabilities into the community, school and the work force; and work with Federal-Provincial-Territorial partners to conduct a disability supports gap analysis and report to the provincial Ministers of Social Services by the Fall of 2003, in order to gain a better understanding of the strengths and limitations of the Canadian disability supports system.

Through the Labour Program, HRDC will work to increase labour market representation of designated groups governed by the Employment Equity Act and the Federal Contractors Program.

Homeless People

Homeless people face a multitude of barriers to participation and inclusion in society. Consistent with the 2002 Speech from the Throne commitment, federal leadership on homelessness will continue for an additional three years through the extension of the National Homelessness Initiative (NHI). The extended NHI will help support communities to develop a broader range of interventions to stabilize the living arrangements of homeless individuals and families, encouraging self-sufficiency where possible and prevent those at risk from falling into homelessness.

Aboriginal People

In the 2002 Speech from the Throne, the Government of Canada committed to investing in the social, cultural and economic development of First Nations people. In this regard HRDC will work with Aboriginal communities to build their capacity for economic and social development through the Aboriginal Skills and Employment Partnership (ASEP). This partnership will support collaboration between Aboriginal groups and the private sector and governments to ensure that Aboriginal populations can participate in select major economic opportunities. In the February 2003 Budget, the Government of Canada announced that it will provide $25 million, over the next two years to help meet this commitment.

HRDC's Aboriginal Human Resources Development Strategy (AHRDS) is a five-year, $1.6 billion strategic partnership between HRDC and Aboriginal organizations to assist Aboriginal people to prepare for, obtain and maintain employment and to build Aboriginal capacity for human resources development. In 2003-2004, approximately 50,000 Aboriginal clients will be served, some 18,000 clients will find employment or become self-employed and about 6,000 clients will return to school. The return to work of the active claimants before the end of their benefit period will result in about $14 million in unpaid EI (Part I) benefits. In addition, HRDC will fund approximately 7,500 childcare spaces through the First Nations and Inuit child care initiative.

A major focus in 2003-2004 will be to continue with the renewal of the current strategy through consultations with national, regional and sub-regional Aboriginal organizations for implementation by 2004. This renewed strategy is expected to feature increased integration and coordination.

A House of Commons Standing Committee report on the Review of the Employment Equity Act called for concerted action to address the chronic under-employment of Aboriginal people. The Labour Program will develop and implement a strategy bringing together employers, unions and Aboriginal organizations to address this problem. This initiative will reinforce partnership between employers and existing Aboriginal Human Resource Development Agreement holders. In addition, working with its partners, HRDC will support innovative learning tools and workplace applications to increase opportunities for skills development for Canadians and leverage investments by employers in the skills and talents of their workers.

HRDC will continue to work in close collaboration with Health Canada and Indian and Northern Affairs Canada to implement new investments in Aboriginal Early Childhood Development announced in October 2002. These investments build on the success of existing federal programs, and complement the initiatives of provincial/territorial governments under the ECD Agreement, by providing an additional $320 million over the next five years to enhance programs such as Health Canada's Aboriginal Head Start and HRDC's First Nations and Inuit Child Care Initiative, and to intensify efforts to reduce the incidence of fetal alcohol syndrome and fetal alcohol effects for First Nations children living on-reserve. In addition, HRDC will play a role in undertaking significant new research to fill gaps in the understanding of how Aboriginal children are doing, and what factors make a difference in their healthy development.

Working with Communities

HRDC will continue to 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. HRDC's effort to strengthen Canadian communities is a central theme of the Government of Canada, which recognizes that strong communities are essential to the quality of life and the fabric of Canadian society.

The development of community-owned solutions to homelessness is at the heart of the National Homelessness Initiative (NHI) and is the underpinning of the Supporting Communities Partnership Initiative's community-based approach. HRDC will track and monitor the development of communities' own integrated and comprehensive strategies to address and prevent homelessness through updated Community Homelessness Plans for the extension of the NHI.

It is in communities where elements of Canada's Innovation Strategy (For further information, see http://www.innovationstrategy.gc.ca) come together, as many smaller communities have significant knowledge and entrepreneurial resources. However, strengthened networks, infrastructure, investment capital and a shared vision are needed to help them live up to their innovative potential. A coordinated effort among the private, academic and voluntary sectors with the support of federal, provincial/territorial and municipal governments is required to build local capacity and unleash the full potential of communities across the country (National Analysis on Canada's Innovation Strategy: Achieving Excellence).

In December 2001, the Government of Canada signed an accord with Canada's voluntary sector. During 2003-2004, HRDC will continue to work with our voluntary sector partners to improve government services, increase the effectiveness of government programs, strengthen communities, increase the capacity of the voluntary sector to meet the demands which Canadian society places on it, and strengthen our relationship with the voluntary sector. Our first step in fulfilling the commitments under the Accord will be to implement the Codes of Good Practice on Funding and Policy Dialogue.

HRDC will also continue developing Community Learning Networks (CLNs), which support pilot projects, in partnership with community organizations that can offer multi-point access to a variety of learning resources within and across communities. CLNs support local capacity building by using online technology for individual learning, community networking and the creation of employment opportunities.

Official Language Minority Communities

The Secretariat, Official Language Minority Communities (SOLMC) in collaboration with different HRDC programs and services, carries out most if not all of the activities in support of our commitment to Part VII of the Official Language Act, Section 41. The SOLMC continues to enable the two National Committees (Francophone and Anglophone) for Human Resources Development and their delegated agencies to implement their strategic plans in order to promote human resources development, employability, partnership between the private and public sectors and community capacity building for the official language minority communities in Canada.

The Support Fund has attained significant quantifiable and measurable results in the minority communities with the support of the federal partners in this initiative.

The Minister of HRD is participating in a joint initiative led by the Minister for Intergovernmental Affairs to expand the access of official languages minority communities to key Government of Canada services. Through this initiative, HRDC has developed a number of initiatives for implementation over the next five years. The focus of this action plan includes the following:

• In its upcoming discussions with provincial and territorial governments on the financing announced in the 2003 federal budget for early learning and childcare, the Government of Canada will encourage provinces and territories to take into account the needs of official language minority communities;

• Invest $22M over five years to expand the access of official languages minority communities to measures related to early childhood development in the following specific ways;
  • $3.8M over five years to expand the capacity of NGOs to represent francophone minority communities on early childhood development issues;
  • $7.4M over five years to expand the access to family literacy materials and services by official language minority communities, particularly francophone minority communities; and
  • $10.8M 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 5 sites in official language minority communities across the country.

Summary of Performance Indicators

28. These objectives are projections that will be finalized through a target setting exercise that will be undertaken with provinces/territories and regions once final data is available for 2002-2003.

29. These projections do not include estimates for the Youth Employment Strategy (YES), because the YES realignment process has not been finalized.

30. This projection of clients served des not include former EI claimants served through the Employment Benefits and Support Measures (estimated at 90,000 clients). This is because the Labour Market Development Agreements do not require provinces/territories and regions to establish targets for this client type.

Safe, fair, stable and productive workplaces

With respect to this strategic outcome, the Minister of Labour is responsible for administering labour legislation, which governs occupational health and safety, labour standards and industrial relations for federally-regulated workplaces. In addition, at a national level beyond the federal jurisdiction, we are responsible for Canada's participation in international labour affairs, Federal-Provincial-Territorial coordination in labour matters, and the provision of nation-wide labour information. We continue to introduce preventative services, that help to strengthen workplace relationships, minimize the number of situations that could lead to formal complaints under federal labour legislation, and increase voluntary compliance with legislation through increased awareness of rights and obligations.

Statutory and Non-Statutory Transfer Payments^a

a. For additional financial information, see Figures 1 to 6.

We will continue to deliver services that support the strategic outcome and the current initiatives

Day-to-day operations and activities account for the majority of the department's resources used to support the management, administration and delivery of safe, fair, stable and productive workplaces. To support this strategic outcome, we will deliver and support:

• the prevention and resolution of labour and employment disputes in the federal private sector and the provision of comprehensive preventive mediation services to improve workplace relationships and resolve issues that create workplace conflict;
• the provision of alternate dispute resolution related to unjust dismissal and wage recovery;
• the management of international labour activities aimed at improving working conditions, living standards and respect for fundamental worker rights, in an integrating international economy;
• the development and administration of innovative international labour agreements, which accompany Canada's free trade agreements;
• Canadian participation in the International Labour Organization, the premier global organization within the United Nations system dedicated to promoting international labour standards;
• participation in the Canadian Association of Administrators of Labour Legislation and its five standing committees, one of which will focus its attention in 2003-2004 on the changing employment relationships in the workplace;
• promotion of awareness of the amendments to Part II (Occupational Health and Safety) of the Canada Labour Code, and compliance, by federally-regulated employers, with occupational health and safety requirements through enforcement and voluntary compliance;
• provision of a fire prevention program and a program of voluntary compliance with fire protection codes and standards by federal departments and agencies governed by the Treasury Board Policy on Fire Protection; and
• provision of analysis of major Canadian collective agreements, comparative analysis of Canadian and international labour laws, innovative workplace practices and work-life balance measures.

A table summarizing all performance indicators related to this strategic outcome.

In addition to this considerable work in support of the ongoing delivery of these labour programs and services, during the upcoming planning period, the Labour Program will also focus on the following initiatives:

Workplace Strategy

The Labour Program has budgeted $100,000 for a research and development program that will contribute to developing a workplace strategy aimed at the promotion of workplace practices that support workers and improve productivity in the new economy. This work will be undertaken over the next 12-18 months and will include research on issues, consultations, recommendations and development of a strategy.

Labour Cooperation Agreements

The Minister of Labour will negotiate with four Central American countries (El Salvador, Guatemala, Honduras and Nicaragua) and Singapore to conclude and ratify innovative Labour Cooperation Agreements in tandem with Free Trade Agreements to protect basic worker rights and strengthen the capacity of our trading partners to do so. The Labour Program will devote $400,000 in operating funds and $400,000 in contribution funds to achieve successful implementation of the existing agreement and cooperative plan of action with Costa Rica.

Review of Part III (Labour Standards) of the Canada Labour Code

Part III of the Canada Labour Code will be amended to provide for compassionate care leave with job protection in order for employees to safely be absent from work for the purposes of providing compassionate care to a gravely ill or dying child, parent or spouse. Minister Bradshaw will play a lead role vis-à-vis the Provinces in this matter to encourage provinces and territories to consider incorporating similar leave provisions with job protection in their respective legislation.

In support of further developing programs and policies to enhance labour standards and ensure a fair and equitable workplace, the Labour Program will examine current working conditions, workplace practices and the needs of both employers and workers in a workplace that is changing rapidly in response to global pressures and competitiveness. Certain emerging issues will receive particular attention, namely worker protection for those in new employment relationships, working time and flexible working conditions, work-life balance, healthy workplace practices, and modern methods to encourage compliance to the Code. This work will result in identification of new directions for federal labour standards.

Employment Equity

Under the auspices of the Employment Equity Act and the Federal Contractors Program, the Minister of Labour plans to invest $5 million to develop workplace strategies for persons with disabilities and Aboriginal people, with the desired outcome of this activity being the increased representation of the designated groups.

Summary of Performance Indicators

Sustainable and effective program management and service delivery

HRDC's corporate services support achievement of all departmental strategic outcomes. Some services, such as overall service delivery and management, communications and policy development and coordination, have priorities that reflect the department's policy, program and service directions. Others, such as financial, administrative, human resource and information technology activities, provide critical operational functions.

A number of factors affect the planning environment for this strategic outcome. In general, we are identifying ways to improve the management of our operating costs so that the greatest possible share of resources goes directly to support the programs and services that Canadians expect. As part of this, and to meet overall government on-line goals, we are modernizing our services for Canadians by exploring expanded use of automated tools to deliver services. Given our mandate on human resource-related issues, we are expected to show leadership in human resource management that will ensure our people have and are able to renew their knowledge and skills to provide effective, responsive services to Canadians.

We will continue to deliver services that support the strategic outcome and the current initiatives

Service excellence and organizational effectiveness define HRDC's strategic objectives in support of this outcome. While maintaining uninterrupted levels of service to Canadians, HRDC will focus on developing and implementing a citizen-centred service delivery strategy that will promote continuity and harmonization across channels, programs, other federal departments and levels of government. HRDC will also focus on transforming and aligning its human, financial and technology resources to enable and sustain an integrated and citizen-centred approach to policy, program and services.

The department will also focus considerable effort to enhance ongoing operations through the following initiatives:

Modernizing Service for Canadians

The Modernizing Service for Canadians (MSC) initiative is designed over the long-term to renew HRDC service delivery by focusing on what citizens need in a way that supports their participation in the workplace and community. MSC is a transformation from transactional to relationship-based service. Moreover, the initiative will position the Government of Canada as a leader in providing benefits and services in an affordable and sustainable way.

As a department that touches the lives of millions of Canadians, HRDC will tailor its service response to the specialized needs of individual citizens. It must deliver policies that help Canadians gain the skills and knowledge they need to successfully participate in the increasingly complex global economy. It must ensure that its services are accessible, delivered by competent and sensitive employees, and structured in such a way as to enrich the citizen experience and provide the best value for taxpayer dollars.

HRDC will continue to play a lead role in integrating the information and services provided by the government through the internet. It has overall responsibility for the development and coordination of the "Canadians Gateway", a key component of the main Government of Canada internet site. HRDC also has responsibility for leading the continued development of five service "clusters" designed to make it easier for Canadians to access information and services on-line, by subject matter.

As a major departmental initiative, with broad implications for the design of service delivery across government, Modernizing Service for Canadians is evolutionary in nature. Its scope, timing, and direction are subject largely to the changing needs of Canadians and to the opportunities afforded through innovative partnerships and emerging technologies.

In line with the overarching goal of a coherent and integrated service delivery network, we will identify common criteria across program areas and work toward the development of holistic service measures and results that can serve as a baseline for modernization.

Government On-Line Initiatives

As part of the MSC agenda, Government On-Line (GOL) projects are directed toward the simplification and automation of major benefit delivery programs and associated data collection--the Canada Pension Plan, Old Age Security Pensions, Employment Insurance, and Earnings and Payroll Data for Employers. The work completed to date provides immediate short-term benefits to Canadians and prepares the department for further consolidation of benefits delivery over the medium to long term. These GOL projects will be aligned as key enablers for service integration and transformation, not only within the department but across government. In addition, the "Canadians Gateway" and five Government of Canada on-line clusters being led by HRDC will serve as platforms for the further integration and transformation of HRDC services, as well as for the development of a whole-of-government, multi-channel service vision for individual Canadians.

Specific GOL activities for HRDC led projects are detailed below:

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

The Statement of Contributions On-Line (SOC On-Line) service will allow CPP contributors to perform the following actions on the internet:

• View and print their CPP record of earnings data, associated CPP benefit estimates and specific biographical data;
• Request that a Statement of Contributions (SOC) be mailed to them, if, for example, they have no ability to print locally or need a legally acceptable document; and
• Modify the frequency at which they are receiving mailed-out SOCs.

The SOC On-Line service will provide greater convenience to contributors to the Canada Pension Plan as they will be able to view their CPP contributions and estimated benefit amounts whenever and as often as they wish, as well as request specific actions with respect to their mailed-out SOCs. As CPP information will be more readily and easily available to clients, this service will also facilitate their retirement planning.

The Canadian Retirement Income Calculator

Canadians will be able to estimate their retirement income from public and private sources, specifically OAS, CPP retirement benefit, employer pension, Registered Retirement Savings Plans and other sources through an enhanced on-line retirement calculator that will be able, when required, to automatically incorporate CPP contributory information on record. The calculator will also be able to complete complex calculations and will allow the clients to calculate benefits based on alternative retirement, family or life-event scenarios.

This service will promote awareness of Canada's retirement income system and provide Canadians with an easy to understand and use planning tool for retirement and other family and life events.

Self-Service Options via the Internet

Clients in receipt of Canada Pension Plan and Old Age Security benefits will be able to quickly and accurately view and change their correspondence address and payment destination (mailing address for cheque or direct deposit), view and change their telephone number as well as view specific details relating to their monthly benefit payment, at the time of their choice and in the comfort of their home.

A number of client groups will benefit from this service, including seniors, survivors, persons with disabilities and migrants.

Tax Information Slips On-line

Clients in receipt of CPP and OAS benefits will be able to view their CPP and OAS tax information slips (T4As) and print a facsimile copy. They will also be able to request that a duplicate slip be sent to them via the mail or elect not to receive future slips through the mail.

This service will be of benefit to seniors, survivors, persons with disabilities and migrants. Clients will be able to access their T4A information on-line as soon as it is available each year at the end of January, instead of waiting for their paper copy to arrive by mail. They will be able to print a duplicate copy immediately instead of placing a request via the telephone and waiting for it to arrive by mail. All of these options will allow clients to file their tax returns more quickly and easily.

The success of these aforementioned projects will be measured by collecting statistics on the number of users and measuring against other modes of service, as well as by assessing comments received from clients.

Employment Services to Employers

The Record of Employment (ROE) is a fundamental piece of information for determining eligibility for EI benefits. The ROE-Web project's goal is to provide a fully automated and electronic process to gather ROE information from employers and reduce the paper burden for employers and the EI Program.

In 2002, the ROE-Web was piloted with 10 medium to large employers and produced high levels of employer satisfaction. The application is currently being enhanced with an interim solution using the Government of Canada Secure Channel. In 2003-2004, employers will be able to transmit ROE data securely using the internet. A "business to business" solution is being developed for large payroll service providers which will enable automatic transmission of ROE data.

For the longer term, CCRA and HRDC are exploring the potential for employers to send electronically earnings and payroll information to a single point of contact for the federal government. In this regard, associations, payroll service providers and large companies are being consulted.

Employment Insurance Services to Individuals

The objective is to provide on-line services for all EI services to Canadians, supported by automated systems for EI claims, calculation, processing and administration. Increased electronic service delivery and the streamlining of processing will enable more efficient service to Canadians, including faster payments.

EI Appli-Web, allowing claimants to apply for benefits via the internet, was launched in April 2002. The expected take-up for Appli-Web by 2005 is 80%. In 2003-2004 we will continue to convert the existing kiosks in local offices into Citizen Access Web Station (CAWS).

Enhancements to the Interactive Fact Finding System (IFFS) will improve claims adjudication by allowing claimants to provide additional information to support their claim. Making the IFFS available to clients via the internet eliminates the need to complete annexes and questionnaires and reduces the need for agents to contact claimants for additional information.

In 2003, we will also provide clients with an estimate of their benefit rate, the claim duration, the effective date of the claim and the expected date of the first payment. A module will also be developed that will enable clients to be referred for EBSM under Part II of the EI Act as well as other services that will assist them with the skills, learning and opportunities to return to work. By 2004, it will be possible for claimants to complete and send their bi-weekly claimant's report on-line.

Proofs of Concept

"Proofs of concept" are designed to scope, test and validate projects that have tremendous potential to modernize the delivery of programs, policies and services. HRDC must ensure that these projects address the needs of Canadians, that they are sustainable over the long term, and that they produce ongoing benefits to Canadians. The department will complete several key "proof of concept" projects in the areas of service delivery, technology, appeals harmonization, integrated investigation and control, policy harmonization, data authentication and citizen-first information. Complemented by a global research initiative undertaken by the department in collaboration with private-sector partners, these "proofs of concept" will provide management with important information on best practices and leading-edge solutions employed by governments and industry, and will help guide the implementation of MSC in 2003-2004 and beyond. For example, in 2003, HRDC will continue to move towards the application of risk management, stewardship, prevention, control and investigation policies and procedures to deliver integrity principles from an organization-wide perspective in support of the EI program and Social Insurance Number integrity.

Human Resources Management

A fundamental element to support HRDC's transformation is the implementation of an effective human resources management strategy to address renewal, recruitment and retention needs. In support of this corporate initiative, over the next three years, HRDC will:

• Develop and implement an employability strategy to build a strong and capable workforce to meet its business challenges of MSC;
• Develop and implement a new structural model and generic jobs that will streamline and standardize the department organizational structure; and
• Develop and implement a change leadership approach to support the department's leaders and employees through the various transformation stages that the organization will undergo.

HRDC will continue to support and implement human resources management reform initiatives and legislation driven by the Government, as announced by the President of the Treasury Board. In support of this governmental initiative, HRDC will develop and implement an action plan and the associated policies and guidelines for the communication, implementation and operationalization of the Human Resource Management Reform. The department will also continue to strengthen its labour-management relationship.

HRDC is committed to ensuring that its workforce is diversified and representative of the Canadian population, with an emphasis on employment equity for visible minority groups and in the area of official languages. The department will continue its efforts to meet the requirements of the Embracing Change report. HRDC will also ensure that managers and employees are aware and exercise their responsibilities with respect to "Duty to Accommodate" and that Canadians can interact with the department in either official language including demonstrating increased commitment to creating a work environment conducive to the use of both official languages.

Service Improvement

Service Improvement Initiative

HRDC is committed to continuously improve the quality of service to clients. The Service Improvement Initiative (SII) provides a framework for identifying citizen expectations and priorities for service improvement, and instituting a program of continuous improvement in service delivery. As an ongoing commitment, HRDC will continue to support the notion of the SII target of 10% improvement in the satisfaction of Canadians with the delivery of government services by 2005.

Client Satisfaction Surveys were conducted during 2001-2002 to establish a baseline of client satisfaction levels with HRDC key services. Although results indicate a very high level of satisfaction, some areas for improvement were identified. As part of the department's overall operational plan for 2003-2004, service improvement planning and standards are to be established and will form part of the corporate performance management system.

In our efforts to continuously improve service to Canadians, we will develop a client feedback mechanism so Canadians can easily provide feedback on their interactions with the department. A redress process in response to feedback will also be created to ensure that all complaints and feedback are tracked, reported and responded to in a consistent and timely manner. Allowing citizens the chance to comment on the level of service and their experience with us will ensure continuous improvements to service delivery to all our client groups.

Clients will continue to be actively engaged in the development of program policy and services. National and community organizations with expertise in the area of low income seniors, migrants and employee contributors will be invited to Client Advisory Roundtables in 2003-2004. Client Advisory Roundtables for survivors and persons with disabilities will meet regularly at the national level. We will also join with CCRA and Veterans Affairs Canada (VAC) when meeting with seniors.

Client Service Charter

HRDC will implement the Client Service Charter with staff and clients in 2003-2004 in support of the Modernizing Service for Canadians strategy. Client comments obtained from the Charter's feedback mechanism will enable us to address individual concerns directly, measure and report on our performance against the Charter's commitments and develop and amend program policies in line with client expectations.

Employment Insurance Accuracy Rate

The EI accuracy rate identifies the percentage of correct benefit payments. In 2002-2003, it varied between 94% and 95%. We will continue for the next two years to improve the accuracy of EI benefits payments by improving the quality of services in all regions and Human Resource Centres of Canada (HRCCs). Objectives and results of this initiative will be incorporated in a comprehensive performance measurement system for the quality initiative. In addition, regional and national action plans will be developed and implemented to improve client satisfaction. We have set a 95% error free rate for March 2003, gradually increasing to historical levels of nearly 96% by 2004.

Protecting the Privacy of Canadians

In support of the proper management of personal information and to protect it from unwarranted uses, HRDC will continue the phased implementation of the Privacy Management Framework. The Privacy Management Framework is an overarching infrastructure to manage personal information held by HRDC in accordance with privacy principles, current laws and public expectations. The Privacy Management Framework initiative has received the support of the Treasury Board Secretariat and the Office of the Privacy Commissioner of Canada.

A fundamental element of this framework is our work to develop the departmental privacy statement and educational package for staff.

A further example of the department's efforts to enhance the integrity of client information will be to continue to focus on improving the management of the Social Insurance Number (SIN) system. In particular, in 2003-04, HRDC will:

• 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.

• 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 persons born in BC. We will also engage in discussions with Quebec and Ontario to commence similar projects.

• 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"). 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 2004-05, all existing 900-series cards that have not been renewed will be deactivated.

• update the SIR's list of SINs that have not been used in 5 years. These SINs will be deactivated and an intervention will occur if they are used to access HRDC's SIN-based programs or with the Canada Customs and Revenue Agency.

• 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.

• conduct an awareness campaign targeted at specific groups in the general public (e.g. employers, banks, credit companies, young adults) with targeted messages and delivery for each audience. The strategy for the campaign will be based on the results of focus group studies to obtain feedback on various SIN publications and a survey to assess the public's understanding and awareness of the SIN, both conducted in the last quarter of 2002-2003.

The department will also respond to recommendations made by the Standing Committee on Human Resources Development and the Status of Persons with Disabilities and will provide regular progress reports regarding actions taken to implement HRDC's SIN Action Plan.

Resource Management and Allocation Practices

Over the last six months, HRDC undertook a comprehensive analysis to identify potential improvements to internal resource management and allocation practices to support the sustainability of program and cost structures across the department. Work will continue on how to best implement these opportunities. This work will include a realignment of corporate services functions to improve efficiency and effectiveness as well as planning for corporate investment and infrastructure priorities over a multi-year timeframe.

HRDC will also focus on strengthening its materiel management accountability, compliance and transparency by implementing a Procurement Review Board and improving materiel management direction, policies, procedures and monitoring in the department.

Integrated Strategic and Business Planning and Performance Management

In 2002, HRDC developed its Strategic Planning Framework. Following considerable consultation at all levels of the department, the department will publish a five-year Strategic Plan in 2003. It will articulate long-term strategic objectives to structure and further align all departmental planning and performance measurement and management activities.

Efforts in 2003-2004 will focus on aligning branch, regional and local level plans to the Strategic Plan, and ensuring that these plans are appropriately linked to executive performance agreements. Additional work will be undertaken to ensure that overall performance measurement in the department is better integrated and aligned to departmental strategic and business plans.

HRDC's work on implementing a comprehensive approach to risk management and mitigation will also continue in 2003, with a primary focus on better integrating risk management processes and planning processes as well as on ensuring that various initiatives and activities identified in strategic and business plans address identified risks.

Information Management and Information Technology

Work will continue with HRDC program and service areas to enable the greater use of information for improved decision-making and to encourage greater use of departmental management and reporting information systems.

HRDC will continue to focus on the enhancement of infrastructure and business applications through the renewal and reengineering of technology and the effective life cycle management of our IT assets. This work will enable the transformation of service delivery channels, while maintaining the highest level of client service delivery to Canadians.

HRDC will adopt new and innovative horizontal approaches to maximize organizational efficiencies and improve service delivery channels. In support of efforts to protect the integrity, confidentiality, management and security of client and other personal information, we will provide modern technology with optimal privacy and security features. The successful establishment of an integrated, flexible and secure IT enterprise architecture for HRDC in full collaboration with program and service delivery areas will be a key factor in realizing this goal.

Modernization of Comptrollership

The Modernization of Comptrollership Initiative is an integral tool to enhance the delivery of programs and services that we offer to Canadians. In 2003-2004, we will continue to implement the activities identified in our modern comptrollership action plan and to monitor the progress achieved. We will also build on the success of our two-day modern comptrollership workshop for managers and functional specialists by continuing to deliver sessions at a regional and national level. Our on-going partnership with the University of Ottawa, to enhance the part-time certificate program on modern comptrollership and governance, will ensure an effective learning opportunity for all federal public servants. A similar program, from the University of New Brunswick, is expected to be available starting in spring 2003.

Sustainable Development Strategy

HRDC continues to work towards the goals of our second Sustainable Development Strategy (SDS-II) which was tabled in Parliament in February 2001. However, HRDC will also be turning its efforts toward the preparation, development and implementation of the department's third Sustainable Development Strategy (SDS-III). The next Strategy, including development and implementation of its goals, objectives and targets, will be based on achievements and lessons learned from previous rounds of Strategies (SDS-I and SDS II). SDS III will be tabled in Parliament in December of 2003. Specific goals, objectives and targets below are set for the SDS-II period (calendar year 2001 to end of 2003). Those targets that have been reached are not included (please see our Departmental Performance Report).

HRDC's SDS-II sustainable development commitments focused on four key goals:

• Strengthen HRDC's capacity to move forward on a path to sustainable development;
• Green HRDC'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 HRDC; and
• Build sustainable development into HRDC's corporate culture.

The following goals, objectives and targets fall within this RPP reporting period as part of the SDS-II period (2001-2003). Some of the targets below have been revised.

Goal 1 - Strengthen HRDC's capacity to move forward on a path to Sustainable Development (SD)

Environmental Management System (EMS)

• To complete and operationalize the EMS to the greatest extent possible by March 31, 2004.
• To capture the key EMS data required for relevant HRDC sites by September 30, 2003.
  • Due to the large scope of work, the target dates have been extended.

Goal 2 - Green HRDC's internal operations

Green Procurement

• Increase the total amount (measured in dollar value) of products and services purchased from Aboriginal businesses to $3.5M of all purchases by December 31, 2003
  • The target date has been modified to reflect requirements necessary with respect to the reporting schedules.

Goal 3 - 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 HRDC

Social and Cultural Dimensions of Sustainable Development

• Through the Social and Cultural Sustainable Development Working Group (SCSD), continue to explore various aspects of the social and cultural dimensions of sustainable development (SD) and their policy implications over the SDS-II period.
• Sponsor with other SCSD members a workshop with interested participants to discuss the social and cultural dimensions of SD and the potential research and policy implications for federal departments by December 31, 2002.
  • While planning has commenced, due to high levels of other SD-related activities undertaken by HRDC and other federal government departments during the fall of 2002 and early winter of 2003, the target date has been extended to June 2003.

Sustainable Communities

• Participate with interested departments in collaborative activities to promote and support a more coordinated federal approach to fostering sustainable communities (SCs) and addressing issues relating to this theme.

SD and Healthy Canadians

• Support and contribute to Health Canada's focus on SD and Healthy Canadians, and especially with respect to child-related health and well-being.
• In collaboration with Health Canada, explore the development of possible activities to promote healthy workplaces in areas of federal jurisdiction.

Northern Sustainable Development Strategy

• Support Indian and Northern Affairs in the development and delivery of SD-related initiatives affecting Canada's Aboriginal people through its departmental and Northern SDS.

Building a better understanding of SD-related issues of particular interest to HRDC and their implications for social policy

• Explore ways in which HRDC could better promote and foster the shift to SD in Canada over the longer term.

Identify potential policy/program initiatives for SDS-III

• By June 1, 2003 assess potential policy and program initiatives HRDC could incorporate as part of our next SDS (2004-2006) based on a better understanding of federal horizontal SD themes and capacity for Integrated decision-making within HRDC.

Green Employment

• Investigate the concept of "green employment", its broad implications for social policy, and ways in which its growth could be promoted or enhanced over the longer term and produce research study by October 31, 2002. Also, from a program perspective, review by December 31, 2002, ways in which HRDC's existing programs might foster the development and growth of "green employment" in Canada.
  • The study that was undertaken to conduct 3.2.1 target (More detailed information on HRDC's Sustanable Develpment Strategy is available on http://www.hrdc-drhc.gc.ca/dept/sds/sds.shtml) activities identified the sectors and occupations associated with "green employment." Target 3.2.2 will now further develop our knowledge of green employment by building on existing knowledge as well as other new activities by end of November 2003.

Knowledge and Skills Needs

• Assess by November 30, 2002 overall SD-related knowledge/skill needs in the economy over the medium term and how these might be better incorporated into HRDC's sectoral human resources programs and strategies.
  • The deadline for this target has been extended to November 30, 2003.

Summary of Performance Indicators

32. These targets could be revised based on demograaphic analysis of target groups within HRDC and the new census data on labour force availability.

National Service Standards:

• First Employment Insurance benefits payment within 28 days.
• First OAS or CPP retirement benefits payment within 35 days.
• 24-hour emergency response for fatal accidents and refusals to work.
• Response to complaints of unjust dismissal within two working days.
• First Employment Benefits and Support Measures payment within 28 days from the start of the intervention.