Social development is a family affair. It's about helping children by helping
their families, helping people with disabilities and their families level the
playing field and helping seniors–our grandparents, great aunts and
uncles–worry less about how to make ends meet.
The Department of Social Development Canada (SDC) was created in December
2003 to provide a focal point for social policies, programs and service for
Canadians throughout their lives. This Departmental Performance Report
demonstrates the efforts and accomplishments of Social Development Canada during
2003-2004, both as a new department and as a set of programs and services
operating in communities across Canada under the former Human Resources
Development Canada (HRDC).
Making sure Canadians continued to receive excellent service was the
department's priority during this transition year. At the same time, SDC has
made great strides in putting new governance structures and processes in place
and has developed a departmental vision, mandate, and set of strategic outcomes
upon which to build a stronger, more efficient, results-based organization.
SDC also made important improvements in service to Canadians through the
harmonization of its Call Centres. The centres, which currently handle over 50
million calls a year, are also better positioned to manage an increase in call
volumes. In fact, SDC expects to handle an additional one million calls over the
coming year.
We worked very hard with the provinces to establish comprehensive agreements
which will help remove the barriers to participation in work and learning for
Canadians with disabilities. The department is also continuing to make a
significant contribution to the social well-being of seniors. SDC recognizes
that the number of seniors in Canada is growing and we are responding by
modernizing and simplifying our transactions and services. For example, those
seniors who wish to do so can now submit simplified CPP Retirement Pension
applications over the Internet. And we have also launched a secure, convenient
system by which CPP and OAS benefit recipients have the option of accessing
their tax slips through the Internet.
I am proud of what Social Development Canada has been able to accomplish
during a year filled with considerable change and transformation. We are
committed to continue building on these and other achievements to help
strengthen Canada's social foundations so that all Canadians have the
opportunity to achieve their goals.
The Honourable Ken Dryden, P.C., M.P.
Minister of Social Development Canada
I submit, for tabling in Parliament, the 2003-2004 Departmental Performance
Report (DPR) for Social Development Canada.
This report has been prepared based on the reporting principles and other
requirements in the 2003-2004 Departmental Performance Reports Preparation
Guide. Financial performance information is based on the Main Estimates and
Public Accounts of Human Resources Development Canada, of which authorities were
amalgamated into the Department of Social Development Canada (SDC) on December
12, 2003. Financial information related to the transferred authorities was used
to determine amounts to be included in the financial tables as if they were part
of SDC as of April 1, 2003. This report represents, to the best of my knowledge,
a comprehensive, balanced and transparent picture of the organization's
performance for fiscal year 2003-2004.
______________________________________
Nicole Jauvin
Deputy Minister
Social Development Canada
______________________________________
Date
This report sets out the accomplishments in 2003-2004 of Social Development
Canada (SDC) and those of the former Human Resources Development Canada (HRDC)
that are within the mandate of the new department.1
Vision and Mandate
On December 12, 2003, The Right Honourable Paul Martin, Prime Minister of
Canada, announced the creation of Social Development Canada to help the
Government achieve its goal of securing and strengthening Canada's social
foundations, while respecting federal, provincial and territorial jurisdictions.
Our Vision is one of a Canada where everyone participates and plays an active
role in society.
Since our department's creation, we have worked to bring this vision to life
by supporting the well-being of individuals, families, and communities, and
their participation through the development and delivery of citizen-focused
policies, programs and services. Some of our most well known programs include
the Canada Pension Plan,2 Old Age
Security,3 National Child Benefit,4
and programs for people with disabilities, including the Opportunities Fund.5
Our range of social policies, programs and services enables us to focus on the
needs of seniors, families, children and people with disabilities while actively
engaging the private sector, non-governmental organizations and communities in
partnerships to support community development and the social economy. We work
closely with other federal departments and provinces and territories that share
social policy responsibilities and international organizations that provide
forums for us to learn from the experiences of others and contribute to better
social policies and programs in other countries.
Serving Canadians
SDC has approximately 12,000 employees who are responsible for $53 billion in
spending that benefits Canadians. By far, the largest component is for income
support to Canadians, with 97% of SDC's expenditures directed to program
benefits that Parliament has legislated. These are paid under the Old Age
Security program, which is funded from general tax revenue, and for the full
range of benefits from the Canada Pension Plan (CPP), which is a contributory
program that is not part of the consolidated revenue fund.6
Other SDC activities involve operating expenditures such as those that
support the National Child Benefit. It is one of our programs that supports
families and children along with the Early Childhood Development Agreement, the
Multilateral Framework on Early Learning and Child Care and the Child Disability
Benefit through which we work with provincial and territorial governments. We
promote increased community, private and voluntary sector capacity to promote
the inclusion and participation of all citizens through programs such as the
Social Development Partnerships Program and the Voluntary Sector Initiative. In
addition to CPP benefits for people with disabilities, programs such as the
Opportunities Fund and initiatives such as the new Labour Market Agreements for
Persons with Disabilities with provinces promote the full participation of
Canadians with disabilities in the labour market, learning and communities.
Supporting all these programs is our work towards developing and
disseminating knowledge on social policy issues and trends and improving our
progress under the Social Union Framework Agreement to increase
intergovernmental collaboration to advance social policy. This collaborative
approach recognizes the shared jurisdiction in most social fields and the need
to work with all partners to set goals, focus resources and take action.
SDC and Human Resources and Skills Development Canada (HRSDC)7
operate in a shared service delivery model, which means each department has some
responsibilities for the other department as well as its own. SDC is responsible
for delivering telephone and Internet client services for both SDC and HRSDC.
SDC also manages program integrity functions, such as the issuance of Social
Insurance Numbers, administration of the Social Insurance Registry, and related
responsibilities that support the work of both departments. SDC is also
responsible for providing corporate services (human resources, financial and
administrative services, legal services and corporate systems) to both
departments. HRSDC is responsible for delivering the programs of both
departments through its in-person service channel, which consists of more than
300 Human Resource Centres of Canada (HRCC)8
located in communities across Canada. This shared service delivery model was
designed to ensure that Canadians receive high quality and cost-effective
service, by using a common, integrated infrastructure for service and benefits
delivery, thus reducing overlap and duplication.
Departmental Mandate and Strategic Outcomes
SDC's long-term vision is to build a country where everyone
participates and plays an active role in society. The departmental mission
is to strengthen Canada's social foundations by supporting the participation and
well-being of individuals, families, and communities through citizen-focused
policies, services, and programs. These strategic directions set out a central
role for SDC in strengthening Canada's social foundations and in helping build a
21st century economy. The following chart outlines SDC's vision and
mission as well as the strategic outcomes established to achieve these goals.
Social Development
Canada Mandate |
Vision
A Canada for all, where everyone participates and plays an active role. |
Mission
To strengthen Canada's social foundations by supporting the well-being
of individuals, families, and communities and their participation
through citizen-focused policies, programs, and services. We will
achieve this by...reducing barriers and facilitating access to
opportunities; investing in people and strengthening communities;
delivering seamless, innovative, and responsive service, both internally
and externally; working with federal partners, other governments, and
communities; supporting our employees; and serving Canadians with
integrity and commitment. |
|
Income Support |
Inclusion and Participation |
Vibrant Communities |
Investments in Children and
Families |
Service Innovation |
Outcomes |
A Canada where the quality of life and
inclusion for seniors is enhanced and poverty alleviated through
sustainable public pensions, benefits, and supports. |
A Canada where the social and economic
participation of Persons with Disabilities is enhanced. |
A Canada where vibrant and inclusive
communities meet the social development needs of Canadians. |
A Canada where the capacities of
individuals, children, families, and communities are strengthened in
order to promote social inclusion, participation, and well-being. |
A Canada where service delivery is focused
on citizens' needs. |
Program Activities |
Canada Pension Plan - Retirement, Survivors, and Death
Benefits
Old Age Security/ Guaranteed Income Supplement Benefits |
Canada Pension Plan - Disability Benefits
Labour Market Agreements for Persons with Disabilities
Opportunities Fund for Persons with Disabilities |
Social Development Partnerships Program
Voluntary Sector Initiative
New Horizons
Understanding the Early Years |
National Child Benefit Initiative
Early Childhood Development Agreement
Multilateral Framework for Early Learning and Childcare
Child Disability Benefit |
Modernizing Service for Canadians -
Enterprise-Wide Service Delivery |
Modern Service and Benefits
Delivery |
Corporate and Shared
Services |
Clients: Seniors, Persons
with Disabilities, Communities, Community Organizations, Children,
Families, and Individuals |
Partners: All Levels of
Government, Canadians and their MPs, Employers, Unions, Service
Providers, Community Organizations, Not-for-Profit and Voluntary
Sectors, Non-Governmental Organizations, Research Partners,
International Organizations. |
Organization and Accountability
This organizational model represents the structure of Social Development
Canada following its creation on December 12, 2003. It sets out a branch
structure in which individual branches are focused on the achievement of one or
more strategic outcomes and work with resources and responsibilities allocated
under one or more departmental business lines. This model encourages
collaboration among branches and a strong focus on results for Canadians.
An important element in SDC organization and accountability is the
departmental responsibility to provide corporate services and service delivery
functions to Human Resources and Skills Development Canada (HRSDC) as well as to
our own department.
For a detailed description of SDC business lines, please visit http://www.tbs-sct.gc.ca/est-pre/20042005/page.asp?page=002_e_210.htm
The fiscal year 2003-2004 was one of change and transformation for the former
Human Resources Development Canada and the newly created Social Development
Canada. At the outset of this planning cycle, a number of key policy challenges
were identified by the former HRDC.
Among the policy challenges are the changing demographics and the ageing of
Canada's population. Between 1991 and 2001, the population aged 45-64 increased
36%. Projections for the next 35 years show the seniors' population nearly
doubling to approximately eight million, almost one-quarter of the nation's
total population. Seniors aged 65 and over accounted for 13% of Canada's
population in 2003, and are expected to constitute 15% by 2011, which will place
increased pressure on our Income Security programs.9
SDC recognizes that for many people with disabilities, the ability to
continue their education or learn new skills, is vital for their well-being and
for their participation and inclusion in Canadian society. New technologies,
medical treatments and better access to skills training mean that more people
with disabilities can become part of and remain in the workforce.
Another key challenge centered on learning and skills development for
children and youth. In the 2003-2004 planning horizon, only 19% of children
under age six had access to quality early learning child care services.10
One in eight young Canadians did not complete high school. One in four high
school graduates lacked the literacy skills necessary to participate in the
knowledge-based economy.11 Although
Canada had the highest proportion of people with post-secondary education in the
world, rates were declining after several decades of growth.12
Especially notable was the growing gap in the rate of participation in
post-secondary education between the lowest and middle socio-economic groups.
Economic forecasts for the 2003-2004 planning horizon were generally positive
with economic growth expected to average 3.2% in 2003, and Canada forecasted to
lead its G-7 counterparts.13
Another prominent challenge during this planning horizon was the need to work
collaboratively with partners and stakeholders, particularly with respect to the
Federal Disability Agenda and implementing the Joint Accord with the Voluntary
Sector. In dealing with our partners, our challenge was to improve service
delivery and management accountability.
Similarly, citizen demands for more effective and efficient government
services in Canada and in other developed countries were changing the manner in
which government interacted with its citizens. Where traditional government
relationships with citizens were rules-based, transactional in nature, and
driven by program parameters and internal priorities, a new paradigm emerged —
that of citizen-centered service with an emphasis on accountability for results.
Canadians identified the need for government to provide multiple service
channels with no wrong doors; services relevant to their personal needs; and
increased electronic and efficient interactions with the government. This
demanded that internal operational platforms and services be integrated and
effective.
To respond to these diverse policy, program, service delivery and management
challenges, the former HRDC launched a comprehensive action plan that focused on
providing new policy directions, a new service delivery vision, and an
enterprise-wide approach to the provision of key corporate services, all of
which were intended to enable Canadians to participate more fully in both the
economy and society.
This plan included elements now part of Social Development Canada's mandate,
such as:
- focusing on early learning and quality child care to ensure that all
children have a good start in life, and that children and families have
the tools they need to provide care and nurturing;
- working with disadvantaged and vulnerable individuals and groups to
enhance their participation and inclusion in Canadian society;
- building strong and healthy communities to promote economic and social
inclusion through community-owned, integrated solutions;
- moving service delivery from a program-centric approach focused on
transactions to one which was citizen-centered and occurred across an
individual's life cycle; and
- developing approaches to enterprise-wide management of such corporate
service functions as human resources, financial and administrative
services, legal services, and corporate systems.
The operating context changed in December 2003, when the Government of Canada
announced the reorganization of the former HRDC into two departments - Social
Development Canada and Human Resources and Skills Development Canada. Social
Development Canada was created to help strengthen Canada's social foundations by
providing a sharper policy and program focus in the areas of children and
families, people with disabilities, seniors, and communities. The Department was
also asked to take on additional responsibilities such as leadership of the
Government of Canada's Voluntary Sector Initiative, and in collaboration with
Human Resources and Skills Development Canada, to build on the work previously
done in the former HRDC in order to implement a cost-effective and innovative
shared service model for service delivery and corporate service functions.
As Social Development Canada worked to define its medium- and longer-term
policy, program and service delivery priorities, immediate attention during the
three-and-a-half month period from December 12, 2003 to March 31, 2004, was
focused on the following:
- ensuring services for Canadians were uninterrupted through the period in
which programs, services, staff, and regional delivery operations were
divided between HRSD and SDC;
- leading the development of policy priorities for consideration by
Ministers and central agencies in the context of the 2004 Speech from
the Throne and 2004 Budget;
- continuing the Modernizing Service for Canadians (MSC) initiative; and
- establishing new departmental governance structures and processes as
well as developing a new departmental vision, mission, mandate and set
of strategic outcomes.
Crosswalk between former HRDC and new SDC Strategic Outcomes
The following table provides a crosswalk between the strategic outcomes which
appeared in the 2003-2004 Report on Plans and Priorities14
of the former Human Resources Development Canada and the newly developed
strategic outcomes for Social Development Canada. It also highlights how
specific programs and services falling under each of the former HRDC strategic
outcomes have now been allocated across the new Social Development Canada
strategic outcomes.
Former HRDC Strategic Outcomes |
New Social Development Canada
Strategic Outcomes |
|
A Canada where the quality of
life and inclusion for seniors is enhanced and poverty alleviated
through sustainable public pensions, benefits and supports. |
A Canada where the social and
economic participation of People with Disabilities is enhanced. |
A Canada where vibrant and
inclusive communities meet the social development needs of Canadians. |
A Canada where the capacities of
individuals, children, families, and communities are strengthened in
order to promote social inclusion, participation, and well-being. |
A Canada where service delivery
is focused on citizen needs. |
Effective corporate services |
- Income security for seniors, people with disabilities and their children,
survivors and migrants
|
- Canada Pension Plan –Retirement, Survivors and Death Benefits
and Administration
- Old Age Security, Guaranteed Income Supplement and Allowance
Benefits and Administration
|
- Canada Pension Plan — Disability Benefits and Administration
|
|
|
|
|
- Opportunity to fully participate in the workplace and community
|
|
- Labour Market Agreements for Persons with Disabilities
- Opportunities Fund for Persons with Disabilities
|
- Social Development Partnerships Program
- Voluntary Sector Initiative
|
|
|
|
- Safe, fair, stable and All to HRSDC productive workplaces
|
|
|
|
|
|
|
- Sustainable and effective program management and service
delivery
|
|
|
|
- National Child Benefit
- Early Childhood Development
- Agreements
- Multilateral Framework for
- Early Learning and Childcare
- Child Disability Benefit
|
- Modernizing Service for Canadians
- Enterprise Wide Service Delivery
|
- Corporate Shared Services (Human Resources, Financial and
Administrative Services, Legal Services, and Corporate Systems)
|
2003-2004 EXPENDITURE
PROFILE |
SDC expenditures on programs
and services total more than $51 billion, of which 97%, or $49 billion,
directly benefits Canadians through the Canada Pension Plan (CPP) and
the Old Age Security (OAS) program. |
Consolidated Total: $51,025.8M |
|
SDC's Total Gross
Expenditures |
Statutory Transfer
Payments |
Net Operating Costs |
|
347.7 |
Old Age Security |
20,696.8 |
Add Recoveries in relation to: |
|
|
Guaranteed Income Supplement |
5,792.0 |
Canada Pension Plan |
260.9 |
|
Allowance Payments |
413.6 |
Employment Insurance Account |
543.91 |
804.8 |
Total |
26,902.4 |
Gross Operating Costs |
|
1,152.52 |
Canada Pension Plan Benefits |
22,606.0 |
Voted Grants and Contributions |
|
242.0 |
|
|
Total Gross Expenditures |
|
1,394.5 |
|
|
Other - CPP Charges and Recoveries |
|
122.93 |
Total Statutory Transfer Payments |
49,508.44 |
1 The Employment Insurance
(EI) Account is under the portfolio of Human Resources and Skills
Development Canada (HRSDC) but SDC recovers costs for services provided
to the EI program such as corporate services and service delivery.
2 Total operating costs include costs of human resources, financial and
administrative services, legal services and corporate systems for HRSDC.
3 Represents the CPP administrative charges from other government
departments and excludes the SDC CPP administrative charges reflected as
part of operating costs.
4This amount directly benefits Canadians. |
The purpose of this section is to provide a report card on departmental
performance based on existing program performance indicators and the
recommendations of Parliamentary Committees.
Summary of Performance Indicators
The following table provides an overview of Social Development Canada's
performance indicators, objectives and results for the year 2003-2004. It should
be noted that while the strategic outcomes are new, the performance indicators,
objectives and results originate in the former HRDC.
SDC will, in 2004-2005, review these performance indicators to ensure their
ongoing relevance to each strategic outcome and develop new performance
indicators. SDC is in the process of developing a more comprehensive performance
measurement framework that will enable the monitoring of program performance and
progress towards the new strategic outcomes to better demonstrate accountability
for results and resources to Parliament and Canadians.
:
Results achieved |
:
Exceeded expectations |
X: Results not achieved |
N/A: Objectives not available |
STRATEGIC OUTCOME 1: A Canada where the quality
of life and inclusion for seniors is enhanced and poverty alleviated
through sustainable public pensions, benefits, and supports |
Rating |
Key Performance Indicators |
Objective (O)
Result (R) |
|
Average number of working days to process Old Age
Security applications |
O: 28 days
R: 19 days |
|
Average number of working days to process Canada
Pension Plan Retirement applications |
O: 28 days
R: 22 days |
STRATEGIC OUTCOME 2: A Canada where the social
and economic participation of Persons with Disabilities is enhanced |
Rating |
Key Performance Indicators |
Objective (O)
Result (R) |
|
Percentage of all CPP Disability initial application
decisions made within 120 calendar days of receipt of completed
application |
O: 70%
R: 82% |
|
Percentage of all CPP Disability reconsideration
decisions made within 120 calendar days of receipt |
O: 65%
R: 78% |
STRATEGIC OUTCOME 5: A Canada where service
delivery is focused on citizen needs |
Rating |
Key Performance Indicators |
Objective (O)
Result (R) |
|
Percentage of callers answered by an Income Security
Program Service Delivery Agent within three minutes |
O: 95%
R: 99% |
X |
Call Centre Insurance Service Delivery Representative
access within three minutes15,16 |
O: 95%
R: 79% |
|
Availability of SDC's automated service channels to
Canadians17 |
O: 94%
R: 95.6% |
|
Timely production of payment files in support of all
SDC payments to Canadians18 |
O: 95%
R: 99.4% |
STRATEGIC OUTCOME 6: Effective corporate
services |
Rating |
Key Performance Indicators |
Objective (O)
Result (R) |
|
Visible Minority Representation %19 |
O: 7.1%
R: 8.1% |
|
Aboriginal Representation % |
O: 1.6%
R: 3.6% |
|
People with Disabilities Representation % |
O: 4%
R: 8% |
|
Women Representation % |
O: 57.5%
R: 70% |
|
Total dollars collected - EI and Employment Programs20 |
O: $296,785K
R: $314,702K |
|
Total dollars collected – CPP inactive accounts |
O: $10,365K
R: $12,066K |
|
Total dollars collected – Defaulted Canada Student
Loans21 |
O: $142,100
R: $152,342 |
N/A |
2003-2004 Complaints — Service to the public (One
complaint was unfounded) 22 |
R: 51 |
N/A |
2003-2004 Complaints — Language of work 23 |
R: 6 |
Parliamentary Committee Recommendations
The following section provides a summary of activities undertaken by Social
Development Canada to respond to those Parliamentary Committee Reports that have
partly or wholly affected Social Development Canada.
Listening to Canadians: A First View of the Future of the Canada Pension
Plan Disability Program
Tabled in June 2003
Available at: www.parl.gc.ca/InfoComDoc/37/2/HUMA/Studies/Reports/humarp05-e.htm
Government of Canada Response to Listening to Canadians: A First
View of the Future of the Canada Pension Plan Disability Program, The Fifth
Report of the Standing Committee on Human Resources Development and the Status
of Persons with Disabilities
Tabled in November 2003
Available at: www.sdc.gc.ca/en/isp/pub/cpp/disability/5threport/5thpg1.shtml
In June 2003, the Standing Committee on Human Resources Development and the
Status of Persons with Disabilities tabled its fifth report in the House of
Commons, Listening to Canadians: A First View of the Future of the Canada
Pension Plan Disability Program. In November 2003, SDC tabled its Response
to the Committee Report and identified specific work items to be undertaken
and/or implemented, subject to any necessary consultation with the provinces.
The most notable progress includes:
- Approval of an amendment to the Canada Pension Plan (CPP) by Parliament,
which is now awaiting provincial orders-in-council before coming into
force. This amendment will allow Automatic Re-instatement of CPP
disability clients who leave benefits to work to be reinstated, if they
are unable to continue working because of their disability;
- Commencement of work on a comprehensive evaluation of the CPP Disability
program. Last evaluated in 1996, the first step involves development of
an evaluation framework, which should be completed by January 2005, and
the subsequent evaluation which will require a further 12 to 15 months;
- Social Development Canada is working with provincial and territorial
disability income support programs for people with disabilities to
reduce the administrative burden on clients applying to programs in both
jurisdictions, as well as undertaking efforts to support mutual clients
trying to return to work; and
- Collaborative efforts with the Department of Finance, provinces, and
territories to review eligibility for long-term CPP contributions and to
examine the possibility of eliminating the four-month waiting period for
terminally ill applicants.
SDC is also working on other commitments and will provide more detailed and
periodic progress reports to the Standing Committee on Human Resources
Development and the Status of Persons with Disabilities. The first of these
reports will be made available by the end of the 2004-2005 fiscal year.
The Guaranteed Income Supplement: The Duty to Reach All
Tabled in December 2001
Available at: www.parl.gc.ca/InfoComDoc/37/1/HUMA/Studies/Reports/HUMARP6-E.HTM
Government of Canada Response to the Sixth Report of the Standing
Committee on Human Resources Development and the Status of Persons with
Disabilities
Tabled May 1, 2002
Available at: www.sdc.gc.ca/en/isp/pub/oas/6threport/6thtoc.shtml
On December 4, 2001, the Standing Committee on Human Resources Development
and the Status of Persons with Disabilities issued its Sixth Report entitled, The
Guaranteed Income Supplement: The Duty to Reach All.24
In this report, the Standing Committee recognized that the Guaranteed Income
Supplement (GIS) is an essential program for low- and modest-income seniors and
recommended that the department continue its efforts to identify and contact
seniors who may be eligible for the GIS. The former Human Resources Development
Canada tabled an official response to the Committee on May 1, 2002, entitled, Reaching
Canadians for 75 Years.25 Since
then, the department has undertaken the following activities to increase
awareness of the GIS and encourage people to apply.
Committee Recommendation |
Since May 2002, we have... |
Current Status |
- The simplification and automation of notification,
application and renewal processes (Recommendations
1, 2 and 6)
|
- Worked with CCRA to integrate the application for renewed GIS
benefits through regular income tax reporting system
- Developed a simplified pre-filled GIS renewal form for seniors
who do not file income tax returns
- Improved standard letters and application forms
- Simplified policies
|
Refer to Strategic Outcome #5 A Canada where
service delivery is focused on citizen needs |
- An extensive public awareness campaign (Recommendation
5)
|
- Targeted mailouts of forms and information with 4.5 million T4
Statements
- GIS national advertising campaign of advertisements on
television, radio, and in more than 1,800 weekly community
newspapers.
- Ongoing public awareness through Outreach activities
- Letters sent by CCRA to elderly, low-income tax filers over age
65 who declared low income but had not applied for OAS and/or
GIS benefits.
|
Public awareness is ongoing through Outreach activities
in local offices.
CCRA continues to issue letters to tax filers who may be eligible for
public pensions. |
- Public reporting of the Government's
progress on the GIS under - subscription issue
(Recommendation 7)
|
- 2002-2003 HRDC Departmental Performance Report
- 2003-2004 SDC Report on Plans and Priorities
|
Ongoing |
In moving forward, activities and accomplishments that further advance GIS
Take-Up will be addressed in tandem with our efforts to modernize our programs
and services for the benefit of all Canadians (see Strategic Outcome 5: A
Canada where service delivery is focused on citizen needs).
Raising Adult Literacy Skills: The Need for a Pan-Canadian Response
Available at: http://www.parl.gc.ca/committee/CommitteePublication.aspx?SourceId=37565
Government of Canada Response to the Report of the Standing Committee
on Human Resources Development and the Status of Persons with Disabilities -
Raising Adult Literacy Skills: The Need for a Pan-Canadian Response
Tabled November 5, 2003
Available at: http://www.sdc.gc.ca/en/cs/comm/reports/literacy/index.shtml
In June 2003, the Standing Committee on Human Resources Development and the
Status of Persons with Disabilities tabled its report in the House of Commons, Raising
Adult Literacy Skills: The Need for a Pan-Canadian Response. The Government
of Canada made a number of recommendations related to raising the adult literacy
rate. In its tabled response, HRSDC identified three commitments of specific
interest to SDC relating to the enhancement of literacy and numeracy skills of
people with disabilities. Progress against these commitments to date:
- Recommendation 14 supports the National Literacy Secretariat (NLS)
allocating funding to literacy projects for people with learning
disabilities.26 NLS
indicated that they will be working closely with the Office for
Disability Issues on a current initiative that will capitalize on the
latest data from Statistics Canada's and the Organization for Economic
Co-Operation and Development's International Adult Literacy and Learning
Survey;
- In response to Recommendation 15, SDC indicated that it would consider
including the enhancement of literacy and numeracy skills development as
a focus of the Multilateral Framework for Labour Market Agreements for
Persons with Disabilities; and
- Recommendation 16 proposes a $5 million expansion of SDC's Opportunities
Fund to fund literacy and numeracy skills development. The Government of
Canada indicated that it could consider this recommendation during a
review of the Opportunities Fund it is undertaking to strengthen the
Fund's role as a labour market program or orient it in a new direction.
The creation of the Department of Social Development with the
Opportunities Fund as part of a new envelope of disability programs is a
key step in this regard.
Taking the Necessary Measures to Enhance the Integrity of the Social
Insurance Number: A Review of the Action Plan
Tabled February 28, 2003
Available at: www.parl.gc.ca/InfoComDoc/37/2/HUMA/Studies/Reports/humarp02-e.htm
Progress Report on the Implementation of the Social Insurance Number
(SIN) Action Plan
Tabled in October 2003
Available at: www.hrsdc.gc.ca/en/cs/comm/reports/sin/index.shtml
Significant progress has been made in strengthening the Social Insurance
Number (SIN) application process and improving the integrity of the Social
Insurance Registry (SIR) and in building a new system to offer citizens a single
gateway for lifelong access to government programs and services any way they
wish — on the Internet, on the telephone, by mail or in person.
Agreements are being discussed with the provinces, territories and other
government departments and agencies to provide client updates to the SIR, making
it the common link to accurately identify people registering for government
services. The SIR contains pertinent information about 30.2 million citizens.
Update on Recommendations of the Standing Committee on Public
Accounts and the Standing Committee on Human Resources Development and Status of
Persons with Disabilities
Much has been done to enhance the integrity, completeness, and accuracy of
the SIR and SIN application process. The Proof-of-Identity Program policies and
practices determining identity and status in Canada have been updated. A new
policy to administer the 900-series SIN (those issued to temporary residents in
Canada) has been implemented, and 900-series cards for temporary residents that
were not renewed have been deactivated. The SIR has been updated, deactivating
SINs not used in the last five years. An evaluation of the completeness,
accuracy, and reliability of the SIR pointed to a high level of SIN/SIR
integrity. Enhanced performance targets, measurements and risk-mitigation
strategies are being implemented in the SIR.
Ongoing work to transform service includes the development of a
federal/provincial/ territorial framework to strengthen provincial/territorial
partnerships and agree on how to link vital event data with the SIR. In
2004-2005, efforts will focus on concurrent registration of SINs at birth,
validating information to issue SINs, and accessing death information. A draft
Memorandum of Understanding (MOU) has been negotiated with the BC Vital
Statistics Agency and discussions are underway with Ontario. Work continues with
Foreign Affairs Canada (FAC), Citizenship and Immigration (CIC), and the
provinces and the territories to draft an identity policy ensuring a common
approach to managing identity and determining status in Canada. A draft MOU has
also been negotiated with CIC to obtain citizenship data by 2006. A
communications plan is being created as needed. In 2003-2004, it targeted
900-series SIN holders to ensure they received information before changes on
expiry dates came into force on April 3, 2004.
Building a Brighter Future for Urban Aboriginal Children Report of
the Standing Committee on Human Resources Development and the Status of Persons
with Disabilities
Tabled June 12 2003
Available at: www.parl.gc.ca/InfoComDoc/37/2/HUMA/Studies/Reports/humarp04-e.htm
Response of the Government of Canada to the Fourth Report of the
Standing Committee on Human Resources Development and the Status of Persons with
Disabilities: Building a Brighter Future for Urban Aboriginal Children
Tabled in the House of Commons on behalf of the Government of Canada by The
Honourable Ralph Goodale, P.C., M.P.
Federal Interlocutor for Métis and Non-Status Indians
Tabled November 6, 2003
Available at: www.pco-bcp.gc.ca/interloc/default.asp?Language=E&Page=Strategy&Sub=Response
Recommendation 1 of the Report supports a single federal department
coordinating policy and program activities for Aboriginal people (on and
off-reserve) in order to better collaborate with provincial/territorial
governments and municipalities. It also recommends that Aboriginal organizations
be invited to take a proactive participatory role in such an initiative; and
that the creation of an integrated federal policy and program framework for the
development of young Aboriginal children, both on and off-reserve, from the
prenatal period to age twelve be a key outcome.
The Government of Canada is making progress towards achieving the goals of
improved coordination and a more integrated policy and program framework to meet
the range of needs faced by many Aboriginal children living in urban centres.
Social Development Canada was involved in the development of the National
Children's Agenda (NCA). The NCA sets a vision for children and identifies
a number of areas where cooperative effort can have positive effects on
children. This vision was developed through an extensive consultation process
with First Nations and Inuit communities and was agreed to by federal,
provincial and territorial governments.
Recommendation 2 proposes that urban Aboriginal service-providers be
consulted in program development, implementation and evaluation.
Consultations with urban Aboriginal service-providers on program development,
implementation and evaluation have occurred and continue to occur. The Federal
Early Childhood Development (ECD) Strategy for First Nations and other
Aboriginal Children is one such example where local realities and needs
have influenced program content, through the involvement of urban Aboriginal
organizations. This strategy, administered in large part by Indian Affairs and
Northern Development Canada, commits $320 million over five years to improve and
expand federal programs for young Aboriginal children.
Social Development Canada, together with its partners Indian Affairs and
Northern Development, Human Resources and Skills Development Canada, and First
Nations and Inuit communities, has been active in the development of the First
Nations and Inuit Childcare Initiative. The February 2003 Budget announced
$35 million over four years for early learning and childcare for First
Nations and Inuit children. Urban Aboriginal children are among the
beneficiaries of this program, with outcomes that include increased cognitive
and language development, and socio-economic and behavioural skills.
Social Development Canada provides policy advice, and develops and delivers
pan-Canadian programs intended to support early childhood learning and
development. Several of these programs for Canadian children can be considered
to support the development of urban Aboriginal children, as part of the broader
client groups that they serve. Understanding the Early Years, for
example, provides targeted communities with community-specific research
information that enables them to deliver targeted policies and programs for
young children. The teachers, parents, community agencies and family service
experts in pilot communities collect three types of information: developmental
outcomes of children aged 5-6; characteristics of the community and of families
in the community; and information on service provision. Each pilot site requires
300 school children for research purposes. Aboriginal children have been engaged
in some of the first pilot sites, which incorporate urban and rural centres, and
would be among target groups for new pilot sites meeting the program criteria.
In the Speech from the Throne, a commitment was made to extend this successful
community pilot project to 100 communities over the next five years from the
current 12 communities.
In the previous session of Parliament, the Minister for Social Development
and the Minister of State (Children and Families), were participants in the
development of Canada's response to the United Nations' Special Session on
Children and a related report, A World Fit for Children. The Canadian
report, released by the Government of Canada on May 10, 2004, A Canada Fit
for Children, contains a number of commitments and recommendations to
advance the development of children, including Aboriginal children. It was
initially submitted to the United Nations on April 22, 2004, by Senator Landon
Pearson.
Social Development Canada is also contributing to the federal policy agenda
with respect to Aboriginal Peoples. The Canada-Aboriginal Peoples Roundtable of
April 19, 2004, held in Ottawa, for example, was planned to address quality of
life issues that included lifelong learning and early childhood development
priorities for Aboriginal children. The resulting forward policy agenda is the
subject of consultations that are taking place with National Aboriginal
organizations and with provincial, territorial, municipal and other levels of
government, as appropriate, in 2004-2005.
The remaining recommendations (3-8) are largely the purview of other
departments and were so identified in the Government Response to the Standing
Committee.
Strategic Outcome 1: A Canada where the quality of life and inclusion for
seniors is enhanced and poverty alleviated through sustainable public pensions,
benefits, and supports
Description
SDC recognizes that Canada's population of seniors is growing, as are the
needs of this client group. While the main focus of this Strategic Outcome is on
SDC's overall policy and program activities related to the material well-being
of seniors, it also extends to our responsibility to ensure a basic income for
the survivors and children of deceased contributors, and for eligible
individuals who have worked and/or lived in Canada and whose pensions are
covered by international social security agreements. SDC also demonstrates
leadership in developing policies and programs, undertaking research, and
disseminating knowledge to further advance this strategic outcome.
Income Support Programs
Canada Pension Plan - Retirement, Survivors, and Death Benefits
Old Age Security/Guaranteed Income Supplement/Allowance Benefits
|
While many departments assist Canadian seniors through a variety of programs
and supports, SDC makes a significant contribution to their social well-being by
providing income security to eligible individuals through public pensions.
Public pensions account for 97% of all SDC spending and include the Old Age
Security Program and Canada Pension Plan. Currently, approximately one in eight
Canadians is aged 65 years or over. By 2025, this ratio will increase to one in
five. As Canadian seniors continue to grow in number and live longer, these
challenges will have longer-term implications for income adequacy and savings in
old age.
In Canada, poverty rates for people aged 65 years and older have fallen
significantly over the past decade, from 20.8% in 1980 to 6.9% in 2002 (based on
after-tax LICO). However, a significant minority of seniors remain poor.
Unattached individuals are more likely to be poor than elderly families: 18%
versus 2.7% while the low-income rate for senior women was at an all-time low of
9% in 2002. The prevalence of low-income for unattached senior women remained
high at 19.5%. The incidence of low income in Canadians' later years is becoming
more challenging. Throughout their working lives, many clients face multiple
barriers to employment that are often exacerbated by changing family
circumstance, disability, or education and training gaps. We must make further
inroads in reducing poverty among seniors and gain a better understanding of the
factors that contribute to low income prior to retirement.
Canadian seniors are not a homogeneous group. Their needs and concerns differ
and change throughout the senior years. For example, newly retired seniors and
those in their 70s may enjoy excellent health and an active retirement, while
those over 80 will be increasingly concerned about health and health care,
housing options and social isolation.
To ensure that people who have lived and worked in other countries, as well
as Canadians living and working abroad, can receive pension contributions to
which they are entitled, SDC also negotiates and administers international
social security agreements. In a period of increasing globalization and mobility
of workers and knowledge, Canada is a world leader in recognizing the
contributions and entitlements of workers internationally through reciprocal
pension recognition, second only to the Netherlands, with 46 signed social
security agreements in 2003-2004.
By expanding our policy work both at home and abroad, we have taken the
appropriate steps towards ensuring policies and programs are responsive and
up-to-date in meeting the needs of seniors today and tomorrow. Complementing our
progress in policy development is our continued commitment to innovative and
improved services for seniors, which is addressed in greater detail in the
section relating to Strategic Outcome 5: A Canada where service delivery is
focused on citizen needs.
Program, Resources and Results Linkages
SDC administers the two programs that support this strategic outcome: the Old
Age Security (OAS) Program and the Canada Pension Plan (CPP).27
The OAS is the cornerstone of the public pension system and ensures a basic
retirement income for all eligible Canadians, as well as income-tested benefits
for low-income seniors and their partners 60-64 years old. The Canada Pension
Plan (CPP) is a contributory program that provides earnings protection for
workers and their families in the event of retirement, disability or death. In
2003-2004, the OAS and CPP (excluding disability pensions) provided a total
amount of $26.9 billion and $19.5 billion respectively in benefits to Canadians.
Seniors and those nearing that age were the vast majority of the 5.2 million
Canadians who received both CPP retirement and OAS pensions.
Programs
Old Age Security Program |
|
Pension for those aged 65 years and older who meet eligibility
requirements |
- Guaranteed Income Supplement (GIS)
|
Income-tested supplement for OAS pensioners |
- Allowance (and Allowance for the Survivor
|
Income-tested benefits for spouses of OAS/GIS pensioners and/or
survivors aged 60-64 years of age |
Canada Pension Plan (excluding CPP Disability
Benefits — see Strategic Outcome 2) |
|
Pension for contributors available as early as age 60, who have
ceased paid employment and meet eligibility requirements under the Plan |
|
Benefits for spouses/partners and the children of a
deceased CPP Contributor who meet eligibility requirements |
- Benefits for Children of Deceased Contributors
|
|
One-time lump-sum benefit available to the estate of a deceased CPP
contributor |
Resources1
|
Restated 2003-20042 |
Gross Spending
(millions of dollars) |
Planned Spending |
Total Authorities |
Actual |
Gross Operating Expenditures3 |
213.6 |
205.6 |
204.3 |
Statutory Transfer Payments: |
Old Age Security |
26,800.0 |
26,902.4 |
26,902.4 |
CPP Benefits Payments |
19,281.7 |
19,505.4 |
19,505.4 |
Total |
46,295.3 |
46,613.4 |
46,612.1 |
Full-Time Equivalents |
2,532 |
2,868 |
2,868 |
1. The above figures include actual expenditures of 502
FTEs and $26.9 million related to ISP telephone services which also
serve to support Strategic Outcomes 2 and 5. For further
information on how these resources will benefit Canadians, please refer
to the section entitled Strategic Outcome 5: A Canada where service
delivery is focused on citizen needs. It does not include
resources associated with CPP Disability Benefits which is under
Strategic Outcome 2.
2. The financial data for Human Resources Development Canada (HRDC)
has been restated as a result of the December 12, 2003 restructure of
HRDC into Social Development Canada (SDC) and Human Resources and Skills
Development (HRSDC). Financial information related to transferred
authorities was used to determine amounts to be included in the
financial tables as if they were part of SDC as of April 1, 2003.
3. The total authorities for Gross Operating Expenditures have been
adjusted between Strategic Outcome 1, 2, 5 and 6 from the 2003-2004
authorities published in the 2004-2005 Part III - Report on Plans and
Priorities.
|
Results Achieved
Provide Canada Pension Plan Retirement Pension Benefits
- 2,954,287 CPP Retirement Pension benefits totaling $15.9 billion.
Provide Old Age Security, Guaranteed Income Supplement Benefits
(GIS) and Allowance Benefits
- 4,018,200 OAS benefits totaling $20.7 billion.
- 1,463,093 Guaranteed Income Supplement benefits totaling $5.8 billion.
- 91,674 Allowance benefits totaling $413.6 million.
- Initial efforts to reach and encourage eligible seniors to apply for GIS
led to the development of a comprehensive initiative designed to both
facilitate and streamline GIS applications.
Reduce reliance on paper proofs for documentation (such as birth
certificates), particularly if such information is available from sources such
as the Canada Customs and Revenue Agency (CCRA) or the Social Insurance Registry
- A regulatory amendment package was drafted in 2003-2004 to permit SDC to
use the Social Insurance Register (SIR) to validate the age and identity
of applicants. It will allow SDC to use existing data sources to verify
birth evidence for applicants and, once implemented, nearly a million
fewer proofs of birth will be required annually, resulting in a more
streamlined application process, a reduction of the evidentiary burden
on clients and reduced storage costs. The amendment is anticipated to be
passed in the fall of 2004.
- A second amendment was drafted in 2003-2004 to permit the use of
existing data sources to verify the marital status of applicants when it
has already been provided (e.g., data reported to the Canada Customs and
Revenue Agency). This measure will also streamline the application
process while reducing the evidentiary burden on clients. The amendment
is anticipated to be passed in the fall of 2004.
Provide CPP survivors benefits for spouses/partners and the
children of a deceased CPP Contributor who meet eligibility requirements
- 1,130,430 CPP Survivor and Death Benefits totaling $3.6 billion.
Enhance partnerships with community-based organizations to help
make low-income pensioners and survivors aware of our programs and of the
benefits to which they may be entitled
- SDC Outreach worked in partnership with 75 Aboriginal Resource Centres
across Canada to increase take up of Income Security benefits by
Aboriginal communities in rural and urban centres, thereby enhancing
access by Aboriginal communities to Income Security programs and
services.
- SDC worked with the Homelessness Secretariat in Human Resources and
Skills Development Canada and its partners, targeting food banks and
shelters to ensure that potential clients were aware of, and could apply
for, federal benefits to which they may be entitled. As a result, 17,000
new married or common-law couples, and 1,200 new survivors aged 60-64,
applied for GIS and Allowance for the Survivor benefits; and client
service to vulnerable Canadians was improved.
- As part of an ongoing partnership with funeral service-providers, SDC
produced and disseminated to all service-providers a new fact sheet
entitled "During Your Time of Loss...Information For
Survivors." We also developed a "Notification of Death"
form for use by funeral directors across Canada to notify SDC of the
death of contributors and beneficiaries; met with the Funeral Services
Association of Canada to obtain feedback on our services; and maintained
contact at the local level with funeral directors across the country.
This work improved access to Income Security programs and services by
key stakeholders and clients and enhanced client service to Canadians
who have recently suffered the loss of a loved one.
Provide social security benefits to people who have lived and
worked in both Canada and abroad, and in 2003-2004, negotiate new social
security agreements with Estonia, Latvia and Lithuania and assess
the possibility of signing agreements with more countries, including
Bosnia-Herzegovina, the former Yugoslav Republic of Macedonia, India and
Yugoslavia
- In 2003-2004, 65,494 people benefited from International Agreements
outside Canada and $106 million in benefits were paid.
- Negotiations towards social security agreements and administrative
arrangements were concluded with Estonia, Latvia and Lithuania. In
2004-2005, we will have the three agreements signed and finalize
Canada's approval processes to bring the agreements into effect in 2005.
This will result in further protection and coverage of pension earnings
for workers to and from Canada.
- Research and analysis to prepare for preliminary discussions with social
security officials from Bosnia-Herzegovina, the former Yugoslav Republic
of Macedonia, India and Yugoslavia were undertaken. These initial
negotiations are expected to commence in 2005.
A Success Story: International Social Security Agreements
Through the negotiation and administration of international social
security agreements, SDC helps improve the quality of life for thousands
of people who have lived or worked in both Canada and another country by
helping them to qualify for old age, retirement, disability, and/or
survivor benefits from one or both countries. Here is one such example:
On December 1, 2003, the department announced that a Supplementary
Agreement on Social Security between Canada and Germany entered into
force. The Supplementary Agreement amends the original agreement signed
in 1985 which applies to Canada's Old Age Security program, the Canada
Pension Plan, and Germany's pension program.
The Supplementary Agreement is significant as it enables Eastern
European, German-speaking Jews who were driven from their homelands in
the 1930s and early 1940s to receive pensions from Germany, thereby
improving the social well-being of thousands of our citizens. To qualify
for a German pension under the supplementary agreement, eligible people
must apply before December 1, 2005.
|
Summary of Performance Indicators
Performance Indicators |
Objectives |
Results |
Average number of working days to process Old Age Security
applications |
28 days |
19 |
Average number of working days to process Canada Pension Plan
Retirement applications |
28 days |
22 |
Strategic Outcome 2: A Canada where the social and economic participation of
Persons with Disabilities is enhanced
Description
Canadians with disabilities are ready to contribute to and benefit from
Canada's prosperity as learners, workers, volunteers, and family members. SDC
seeks to enhance the participation of this client group in society and the
economy by providing income security through disability pension benefits,
targeted disability programming, and knowledge development and effective
leadership on disability issues within the department and across the Government
of Canada. In addition, we also bring together key partners and stakeholders to
help the disability community to improve its capacity to partner with government
to achieve shared program and policy goals.
Investments in Persons with Disabilities
Canada Pension Plan - Disability Program
- Pension and Children's Benefits and Administration
- Vocational Rehabilitation
Employability Assistance for People with Disabilities / Multilateral
Framework for Labour Market Agreements for Persons with Disabilities
Initiative
Opportunities Fund for Persons with Disabilities |
Disability affects millions of Canadians and their families. In 2001, one in
eight (3.6 million) Canadians reported that they had participation or activity
limitations. Of them, 180,000 were children (3.3% of all children), almost two
million were between the ages of 15 and 64 (14.6% of that group), and almost 1.5
million were 65 or older (40.5% of that entire group and a majority of seniors
75 and older). Approximately two million people with disabilities receive help
from 2.8 million Canadians who are caregivers to a family member or friend
because of a long-term disability or health issue. This trend will become even
more pronounced as our population ages: 40% of those currently over the age of
65 years report some level of disability.
While many Canadians with disabilities participate in, and contribute to
work, learning and community life, others continue to encounter barriers that
lead to long-term poverty and social exclusion. For many working-age persons
with disabilities, their ability to continue their education, or learn new
skills, is vital for their well-being and for their participation and inclusion
in Canadian society. New technologies, medical treatments and better access to
skills training now mean that some people with disabilities can become part of,
and remain in, the workforce. For some people, this might be the first step back
to full employment; others might be able to work only occasionally.
The Government of Canada is committed to enabling Canadians with disabilities
to beincluded as full citizens throughout our society and economy. While many
Government of Canada departments and agencies provide services and supports that
benefit people with disabilities, their families, and caregivers, Social
Development Canada makes a particularly significant contribution. The Government
has given us the lead role in disability issues at the federal level, based on
our department's responsibility for, and investments in, policy and program
activities that encourage the social and economic participation of people with
disabilities, knowledge development and our ongoing partnerships with other
levels of government and the disability community. The Government demonstrated
this commitment when it funded an integrated package of measures in the 2004
Budget for people with disabilities including an amendment to the CPP
legislation that would allow for automatic reinstatement of disability benefits
for eligible recipients. As part of the new measures announced in the 2004
Budget, $223 million will be directed to help people with disabilities via the
Multilateral Framework for Labour Market Agreements for Persons with
Disabilities (which replaced the Employability Assistance for People with
Disabilities initiative April 1, 2004), and $26.7 million will be directed to
help people with disabilities via the Opportunities Fund (OF). The 2004 Budget
also committed $13 million over 5 years to conduct the Participation and
Activity Limitation Survey, a major national survey of Canadians with
disabilities, as part of the 2006 Census.
A Success Story: Vocational Rehabilitation
Administered under the CPP Disability Program, Vocational
Rehabilitation helps clients who are interested in returning to work
once their medical condition has stabilized. For many clients, this is a
positive first step towards a successful reintegration into the
workforce. Here is one such story:
A client in Ontario, previously employed as a heavy labourer,
suffered severe leg injuries in an accident. The Vocational
Rehabilitation program helped him retrain as a technical support
specialist for a telephone call centre. He returned to work on a regular
basis in a position that suited his physical needs and he no longer
receives a CPP disability benefit.
|
In addition to the aforementioned investments, the department has been active
in efforts to enhance the social and economic participation of people with
disabilities. Over the last year, community and government co-operation and
consensus-building in the policy field has been greatly strengthened. The
department, under the Voluntary Sector Initiative, sponsored Connecting
People to Policy, a project led by the Council of Canadians with
Disabilities and the Canadian Association for Community Living. It brought
together federal and provincial government officials with over fifty
representatives from disability organizations in two national forums to discuss
disability investment priorities. In addition, we continued to develop a
disability research program including publishing the results of a
ground-breaking survey of prices for disability-related goods and services and
commissioning new research projects to examine factors affecting employment and
income. The department also began the development of the 2004 Federal Disability
Report and conducted a Public Opinion Poll to gauge attitudes towards people
with disabilities and awareness of disability issues.
Program, Resources and Results Linkages
In addition to providing earnings replacement in the event of retirement or
death of a spouse, SDC also administers disability benefits to contributors (and
their children) who have made sufficient contributions to the Canada Pension
Plan and whose disability prevents them from working at any job on a regular
basis.28
Through EAPD, SDC provided funding for provincial programs and services to
help working-age adults with disabilities prepare for, find and keep employment.
As of April 1, 2004, the EAPD was replaced by the Multilateral Framework for
Labour Market Agreements for Persons with Disabilities.
In December 2003, the department took over responsibility for the
administration and management of contribution agreements with individuals and
organizations through the Opportunities Fund (OF), 80% of which is
regionally-delivered through the HRSDC service delivery network.29
In 2003-2004, through the OF, over 3,900 people with disabilities were assisted
in their efforts to prepare for, obtain, or maintain employment or become
self-employed. Of these, over 2,500 enhanced their employability and over 1,900
obtained employment or became self-employed.
Other SDC programs, such as the Disability component of the Social
Development Partnerships Program, aim to increase the capacity of the disability
community to promote the social well-being of people with disabilities. More
information on the Social Development Partnerships Program can be found under Strategic
Outcome 3: A Canada where vibrant and inclusive communities meet the
social development needs of Canadians.
Programs
Canada Pension Plan (CPP) — Disability |
|
CPP Disability is designed to provide basic earnings replacement to
CPP contributors who are unable to work at any job because of a severe
and prolonged physical or mental disability. Benefits are paid monthly
to eligible applicants. |
|
CPP Disability provides a monthly benefit for dependent children of
a parent who is receiving CPP Disability benefits or for dependent
children of a deceased parent who was a CPP contributor. |
- Vocational Rehabilitation
|
CPP Disability Vocational Rehabilitation Program is designed to help
people who receive CPP Disability benefits return to work. |
Office for Disability Issues |
- Employability Assistance for People with Disabilities (EAPD)
|
EAPD provides funding to provinces for a range of measures to
enhance the economic participation of working-age adults with
disabilities by helping them prepare for, attain and retain employment
in the labour market. |
|
OF provides contribution funding to individual people with
disabilities to assist them in preparing for, obtaining or maintaining
employment or becoming self-employed, as well as to organizations or
individuals proposing to deliver employment services to eligible people
with disabilities. |
Resources
|
Restated 2003-20041 |
Gross Spending
(millions of dollars) |
Planned Spending |
Total Authorities |
Actual |
Gross Operating Expenditures2 |
53.4 |
51.4 |
47.8 |
Non-Statutory Grants & Contributions3 |
215.7 |
212.9 |
209.6 |
CPP Disability Benefits |
3,106.5 |
3,100.6 |
3,100.6 |
Total |
3,375.6 |
3,364.9 |
3,358.0 |
Full-Time Equivalents |
696 |
662 |
661 |
1. The financial data for HRDC
has been restated as a result of the December 12, 2003 restructure of
HRDC into SDC and HRSDC. Financial information related to transferred
authorities was used to determine amounts to be included in the
financial tables as if they were part of SDC as of April 1, 2003.
2. The total authorities for Gross Operating Expenditures have been
adjusted between Strategic Outcome 1, 2, 5 and 6 from the 2003-2004
authorities published in the 2004-2005 Part III - Report on Plans and
Priorities.
3. Total authorities have been restated between Strategic Outcome 2
and 3 from the 2003-2004 authorities published in the 2004-2005 Part III
- Report on Plans and Priorities.
|
Results Achieved
In 2003-2004, we advanced key priorities and commitments related to enhancing
the social and economic participation of people with disabilities. The work of
the Standing Committee on Human Resources Development and the Status of Persons
with Disabilities in developing its fifth report entitled, "Listening to
Canadians: A First View of the Future of Canada Pension Plan Disability
Program" reaffirmed our policy and service delivery priorities and helped
form the foundation of our government response.30
Additional momentum was provided in December 2003 when SDC was mandated with the
responsibility of bringing together programs for people with disabilities,
formerly resident in different branches of the former HRDC, in order to provide
a stronger, cohesive policy and program focus.
As a result, the Office for Disability Issues (ODI) took over responsibility
for the management and administration of the Opportunities Fund (OF). Under OF,
local offices of HRSDC and a national projects team in SDC headquarters
administer contribution agreements with individuals and organizations to assist
eligible people with disabilities prepare for, obtain and keep employment or
self-employment. Since December, a call for proposals process was developed and
successfully implemented for OF - National Projects, opening the door for new
organizations to access funding. A Guide for Sponsors was also
developed to assist applicants in preparing their proposals.
Our specific achievements against the commitments identified in the 2003-2004
HRDC Report on Plans and Priorities have been outlined as follows.
Canada Pension Plan Disability
Provide CPP Disability benefit
- SDC provided 378,132 benefits to disabled contributors and their
children in 2003-2004, with a total expenditure of $3.1 billion. These
benefits can be broken down as follows:
- 287,787 Disability pensions totaling $2.8 billion
- 90,345 benefits for Children of Disabled
Introduce a new service delivery model which will identify, among
other things, how each client's level of need for support will be determined,
how cases will be managed, what expanded services or referrals will be offered,
how clients will be assessed for progress and how clients will move out of or
graduate from the program
- In 2003-2004, a new return-to-work service delivery model based on a
case management approach was developed in consultation with the regions
for CPP Disability clients having the potential to return to work. This
comprehensive program design sets out the procedures and protocols for
delivery of return to work supports tailored to the needs of CPP
Disability clients.
Develop tools to better assess client progress (return-to-work
supports) to a larger group of individuals
- Several new tools were developed to ensure the most appropriate clients
are identified for return-to-work services and to assess progress. Tools
include, for example, a pre-scheduled return to work screening tool, a
Vocational Rehabilitation screening tool, and case consultation
guidelines and procedures to contact clients and record costs.
Performance indicators will be developed to determine the degree
of success
- The management reporting framework has been re-vamped to capture all
interventions supporting CPP Disability clients who are returning to
work. A set of indicators is being developed.
Conduct an evaluation of the existing vocational rehabilitation
program
- In 2003-2004, Phase I of the evaluation of the CPP Disability vocational
rehabilitation program was completed. The study indicates that clients
who complete Vocational Rehabilitation are more likely to move into
employment and off the CPP Disability caseload than those who do not
complete the program or who never participated. There was also a modest
cost savings per client over a four-year period. Rather than proceeding
with a Phase II evaluation, it was decided to defer the evaluation until
2007 and focus the study on the overall return to work service delivery
model.
Employability Assistance for People with Disabilities (EAPD)
Work with provinces to fast-track a comprehensive agreement to
remove barriers to participation in work and learning for people with
disabilities
- On December 5, 2003, Ministers Responsible for Social Services endorsed
the Multilateral Framework for Labour Market Agreements for Persons with
Disabilities, a joint Federal/Provincial initiative.31
The Framework replaces EAPD. The new Framework provides a new
opportunity for governments to work together on a more comprehensive
approach, under more flexible arrangements, while improving reporting to
Canadians on progress made. Priority areas under the new Multilateral
Framework include: education and training, employment and participation,
employment opportunities, connecting employers and people with
disabilities, and building knowledge.
- Approximately 200,000 people with disabilities participated in
EAPD-funded programs and services.
Working with provincial and territorial partners to develop and
implement successor agreements to EAPD
- Under EAPD the total annual federal commitment to provinces was $193
million. Budget 2004 announced increased funding of $30 million annually
in 2004-2005 and subsequent fiscal years for new agreements under the
Multilateral Framework. This brings the total federal contribution under
the Multilateral Framework to $223 million annually.
- Negotiations on bilateral agreements with the provinces under the
Multilateral Framework took place during winter 2004. The new agreements
took effect April 1, 2004.
- The successor agreements to the EAPD initiative will provide improved
accountability to Canadians on the effectiveness of provincial labour
market programs for people with disabilities.
Opportunities Fund
Provide Opportunities Fund (OF) programming to people with
disabilities
- In 2003-2004, through OF, more than 3,900 people with disabilities were
assisted in their efforts to prepare for, obtain, or maintain employment
or become self-employed. Of these, more than 2,500 enhanced their
employability and more than 1,900 obtained employment or became
self-employed.
Develop a call for proposal process for OF national projects, to
encourage new and innovative ideas
- The Terms and Conditions for the Opportunities Fund (OF) were renewed
until March 31, 2005. The Office for Disability Issues committed to
undertake a special review of federal labour market programming for
persons with disabilities. This review, which is to include
strategies/options for greater federal government coordination and
coherence, is to be completed for the fall of 2004.
Undertake work to renew the terms and conditions of the
Opportunities Fund within the context of the Framework for a Comprehensive
Labour Market Strategy
- Terms and Conditions for OF were renewed allowing for continued
flexibility in program delivery, the further development of innovative
approaches, and improved accountability for results.
Developing a Stronger and More Coherent Approach to Disability Policy
Prepare a disability action plan to set out more specific
objectives and timelines for the federal government's priorities for integrating
people with disabilities
- Within SDC, a Directors of Disability Forum (DDF) was established in
April 2003 to provide program and policy leadership on disability issues
within the department. During 2003-2004, SDC also provided support to
the Assistant Deputy Minister's Steering Committee (ADMSC), which
provides intergovernmental policy and program leadership on
cross-cutting disability issues that are federal priorities to improve
the integration of persons with disabilities. A Director General-level
ADMSC Subcommittee and interdepartmental working group on the 2004
Federal Disability Agenda were also established.
- The coordination of these many players across departments is essential
to identifying the Government of Canada's multiple services for
Canadians and to establishing a common understanding of disability among
departments that support the inclusion of persons with disabilities.
Within SDC, a work plan was developed in September 2003 to bring
together departmental programs and services for this client group in a
more integrated and coherent manner.
Communicate key findings of the Participation and Activity
Limitation Survey (PALS)
- In December 2003, SDC released Disability in Canada: A 2001 Profile,
which outlined the key findings of the Participation and Activity
Limitation Survey (PALS). The 2004 Budget committed $13 million over 5
years for the development, implementation and dissemination of 2006
PALS, which will ensure the development of sound and integrated
disability policies and programs based on current and comprehensive
information made available through this major national survey.
Work with federal/provincial/territorial partners to conduct a
disability supports gap analysis and report to gain a better understanding of
the strengths and limitations of the Canadian disability supports system
- The final reports of the disability supports gap analysis (covering
adults and children) were shared with the Federal/Provincial/Territorial
(FPT) Working Group in July 2004. At the request of the co-chairs of the
FPT Working Group, options for income and disability supports are being
developed with a view to developing a long-term, comprehensive strategy
on disability priorities and are expected to be presented to Deputy
Ministers and Ministers of Social Services in spring 2005.
Work with other government departments and the voluntary sector
to develop and implement federal instruments to assess federal programs to
ensure they consistently take the needs and realities of people with
disabilities into account and that they are accessible to all Canadians
- We conducted a public opinion survey to gauge attitudes towards people
with disabilities and awareness of disability issues. This study marked
the first attempt at conducting a comprehensive, national public opinion
survey on disability issues in Canada. The knowledge gained will be used
to improve disability policy development, programming, and
communications, and will be shared with other governments and disability
organizations to assist them in their disability policy, planning and
communications activities.
Prepare and release the report on definitions of disability
- SDC developed the report, Defining Disability: A Complex Issue,
which provides an inventory of definitions of disability, objectives,
eligibility criteria, and assessment processes for key federal
government initiatives (laws, tax measures and programs) that target
people with disabilities. This report helps to address the concerns that
many Canadians, including Parliamentarians, have expressed about the
difficulty of understanding definitions used in various disability
programs while also providing a base to improve coherence across
programs and policies.
Develop, in collaboration with the Department of Finance, a
targeted measure to assist low-income families raising children with severe
disabilities
- Budget 2003 announced $50 million per year for a new Child Disability
Benefit (CDB) for low- and modest-income families that will provide up
to $1,600 annually for a child qualifying for the Disability Tax Credit
(DTC). Effective July 2003, the benefit will be paid as a supplement to
the Canada Child Tax Benefit (CCTB). This initiative will support an
estimated 40,000 families with the additional costs of caring for
children with severe disabilities.
Summary of Performance Indicators
Performance Indicators |
Objectives |
Results |
Percentage of all CPP Disability initial application decisions made
within 120 calendar days of receipt of completed application |
70% |
82% |
Percentage of all CPP Disability reconsideration decisions made
within 120 calendar days of receipt |
65% |
78% |
Strategic Outcome 3: A Canada where vibrant and inclusive communities meet
the social development needs of Canadians
Description
Social Development Canada recognizes that vibrant and inclusive communities
foster the social well-being of their members and are a pillar for social
development across Canada. Our work leverages the contributions that Canadians
make to their communities, by recognizing and sharing innovative, effective
responses to social issues and generating insights from which other local,
regional and national groups can learn and apply best practices.
Vibrant Communities
Social Development Partnerships Program
Voluntary Sector Initiative
New Horizons for Seniors
Understanding the Early Years
|
SDC strengthens the capacity of social non-profit and voluntary sector
organizations through Social Development Partnerships Program's (SDPP) grants
and contributions, Understanding the Early Years (UEY), and the Voluntary Sector
Initiative (VSI). SDC also recognizes volunteerism in the social development
sector through its management of the Thérèse Casgrain Volunteer Award. More
recently, the 2004 federal Budget announced the creation of a new version of the
New Horizons for Seniors Program that will be managed by SDC.
Program, Resources and Results Linkages
The Social Development Partnerships Program (SDPP) provides support for
initiatives that seek to improve the quality of life and promote the full
participation of people with disabilities, children, families, and other
vulnerable and excluded populations. SDC works in partnership with social
nonprofit voluntary sector organizations, social development experts, academics,
and our government partners and other stakeholders to ensure that our
investments will have the best possible impacts. The children and families
component of the SDPP provides support for early learning and child care and
contributes to major federal/provincial/territorial policy initiatives such as
the September 2000 Early Childhood Development Agreement and the March 2003
Multilateral Framework on Early Learning and Child Care. This component includes
an initiative to strengthen the capacity of national organizations to promote
the development of linguistically and culturally relevant early learning and
child care for families in official language minority communities. SDC will
build on work initiated in 2003-2004 to expand the capacity of non-governmental
organizations (NGOs) that represent Francophone minority communities on early
childhood development issues by investing $3.8 million over five years in
official language minority communities.
A Success Story: The Thérèse Casgrain Volunteer Award
The Thérèse Casgrain Volunteer Award was created in 1982 to honour
the memory of Thérèse Casgrain (1896-1981), a Canadian who devoted her
life to improving the lives of her fellow citizens and encouraged others
to do the same. The award is given annually to two Canadians, one man
and one woman, and consists of a bronze medal bearing the likeness of
Casgrain, a lapel pin, a certificate of honour and $5,000 awarded to the
Canadian voluntary organization designated by each recipient.
Thérèse Casgrain Volunteer Awards were presented during National
Volunteer Week, April 19 to 23, 2004. Both award recipients have logged
countless hours as advocates of those in need. A volunteer for more than
50 years, Margaret Norquay has made an exceptional contribution to
continuing education in Canada. She has worked to initiate educational
programs for seniors and to encourage schools to add cross-cultural
education to their curricula. Roger St-Pierre's dedicated volunteer
efforts have resulted in the creation of a highly successful youth
outreach program. He is currently spearheading an innovative housing
project for low-income seniors.
|
Through the disability component of SDPP (SDPP-D), SDC promotes the full
participation in learning, work and community life of Canadians with
disabilities. In 2003-2004, SDPP-D provided $16.6 million to support the
capacity of the disability community to undertake social development initiatives
across a range of issues at the national, provincial and local levels across
Canada.
In 2000, the federal government and the voluntary sector launched the
Voluntary Sector Initiative (VSI). Prior to December 2003, HRDC contributed to
the VSI, which was led by Canadian Heritage. Since December, SDC has assumed
responsibility and the role of the lead federal department for advancing this
initiative. The Government of Canada reaffirmed its commitment to advance this
initiative in the 2004 Speech from the Throne and Budget 2004. Total federal
funding for the VSI to March 2005 was $94.5 million. In Budget 2004, SDC
received a further $3 million in both 2004-2005 and 2005-2006 to continue to
advance the VSI. This $6 million commitment will support the government's
objectives of further strengthening the sector's capacity to collaborate and
innovate.
Understanding the Early Years (UEY) was launched in 1999 as a pilot research
initiative providing communities with local data to enable them to make informed
decisions about the best policies and most appropriate programs for families
with young children. UEY seeks to provide information about the "readiness
to learn" of young children and the influence of community factors on
children's early development in order to improve the community's capacity to
monitor child development and create effective community-based responses. Based
on the success of UEY in 12 pilot communities, the Government of Canada
announced in the 2004 Budget a commitment of $68 million over seven years to
expand UEY to up to 100 communities across Canada.
A Success Story: Understanding the Early Years
This initiative provided research information about the influences of
community factors on children's development and enhanced community
capacity to use these data to monitor both early childhood development
and to create effective community-based responses. The evidence gathered
supports decision-making by national, provincial, and community leaders.
UEY has demonstrated success a number of ways. There is widespread
support for UEY from all levels of government, experts, school boards
and community agencies. The information collected in participating
communities is influencing policy and program decisions at the federal,
provincial, and community levels, and UEY has generated knowledge we can
use to catalyze community action and coalesce the different partners
(i.e. federal/provincial and territorial governments, communities and
voluntary organizations) into working together to support the needs and
development of young children. The direct experience of the UEY
communities has an indirect benefit for other communities in that it
makes available information that can inform their own planning and
analysis processes. In March 2004, the Government of Canada expanded
this initiative to include 100 communities over the next seven years.
|
Announced through Budget 2004 and planned for launch in fall 2004, New
Horizons for Seniors will invest $8 million in 2004-2005 and $10 million
annually thereafter to support and fund a wide range of communitybased projects.
These projects commit to reducing loneliness and isolation among the senior
population and to ensuring their continued social involvement.
Elsewhere in this Departmental Performance Report we address our commitment
to innovative and improved services to Canadians and their community
organizations under Strategic Outcome 5: A Canada where service delivery is
focused on citizen needs.
Programs
The Social Development Partnerships Program
(SDPP) |
- SDPP — Children and Families
|
Support for early learning and child care and
contributing to major federal/provincial/territorial policy initiatives,
such as:
- Early Childhood Development Agreement
- Multilateral Framework on Early Learning and Child Care
- Official language minority communities
|
- SDPP — Disability Component (SDPP-D)
|
SDPP-D promotes the full participation of Canadians
with disabilities in learning, work and community life by providing
support for building the capacity of the disability community. |
Voluntary Sector Initiative (VSI) |
|
Since December 12, 2003, SDC assumed responsibility and
the role of the lead federal department for advancing support of the
Government's objectives of further strengthening the sector's capacity
to collaborate and innovate. |
Understanding the Early Years (UEY) |
- 2003-2004: pilot research initiative in 12 Canadian communities
|
The Understanding the Early Years (UEY) Initiative is
intended to provide communities with local data about the
"readiness to learn" of young children and the influence of
community factors on children's early development in order to improve
the community's capacity to monitor child development and create
effective community-based responses. Budget 2004 commitments have
enabled this initiative to be expanded to 100 communities across Canada. |
New Horizons for Seniors |
|
Announced in Budget 2004 and planned for launch in fall
2004, New Horizons for Seniors will invest $8 million in 2004-2005 and
$10 million annually thereafter to support and fund a wide range of
community-based projects to reduce loneliness and isolation among the
senior population and to ensure their continued social involvement. SDC
officials are currently working on the details of how the program will
be implemented. |
Resources
|
Restated 2003-20041 |
Gross Spending
(millions of dollars) |
Planned Spending |
Total Authorities |
Actual |
Gross Operating Expenditures |
6.2 |
6.4 |
5.6 |
Non-Statutory Grants & Contributions2 |
24.2 |
34.3 |
32.4 |
Total |
30.4 |
40.7 |
38.0 |
Full-Time Equivalents |
53 |
61 |
61 |
1The financial data
for HRDC has been restated as a result of the December 12, 2003
restructure of HRDC into SDC and HRSDC. Financial information related to
transferred authorities was used to determine amounts to be included in
the financial tables as if they were part of SDC as of April 1, 2003.
2. Total authorities have been restated between Strategic Outcome 2 and
3 from the 2003-2004 authorities published in the 2004-2005 Part III -
Report on Plans and Priorities. |
Results Achieved
Over the past year, SDC continued to advance priorities under this strategic
outcome by effectively investing in community-based organizations through grant
and contribution agreements aimed at addressing the social development needs of
children and families, and people with disabilities.
Based on the success of the Understanding the Early Years (UEY) pilot project
in 12 Canadian communities, the February 2004 Speech from the Throne announced
it would extend UEY to even more communities across the country. To support this
expansion, the government allocated $68 million over the next seven years,
ensuring that this innovative initiative is delivered to up to 100 communities
across Canada.
Working with Communities
Enhance dialogue through partnerships with other
federal-provincial-territorial government departments, community-based
organizations and researchers
- Our dialogues with stakeholders in the social non-profit sector,
including our funded organizations, and with our federal and
provincial/territorial counterparts strengthen our partnerships with
these groups and inform our priorities as we work together to address
the social development needs of children and families in Canada. In
2003-2004, these dialogues included:
- A two-day consultation with researchers and over 20 voluntary
organizations in the social non-profit sector to obtain advice
on priorities, and issues and trends to inform funding
priorities and investments;
- Bilateral meetings with our federal counterparts to renew
relationships with other federal funding programs related to
children and families;
- Bilateral meetings with provincial/territorial counterparts to
ensure collaboration and cooperation on key priorities with
regard to children, families, and people with disabilities; and
- A two-day workshop with recipients of contribution funding to
build knowledge around the new results-based reporting for
contribution projects.
- As part of the Voluntary Sector Initiative "Connecting People to
Policy," there was a roundtable discussion in January 2004 between
representatives of federal/provincial/ territorial governments,
academics, and the disability community to explore options for federal
and provincial/territorial involvement in disability supports.
- In February 2004, the Office for Disability Issues held a consultation
with disability organizations regarding the effectiveness of the 2002
Federal Report on Disability, with the goal of integrating suggestions
into the 2004 report.
Develop policies and approaches that can contribute to building
strong cities and healthy communities and promote economic and social inclusion
through community-owned, integrated solutions
- Through ongoing dialogue with 12 sites participating in the
Understanding the Early Years (UEY) pilot, SDC monitored the progress
and impact of this initiative within communities and strengthened
relationships with UEY community coalitions whose memberships include
community organizations, school boards, health professionals, parents,
and provincial representatives.
- Through the children and families component of the SDPP, SDD delivered
39 contribution agreements for innovative projects to develop best
practices, share knowledge, and develop partnerships and networks in a
range of fields, including early learning and child care, child welfare,
family support, and community research.
- Initial planning for the expanded Understanding the Early Years
initiative, which was announced in the 2004 Speech from the Throne, has
incorporated approaches that will enable SDC to engage up to 100
communities in this initiative, helping to promote community-based
responses to improve early childhood outcomes.
Support national organizations in the social non-profit sector
which work on behalf of children and families in our communities
- Through the children and families component of the SDPP, SDD delivered
grants to develop capacity in 13 national non-profit organizations.
Review grants and contributions programs and implement
results-based funding
- Several processes are underway within the department to review continued
program relevance, effectiveness, and efficient application and
administration of their grants and contributions programs.
- In 2003, the terms and conditions of the Social Development Partnerships
Program were renewed to provide the program with an enhanced
results-based approach to funding that also placed greater emphasis on
accountability.
- SDC redesigned its grant funding for the children and families component
of the SDPP to include a transparent and competitive results-based
grants strategy.
Work with other government departments and the voluntary sector
to develop and implement federal instruments to assess federal programs
- As a contributing department to the Voluntary Sector Initiative (VSI)
(prior to December 12, 2003), significant interdepartmental support was
provided through shared leadership of the Capacity Joint Table, and the
Funding Working Group, as well as through our participation in related
working groups and other fora.
- As co-chairs of the Capacity Joint Table, we oversaw the completion of a
study by the voluntary sector, outlining the impacts of government
funding practices on the voluntary sector. Study findings have been
shared government-wide and with other funding partners, and will be used
to inform future relations with the sector. This work also supported
broader VSI efforts to strengthen internal accountability and financial
management systems.
- Finally, a data base of case studies on effective practices in financing
and resourcing of the Voluntary Sector was created. It will provide
federal funding programs with benchmarks and examples of effective
funding practices.
Work with our voluntary sector partners to improve government
services, increase the effectiveness of government programs, strengthen
communities, and increase the capacity of the voluntary sector
- The department also contributed significantly to activities promoting
Sectoral Involvement in Departmental Policy Development (SIDPD), a key
component of the Voluntary Sector Initiative. SIDPD projects enabled
departments to nurture the capacity of key voluntary sector partners to
develop sound policy and to enhance relationship between the sector and
the federal government. Ongoing work by Voluntary Sector Affairs
Division (VSAD) on SIDPD will focus on analysis of lessons learned and
good practices to broaden the impact of these projects.
- The department's leadership and support for 12 existing Understanding
the Early Years pilot sites continued throughout 2003-2004. Baseline
community reports for six of these sites were released in 2003-2004,
helping to strengthen communities through information sharing and the
development of action plans that address "readiness to learn"
among their young children.
Implement the Codes of Good Practice on Funding and Policy
Dialogue
- A comprehensive two-year Action Plan was developed by the former HRDC to
implement the Accord between the Government of Canada and the
Voluntary Sector, and the two codes of good practice. A national
network was established to support this implementation and to spread
knowledge and understanding of the Accord and Codes across the
department. As part of these efforts a new VSI component was added to
the training package for departmental employees administering Grants and
Contributions. This training will assist in promoting financial and
administrative practices that are consistent with the principles
outlined in the Code of Good Practices on Funding.
Assume federal leadership for the Voluntary Sector Initiative as
a result of the December 12, 2003 governmental re-organization
- The integration of the Voluntary Sector Initiative from Canadian
Heritage was accomplished.
As a result of the December 12, 2003 Government reorganization,
lead the development of policy priorities for consideration by Ministers and
Agencies
- SDC successfully led efforts that resulted in securing commitments in
the 2004 Speech from the Throne and in Budget 2004 for community-based
support, namely: New Horizons for Seniors and Understanding the Early
Years.
Official Language Minority Communities (OLMC)
Invest $3.8 million over five years to expand the capacity of
non-governmental organizations to represent Francophone minority communities on
early childhood development issues
- With 2003-2004 as its startup year, SDC designed and received Treasury
Board approval to deliver the NGO capacity building initiative for early
childhood development under the children and families component of SDPP,
and provided $343,000 in contributions.
- A major contribution agreement was delivered to the Commission nationale
des parents francophones (CNPF) to strengthen the capacity of the
organization and its regional networks to promote the development of
culturally and linguistically relevant early learning and child care for
families in Francophone minority communities.
Invest $10.8 million over five years to conduct research on
linguistic and culturally sensitive child care for official language minority
communities. HRDC would provide funding to open or support Francophone child
care centres at five sites in official language minority communities across the
country
- The March 2003 Action Plan for Official Languages commits to investing
$10.8 million over five years to conduct research to obtain evidence on
the benefits of enriched child care services in French for the
linguistic and cultural development of pre-school Francophone children
in five official language minority communities across the country.
- SDC received Treasury Board approval to deliver this project in February
2004; consequently, funding for fiscal year 2003-2004 had to be
reprofiled to the subsequent four fiscal years.
- The terms of reference and the membership for two committees to advise
on research design and implementation have been established and a
literature review has been undertaken in order to help develop the
research protocol.
- Because of the delayed start-up for this project, the Requests for
Proposal to select a firm to conduct the research and to select the five
OLMCs to participate in the project have been postponed until 2004-2005.
Strategic Outcome 4: A Canada where the capacities of individuals, children,
families, and communities are strengthened in order to promote social inclusion,
participation, and well-being
Description
The well-being of children is a determinant of the present quality of life in
Canada and our future productivity. There is a strong consensus that income
support for low-income families, combined with service supports for all parents,
are important to achieving social well-being for all children.
Investments in Children and Families
National Child Benefit Initiative
Early Childhood Development Agreement
Multilateral Framework for Early Learning and Child Care
Child Disability Benefit
|
Because the early years establish the foundation for competence and coping
skills that will affect learning, behaviour and health in later life, the
federal, provincial, and territorial governments have recognized support for
early childhood development, with a particular focus on early learning and child
care, as a key priority.
Participating governments have agreed to particular policy objectives and to
the kinds of contributions that those governments would make to realize the
objectives of each initiative. Social Development Canada is responsible for
federal leadership on all three initiatives and is actively involved in
facilitating learning and reporting on results under each initiative.
A Success Story: The National Child Benefit and Canada Child
Tax Benefit
Joanne is a 32-year-old single mother of two with an annual salary of
$24,000. On that income alone she is unable to support herself and her
children Katie, 5, and Alex, 3. After covering basic expenses like rent,
food and clothing, there is little left over in Joanne's regular pay
cheque to pay for child care.
Through the combined National Child Benefit and Canada Child Tax
Benefit income supplements, Joanne receives additional monthly support
to help cover the family's basic needs. This includes the cost of child
care at a centre which is further subsidized through the National Child
Benefit reinvestments program. At the end of the day, there's even
enough to provide for a few of life's little extras, like sports and
other activities for her children.
|
Program, Resources and Results Linkages
The Government of Canada continues to make supporting children and their
families a priority. It works with the governments of the provinces and
territories on four major initiatives:
- National Child Benefit (NCB);
- Early Childhood Development (ECD) Agreement;
- Multilateral Framework on Early Learning and Child Care; and
- Child Disability Benefit.
The NCB provides income support for low-income families with children through
a national platform of income-tested child benefits delivered as part of the
federal Canada Child Tax Benefit (CCTB). It has replaced the child benefits
historically delivered through provincial and territorial welfare systems. The
NCB initiative ensures that enhanced benefits and services continue when
low-income parents move from social assistance to paid employment. As a result
of the NCB in 2000, 55,000 children in 22,900 families were not living in low
income, a 5.1 percent reduction in the number of low-income families.
The ECD Agreement is committed to improving and expanding early childhood
development supports for young children (prenatal to age 6) and their parents.
The Government of Canada transferred $500 million per year, via the Canada
Social Transfer, to provincial and territorial governments to improve and expand
programs and services in four key areas: promoting healthy pregnancy; birth and
infancy; improving parenting and family supports; strengthening early childhood
development, learning and care; and strengthening community supports.32
The Multilateral Framework on Early Learning and Child Care promotes early
childhood development and supports the participation of parents in employment or
training by improving access to affordable, quality early learning and child
care programs and services. In 2003, the Government of Canada committed to
providing $1.05 billion over five years, including an additional $150 million
committed to in the 2004 Budget, through the Canada Social Transfer to support
provincial and territorial government investments in early learning and child
care. The programs and services funded through this initiative will primarily
provide direct care and early learning for children in settings such as child
care centres, family child care homes, preschools and nursery schools. To
complement funds transferred to provinces and territories through the
Multilateral Framework on Early Learning and Child Care, Social Development
Canada took a policy leadership role to secure funding in the amount of $45
million, over five years, for early learning and child care supports for young
Aboriginal children.
The Government of Canada recognizes the special needs of low- and
modest-income families with a severely disabled child. This is why the
government provides a Child Disability Benefit (CDB) to low- and modest-income
families. SDC participated in the development of the CDB and is involved in the
ongoing implementation of the initiative.
SDC has other program responsibilities which impact on Canadian families and
children. For example, last year SDC provided CPP benefits to 86,450 children of
deceased contributors to the CPP Account. In addition to CPP Benefits for people
with disabilities (described in Strategic Outcome 2), payments were made to
91,000 children of these beneficiaries. Our commitment to innovative and
improved services to these children and families is also addressed under
Strategic Outcome 5: A Canada where service delivery is focused on citizen
needs.
Social Development Canada also plays a key role, on behalf of the Government
of Canada, in the development and exchange of knowledge, information, and best
practices related to children and their families. For example, the Government of
Canada, in conjunction with the Organization for Economic Co-Operation and
Development (OECD), and the governments of Prince Edward Island, British
Columbia, Manitoba, and Saskatchewan are participating in the OECD Thematic
Review of Early Childhood Education and Care Policy in Canada. This review is
examining current early childhood education and care provisions in Canada. It is
anticipated that a report will be released in fall 2004 that will provide an
overview of early childhood education and care in Canada, identify key issues
and outline a series of conclusions and policy recommendations. The conclusions
and recommendations will be an important input to federal-provincial-territorial
discussions regarding early learning and child care. Through the Prime
Minister's Awards for Excellence in Early Childhood Education, Social
Development Canada, in partnership with Industry Canada and Health Canada, is
helping to promote excellence by honoring outstanding and innovative early
childhood educators who excel at fostering the early development and
socialization of the children in their care.
Programs
National Child Benefit (NCB) |
The NCB initiative is a partnership among the federal, provincial
and territorial governments and First Nations that aims to help prevent
and reduce the depth of child poverty, support parents as they move into
the labour market, and reduce overlap and duplication of government
programs.
SDC contributes by providing supplemental income support for
low-income families and children through a national platform of
income-tested benefits delivered as part of the federal Canada Child Tax
Benefit (CCTB).
|
Early Childhood Development (ECD) Agreement |
The ECD Agreement is a partnership between the federal, provincial
and territorial governments that is committed to improving and expanding
early childhood development supports for younger children (prenatal to
age 6) and their parents.
Beginning in April 2001, the Government of Canada committed to
transferring $2.2 billion over five years to provincial and territorial
governments to support investments in early childhood development
programs and services.
|
Multilateral Framework on Early Learning and Child Care |
The Multilateral Framework on Early Learning and Child Care promotes
early childhood development and supports the participation of parents in
employment or training by improving access to affordable, quality early
learning and child care programs and services. |
Child Disability Benefit |
Canada Pension Plan (CPP) Disability provides a monthly benefit for
dependent children of a parent who is receiving CPP Disability benefits.
(Refer to Strategic Outcome 2 for further information on CPP Disability
benefits). |
Resources2
|
Restated 2003-20041 |
Gross Spending
(millions of dollars) |
Planned Spending |
Total Authorities |
Actual |
Gross Operating Expenditures |
2.5 |
2.5 |
1.4 |
Full-Time Equivalents |
10 |
10 |
10 |
1. The financial data for HRDC has been restated as a
result of the December 12, 2003 restructure of HRDC into SDC and HRSDC.
Financial information related to transferred authorities was used to
determine amounts to be included in the financial tables as if they were
part of SDC as of April 1, 2003.
2. SDC's operating costs for this outcome are minimal. The
National Child Benefit initiative is delivered by the Canada Customs and
Revenue Agency and the Government of Canada mainly supports the Early
Childhood Development Agreement and the Multilateral Framework on Early
Learning and Child Care objectives via the Canada Social Transfer to
provinces and territories.
|
Results Achieved
National Child Benefit
Monitor progress on the three objectives of the National Child
Benefit (NCB) (1. prevent and reduce the depth of child poverty; 2. support
parents as they move into the labour market; and 3. reduce duplication and
overlap of government programs) through the development and publication of the
fourth NCB Progress Report (May 2003); and play a key role in future public
reporting on the NCB with the release of the fifth NCB Progress Report (expected
in fall 2004). 33
- The National Child Benefit Progress Report, 2002 was released
in July, 2003. This included federal/provincial/territorial (F/P/T)
information on investments and reinvestments as well as an assessment of
the impact of the NCB initiative.
- With respect to the three objectives of the NCB initiative, the Progress
Report indicated:
- As a result of the NCB in 2000, an estimated 22,900 families
with 55,000 children were not living in low income, representing
a 5.1 percent reduction in the number of low-income families.
These families with children saw their average disposable income
increase by almost $1,800 or 7.5 percent as a direct result of
the NCB;
- In 1997, prior to the introduction of the NCB, disposable
incomes of single-parent families with two children declined by
more than 8 percent when they left social assistance for
full-time minimum wage employment. By 2001, their disposable
incomes were 2 percent higher after leaving social assistance
— an overall improvement of more than 10 percentage points.
The NCB was responsible for 72 percent of that improvement;
- There is evidence that the reduction in the welfare wall brought
about by the NCB was associated with a decline in the social
assistance caseloads among families with children and a decline
in the length of time single-parent families spend on social
assistance; and
- Simplified administration of child benefits allowed many
jurisdictions to combine the NCB Supplement with
provincial/territorial child benefits into a single payment.
- The January 2003 Budget announced an investment plan for the NCB which
will add $965 million annually to the NCB Supplement by 2007. This
includes an increase of $150 per child in July 2003. Additional
investments of $185 per child will be implemented in 2005 and again in
2006 for low-income families with children.
Early Childhood Development
On-going implementation of the commitments outlined in the Early
Childhood Development Agreement
- In 2003-2004, $500 million was transferred to provinces and territories
via the Canadian Health and Social Transfer (CHST) for investment in any
or all of the four key areas for action: promoting healthy pregnancy;
birth and infancy; improving parenting and family supports;
strengthening early childhood development, learning and care; and
strengthening community supports.
- Each participating province and territory reports annually on their
early childhood development activities and expenditures. These reports
are showing that the Government of Canada transfer is resulting in
important early childhood development programs throughout the country
such as initiatives to address fetal alcohol spectrum disorder, early
literacy and child care. Participating governments also reported in
2003-2004 on a series of common indicators of young children's
well-being.
- Information on where provinces and territories are investing the federal
funding as well as further details on their early childhood development
programs and services can be found in the respective
provincial/territorial reports, available on their respective websites.
Work is underway to develop a F/P/T portal on Early Childhood
Development (ECD) and Multilateral Framework on Early Learning and Child
Care (ELCC), which will include links to provincial/territorial reports,
thereby facilitating access to this information regarding investments.
- As co-chair of the F/P/T ECD Working Group, which has responsibility for
implementing the ECD Agreement and the Multilateral Framework on Early
Learning and Child Care, Social Development Canada continued to play the
lead role on behalf of the Government of Canada in working with
provinces and territories to implement the ECD Agreement. This included
monitoring provincial/territorial expenditures and reporting under the
Agreement.
- As co-chair of the F/P/T Committee on ECD Knowledge, Information and
Effective Practices which reports to the F/P/T ECD Working Group, Social
Development Canada worked with provinces/territories to improve
reporting under the Agreement by working to address data gaps on young
children and sharing information on best practices, research, knowledge
development and evaluation related to early childhood development.
Release of the annual report by the Government of Canada (Social
Development Canada in partnership with Health Canada and Indian and Northern
Affairs Canada) on the 2002-2003 early childhood development activities and
expenditures in the fall of 2003
- The Early Childhood Development Activities and Expenditures:
Government of Canada Report 2002-2003 was released on December 5,
2003. This report details Government of Canada expenditures on early
childhood development based on a framework for reporting established by
federal/provincial/ territorial governments.34
- The Well-Being of Canada's Young Children: Government of Canada
Report 2003 was released on December 5, 2003. This report provides
an overview of young children in Canada, including a common set of
indicators of young children's well-being agreed to by
federal/provincial/territorial governments.35
Multilateral Framework on Early Learning and Child Care
Implementation of the commitments outlined in the March 2003
Multilateral Framework on Early Learning and Child Care (ELCC), the release of
the baseline report by the Government of Canada (Social Development Canada) on
early learning and child care activities and expenditures in the fall 2003
- In 2003-2004, $25 million was transferred to provinces and territories
via the Canada Health and Social Transfer for investment in
provincially/territorially regulated early learning and child care
programs for children under six.
- Under the Multilateral Framework on Early Learning and Child Care all
participating governments agreed to provide baseline reports on their
early learning and child care activities and expenditures based on a
shared framework for reporting. These reports are available on the
respective provincial/territorial websites. Work is underway to develop
an F/P/T portal on ECD and ELCC, which will include links to
provincial/territorial reports, thereby facilitating access to this
information regarding investments.
- The Government of Canada report Early Learning and Child Care
Activities and Expenditures: Baseline Report 2002-2003 was released
on December 5, 2003 as part of the report on early childhood development
activities and expenditures.36
As the new department of Social Development Canada, lead policy
development efforts for consideration by the Ministers and Agencies in the
context of the Speech from the Throne and Budget 2004, and with respect to
Territorial and Provincial partners
- The March 23, 2004 federal Budget announced a $150 million increase in
funding under the Framework, bringing the total federal contribution to
$1.05 billion over five years. This increase in funding will begin to
flow in 2004-2005.
- To complement funds transferred to provinces and territories through the
Multilateral Framework on Early Learning and Child Care, Social
Development Canada took a policy leadership role to secure funding in
the amount of $45 million, over five years, for early learning and child
care supports for young Aboriginal children.
- As co-chair of the F/P/T ECD Working Group, which has responsibility for
implementing the ECD Agreement and the Multilateral Framework on Early
Learning and Child Care, Social Development Canada continued to play the
lead role on behalf of the Government of Canada in working with
provinces and territories to implement the Multilateral Framework on
Early Learning and Child Care. This included monitoring
provincial/territorial expenditures and reporting under the Multilateral
Framework and working with provinces/territories to address issues
related to data quality.
- As co-chair of an evaluation subcommittee of the
Federal/Provincial/Territorial Early Childhood Development Working
Group, SDC in conjunction with seven provinces began development of a
joint evaluation framework on early learning and child care programs and
services, as per the commitment outlined in the Multilateral Framework
on Early Learning and Child Care.
Knowledge Development and Sharing of Best Practices
Promotion/development of knowledge and information and sharing of
best practices related to children and families
- As co-chair of the F/P/T Committee on ECD Knowledge, Information and
Effective Practices, which reports to the F/P/T ECD Working Group,
Social Development Canada worked with provinces/territories to improve
reporting under the Agreement by working to address data gaps on young
children and sharing information on best practices, research, knowledge
development and evaluation related to early childhood development.
- Social Development Canada, in conjunction with the Organization for
Economic CoOperation and Development (OECD), and the governments of
Prince Edward Island, British Columbia, Manitoba and Saskatchewan is
participating in the OECD Thematic Review of Early Childhood Education
and Care Policy in Canada. This review is examining current early
childhood education and care provisions in Canada. It is anticipated
that a report will be released in fall 2004 and will provide an overview
of early childhood education and care in Canada, identify key issues and
outline a series of conclusions and policy recommendations. The
conclusions and recommendations will be an important input to
federal/provincial/territorial discussions regarding early learning and
child care.
Promotion of Excellence in Early Childhood Education
- Social Development Canada, in partnership with Industry Canada and
Health Canada, administered the Prime Minister's Award for Excellence in
Early Childhood Education. This award honours outstanding and innovative
early childhood educators who excel at fostering the early development
and socialization of the children in their care.
Child Disability Benefit - Ongoing implementation of the Child
Disability Benefit
- The Child Disability Benefit (CDB) is estimated to benefit 40,000
families, providing $50 million annually in financial support for
disabled children. The CDB is delivered by the Canada Customs and
Revenue Agency. SDC participated in the development of the CDB and
worked with provinces and territories to ensure that families receiving
income support from the province or territory realized the full benefit
of the CDB.
Strategic Outcome 5: A Canada where service delivery is focused on citizen
needs
Description
More than 4.6 million Canadians deal with Social Development Canada (SDC)
each year for direct programs and services. Canadians, businesses and voluntary
sector organizations want consistent, high-quality service from governments.
They want governments to make it easier and more convenient to obtain services
and they want those services to be operated in ways that control costs and
ensure the right client receives the right service or benefit at the right time
and for the intended purpose.
SDC is now deeply engaged in a fundamental transformation of our operations.
Modernizing Service for Canadians (MSC) is a multi-year initiative aimed at
transforming how SDC and Human Resources and Skills Development Canada (HRSDC),
and potentially other partners, connect with Canadians in the delivery of
services.
Service Innovation
Modernizing Service for Canadians
Initiative
Enterprise-Wide Service Delivery
|
MSC builds on the Government of Canada's service vision for Canadians of a
seamless and integrated multi-channel service delivery. The goal of that vision
is, "To transform service to Canadians by focusing on what citizens need in
a way that supports their full participation in the workplace and
community." It has two important objectives:
- to create an integrated citizen-centered service focus that effectively
meets the comprehensive social and labour market needs of Canadians; and
- to improve efficiency, while minimizing the cost and administrative
overhead associated with serving Canadians.
The "one-stop shop" concept creates a new face of government and a
transformation in how government provides services and benefits to Canadians.
The Government of the Future - Service from Birth Chloe's
Story
Chloe's Mom found easy access to maternity and paternity benefits
through the Internet. As the Government of Canada already had access to
her employment records, the application process was quick and easy. The
day Chloe was born, the hospital assisted her Dad in applying for her
Social Insurance Number and registering her birth. Days later, the SIN
and Service Pass arrived through the mail, giving Chloe access to
government benefits and services throughout her life. Chloe's Mom then
applied for a Canada Education Savings Grant through the Internet,
paving the way for a good education for her daughter. The Government of
Canada has helped other members of Chloe's family: when her grandmother
died, the funeral director sent all the pertinent information to the
government on her Grandfather's behalf. He received a Survivor's benefit
as well as the Death benefit to help with funeral expenses.
|
Program, Resources and Results Linkages
Service Delivery Network
Responsibility for the Service Delivery Network (SDN) was split between SDC
and HRSDC on December 12, 2003, with HRSDC being given the responsibility for
in-person services in the regions. The intent of the SDN is to have a broad
reach to key client segments through an extensive network that goes beyond
service channels and into building community capacity via grants and
contributions—the latter being a unique relationship-based aspect of the SDN.
It supports both ad-hoc and long-term service relationships with clients.
Additionally, grants and contributions programs, as an adjunct to the SDN,
support the voluntary sector, children, families, seniors, and people with
disabilities to achieve social outcomes. The SDN supports the delivery of
benefits and services for both new departments.
Programs/Service Channels
- 11 ISP Mail Processing Centres
- 23 Call Centres
- Internet Services
Modernizing Service for Canadians addresses the evolving and changing service
needs and expectations of Canadians, businesses, and communities. It envisions a
future where government service is seamless and integrated, easy to access,
simple to use, and efficient. It provides a citizen-centered blueprint for
transforming how government interacts with individuals, providing better support
and delivering accountability, integrity, and savings for the government. It
extends beyond the delivery of service to Canadians with the intent to improve
the quality of life in Canada, and trust and confidence in government.
Citizens will receive assistance in a seamless and integrated manner,
irrespective of who owns the information or service, and the assistance provided
will be based on a better understanding of their needs and personal
circumstances. For businesses, the vision will enable significant productivity
improvements by collecting payroll and earnings information and data
automatically from the business systems already in use by them, reducing the
need to reprocess data and information for submission to government programs.
Guided by the MSC initiative, our Service Delivery Network will move toward:
- streamlined and consolidated processes;
- enterprise-wide management (e.g., Call Centre harmonization);
- increased use of technology; and
- horizontal (Government of Canada) and vertical
(provincial/territorial/municipal) integration.
There are several Service Delivery priorities and opportunities:
- to develop service offerings and programs that are coherent and
integrated across jurisdictions for families and children, seniors, and
persons with disabilities;
- to develop enhanced collaborative partnerships and community-based
activities across jurisdictions;
- to develop service agreements and accountability accords between Social
Development Canada and Human Resources and Skills Development Canada
that will ensure continued service excellence for Canadians via shared
delivery mechanisms; and
- to invest in service delivery improvements that respond proactively to
changing client needs and expectations.
Resources1
|
Restated 2003-20042 |
Gross Spending
(millions of dollars) |
Planned Spending |
Total Authorities |
Actual |
Gross Operating Expenditures3 |
34.7 |
143.8 |
125.5 |
Full-Time Equivalents |
650 |
1,133 |
1,072 |
1. The above figures exclude actual expenditures of 502
FTEs and $26.9 million related to ISP telephone services which serve to
support this strategic outcome, in addition to Strategic Outcomes 1 and
2. These resources are linked to statutory benefits (CPP and OAS)
and are included under Strategic Outcome 1.
2. The financial data for HRDC has been restated as a result of the
December 12, 2003 restructure of HRDC into SDC and HRSDC. Financial
information related to transferred authorities was used to determine
amounts to be included in the financial tables as if they were part of
SDC as of April 1, 2003.
3. The total authorities for Gross Operating Expenditures have been
adjusted between Strategic Outcome 1, 2, 5 and 6 from the 2003-2004
authorities published in the 2004-2005 Part III - Report on Plans and
Priorities.
|
Results Achieved
Simplification of the process to apply for CPP and OAS pensions
benefits
- The Canada Pension Plan (CPP) Retirement and Old Age Security (OAS)
application forms and information sheets were considerably simplified,
reducing the total number of pages from 28 to 11. Content was simplified
and forms redesigned to allow for increased spacing and larger font size
to meet seniors' needs. The simplified forms were developed in a fill
and print 'smart' format and are available on the Internet. These forms
must be printed, signed and mailed with required documents.
- Citizens are now able to submit a CPP Retirement pension application
on-line.37 Clients follow an
easy step-by-step process to apply. To complete the application, clients
print, sign and mail a signature page with documentation. These are the
first steps towards achieving the goal of complete on-line applications.
- The ground work to simplify and streamline application processes
includes reducing the evidence that clients need to provide when
applying for benefits. A regulatory package was developed that provides
the Minister with the authority to validate the age, identity and
marital status of applicants through information-sharing with Employment
Insurance's Social Insurance Registry (SIR). Work is underway now to
explore the feasibility of using the SIR to validate information.
Negotiations have begun with the Employment Insurance Commission to tap
into provincial/territorial Vital Statistics holdings. As a result,
applicants will be required to provide fewer documents to establish
their eligibility for benefits.
Continue to work with the Canada Customs and Revenue Agency
(CCRA) to reach seniors who might be eligible for the Guaranteed Income
Supplement (GIS) and encourage them to apply:
- Further streamline and automate application process;
- Send targeted mail outs to low- income seniors who have not applied for the
GIS. It is expected that 60,000 will be contacted; and
- A simplified GIS application form was used in the 2003-2004 GIS renewal
process for seniors who do not file tax returns.
- We have simplified the Guaranteed Income Supplement application process
by creating "pre-filled" applications for potential clients
based on the information we have in our records. In 2003-2004, we
contacted 85,000 pensioners potentially eligible for the GIS and gained
51,000 new GIS clients.
- We also completed the electronic link between our department and the
CCRA, which has made the GIS application process much easier and quicker
for the majority of Canada's low-income pensioners. In April 2003 this
new simplified GIS Renewal application form was mailed to 323,000
pensioners to renew their GIS for the payment period of July 2003 to
June 2004 and 94% of the pensioners returned their form in time to be
automatically renewed in July 2004.
- Our department partnered with CCRA to reach potential Allowance for the
Survivor (ALWS) clients. Using tax information, CCRA identified about
20,000 low-income, 60-to- 64—year-old widows and widowers across the
country. In March 2004, the CCRA mailed a letter informing these same
individuals that they may be eligible to receive the ALWS. Approximately
10,000 responded and requested an application form. As of May 2004,
1,200 of the respondents were put in pay for the ALWS.
- Almost 100,000 Guaranteed Income Supplement (GIS) pre-filled
applications were mailed during the 2003-2004 fiscal year to OAS
pensioners, and this has resulted in 64,000 new GIS clients. Also
completed was the file transfer protocol (FTP) link between Social
Development Canada and the CCRA which will serve as the foundation for a
largely seamless and paperless GIS process for the majority of Canada's
most disadvantaged low-income pensioners.
Support the notion of the Service Improvement Initiative (SII)
target (10% improvement in client satisfaction) by 2005
- Establish service improvement planning and standards as part of
the corporate performance management system
- Work on the Service Improvement Initiative has been incorporated into
the development of an overall Service Vision and Strategy for SDC.
- New on-line policies (privacy statements, linking policies, and
accessibility standards) have been developed and adapted by the Treasury
Board Secretariat (TBS) as a model for Government of Canada
transformation. The accessibility standards that have developed exceed
TBS standards.
- A client segmentation framework has been established, including
identification of priority client segments.
- Work has been carried out with broader disability subject matter experts
across SDC to leverage service offering frameworks and develop a first
draft of a horizontal disability service offering.
Develop our client feedback mechanism:
- Create a redress process to track, report on and respond to all
complaints and feedback consistently and quickly, and
- Involve clients in the development of program policy and services in
2003-2004: survivors, people with disabilities, and seniors
- A knowledge library of citizen service needs has been developed,
including summary reports and presentations on citizen research
conducted to date.
- Research was undertaken to support the development of a best practices
paper and "next steps" toward implementation of client
feedback mechanisms for Employment Insurance, Canada Student Loans, and
Income Security Programs. Work on client feedback mechanisms has
subsequently been incorporated into the development of an overall
Service Vision and Strategy for SDC and HRSDC.
- A comprehensive list of Service Principles has been developed, based on
citizen research.
Client Service Charter
Implement the Client Service Charter
- The Client Service Charter reflects the intent of SDC/HRSDC to deliver
quality service and describes the service that clients can expect to
receive. Based on drivers of client satisfaction, it provides a
framework that will be supported by service standards and key
performance indicators. Work toward implementation of the Charter has
been incorporated into the development of a broader Service Vision and
Strategy for SDC/HRSDC.
Protecting the Privacy of Canadians
Phase implementation of the Privacy Management Framework
- A federal/provincial/territorial framework has been developed to
implement a common, consistent approach to working with the provinces
and territories in order to create the linkages between vital event data
and the Social Insurance Register that will enable service integration.
A closer partnership with the provinces is a key element to the broader
government policy of integrated service offerings and the service
transformation being undertaken by our department. We have engaged all
provincial/territorial vital statistics authorities in discussions and
in 2004-2005, the focus will be on concurrent registration of births and
SINs, and access to death information.
Develop the departmental privacy statement and educational
package for staff
- Subsequent to the creation of the new department on December 12, 2003,
implemented amendments to the Proof of Identity Program, policies and
practices for determining identity and status in Canada.
Enhance the integrity of client information by focusing on
improving the management of the Social Insurance Number (SIN) system and update
the SIR's list of SINs that have not been used in five years. These SINs will be
deactivated and an intervention will occur if they are used to access SIN-based
programs or with the Canada Customs and Revenue Agency
- Implemented regular updates of the Social Insurance Register for
deactivation of SINs not used in the last five years.
Complete a baseline study for the completeness and accuracy of
the Social Insurance Register (SIR), set goals, and then establish a
comprehensive and integrated plan of action to achieve those goals
- Evaluation of completeness, accuracy and reliability of the SIR has been
completed and results are being used to guide future integrity work on
the SIR.
Improve the means to check the validity of identity and
citizenship documents with the issuing authority. This will include initiating a
pilot project with the British Columbia Vital Statistics Agency to verify SIN
application information with birth records for people born in BC. We will also
engage in discussions with Quebec and Ontario to commence similar projects
- A draft Memorandum of Understanding (MOU) has been negotiated with the
British Columbia Vital Statistics Agency and discussions are ongoing
with Ontario. As part of the Service Delivery MOU between the Canadian
and Ontario governments, we are aiming for implementation of
SIN-at-birth in 2004-2005.
Improve the management and control of the 900-series SIN program
(SINs that are issued to temporary residents in Canada and begin with the number
"9") and conduct an awareness campaign targeted at specific groups in
the general public. Under a proposed regulatory change, all new 900-series cards
will be issued with an expiry date that is linked to the length of time that a
person is authorized by Citizenship and Immigration Canada to stay in the
country. All current holders of 900-series SINs will be given a one-year period
to provide acceptable proof of identification (and need) in order to obtain a
new card with an expiry date. At the start of 2004-2005, all existing 900-series
cards that have not been renewed will be deactivated.
- Implemented new policy on administration of the 900 series SIN and
deactivation of non-renewed 900 series SIN cards for temporary
residents.
- A draft Memorandum of Understanding (MOU) has been negotiated with
Citizenship and Immigration (CIC) for citizenship data. CIC is
undergoing a systems re-design that is expected to be completed in 2006;
a decision was taken by CIC that no new systems development would be
initiated in the interim. Thus, electronic access to citizenship data
cannot be implemented until 2006 at the earliest. We continue to explore
options to facilitate earlier connections.
- A communications plan has been developed and is being used on an
as-needed basis. In 2003-2004, the plan targeted 900-series SIN holders
to ensure the appropriate messages reached the targeted population prior
to the changes on expiry dates that came into force on April 3, 2004.
Continue to review proof of identity requirements for SIN
applicants as well as examine the SIN application taking process itself through
an interdepartmental working group that will provide a report and
recommendations by the end of September 2003
- Dialogue is ongoing with the Department of Foreign Affairs and
International Trade (DFAIT), CIC and the provinces to draft an identity
policy that will ensure a common approach by all jurisdictions in
identity management and determination of status in Canada.
Enterprise-Wide Management
Since December 12, 2003, Social Development Canada has built on
efforts to create our enterprise-wide approach to the management of:
- Harmonizing EI, ISP, and Canada Student Loans Program (CSLP)
Call Centre operations; and
- Developing an enterprise-wide approach to benefits integrity, including
continued work on the SIN/SIR action plan.
- Developed a framework for national management of Call Centres and
harmonization of
23 Call Centres for Employment Insurance, Income Security Programs, and
Canada Student Loans.
- Developed an enterprise-wide approach for Identity Policy and Integrity
and the development of an action plan to improve SIN Integrity.
Summary of Performance Indicators |
Performance Indicators |
Objectives |
Results |
Percentage of callers answered by an Income Security Programs
Service Delivery Agent within three minutes |
95% |
99% |
Call Centre Insurance Service Delivery Representative access within
three minutes38 39 |
95% |
79% |
Availability of SDC's automated service channels to Canadians40 |
94% |
95.6% |
Timely production of payment files in support of all SDC payments to
Canadians41 |
95% |
99.4% |
Strategic Outcome 6: Effective corporate services
Description
Social Development Canada (SDC) corporate services support the achievement of
all departmental strategic outcomes, including meeting the expectations of
Canadians and Parliament, especially with respect to the stewardship and
management of public funds and resources.
Some corporate services such as policy, public affairs and ministerial
services, and governance and management activities specifically support and
shape SDC operations and strategic directions. Other corporate services such as
Human Resources, Financial and Administrative Services, Legal Services and
Corporate Systems, though housed in Social Development Canada support both
Social Development Canada and Human Resources and Skills Development Canada.
This "shared-services" approach is intended to provide consistent,
high quality service to both departments while minimizing the proliferation of
corporate service infrastructures and costs associated with having each
department provide such services separately. It encompasses the following
elements: national, enterprise-wide organizations that include regions and
headquarters; consolidation of resources and services to support the two
departments of SDC and HRSDC and funding sources; re-engineering activities in
all Corporate Service Branches to achieve efficiencies; and participation and
alignment with overall Government of Canada direction on corporate
administrative shared services.
It should be noted that the shared corporate services client base is similar
to that of the former HRDC, but with the added challenges of now providing these
services across different departments whose operational platforms are managed
both nationally and regionally.
Program, Resources and Results Linkages
Social Development Canada: Core Corporate Services
Strategic Direction Branch provides strategic policy frameworks and options
to address specific policy challenges related to the understanding, achieving,
and sustaining of social well-being in Canada. It focuses on broad- and
medium-term policy work; strengthens social policy integration and collaboration
across a wide range of domestic and international policy, program and service
initiatives; and is also active in working to ensure high standards of evidence
quality in knowledge are created in SDC and that this knowledge is transferred
to governments, partners, organizations, communities and citizens in order to
improve social well-being outcomes, services and products at all levels. The
branch is also responsible for the department's corporate planning and
accountability processes.
A Success Story: Inter-country Adoption
As the Federal Central Authority for the Government of Canada in
accordance with the Hague Convention on Protection of Children and
Cooperation in Respect of Inter-country Adoption, SDC supports the
successful adoptions of children from other countries into Canadian
families.
Through SDC's International Adoption Services, SDC provides a range
of support to the provinces and territories. Services include:
facilitating issue resolution on issues such as child trafficking;
jurisdictional issues of provinces/territories and/or other countries;
data gathering and research on both legislative developments in other
countries and trends in inter-country adoptions in Canada; and,
facilitating communications and strong working relationships among
adoption officials in Canada at the federal, provincial, and territorial
levels.
In 2003-04, SDC took a leadership role in providing information on
countries where concern existed about unethical adoption practices;
Guatemala, Romania, Haiti and Georgia. Following consultation with
provinces and territories, adoptions from Georgia were suspended. In
addition, the summaries of Canadian research on inter-country adoptions
were provided to the provinces and territories and a two-day roundtable
on inter-country adoption research was held to encourage further
research. Major researchers, provinces and territories and nine federal
departments participated.
|
Public and Ministerial Affairs Branch is the focal point for the flow of
quality of advice, information and communication between the Minister, Minister
of State, Deputy Minister and the department. It is also responsible for
providing information to the millions of Canadians SDC serves through its
programs, as well as to Canadians in general, to ensure they are aware of our
broad range of programs and services.
Social Development Canada: Shared Corporate Services
- Financial and Administrative Services (FAS) Branch is accountable for
providing complete financial, accounting and administrative services to
both SDC and HRSDC. FAS services include: financial advisory and
strategic resource management advice and financial research; assurance
with respect to governmental and corporate accounting, reporting
responsibilities to Parliament and central agencies as well as providing
accounting services for departmental financial statements and Employment
Insurance, the Canada Pension Plan financial statements and Public
accounts; key transactional services with respect to financial and
administrative activities delivered to departmental clients including
accounts payable, contracting and procurement, information technology
procurement, security, facilities and assets management, and library
services; and corporate policy framework and functional direction for
accommodation, material management, security and records management.
- Systems Branch is responsible for providing information systems and
technology related support for departmental program and service delivery
operations and infrastructure across two departments. This includes
supporting a variety of transactions between citizens and SDC and HRSDC,
ranging from payments to benefits processing to responding to telephone
inquiries. This translates into support for over 400 million yearly
transactions in programs such as the Canada Pension Plan, Old Age
Security, and Employment Insurance. Systems Branch provides direct
multiple channel technological support for Canada's largest government
network and direct delivery capacity, which includes: 23 Call Centres,
122 processing centres, and 2 Internet e-mail centres; and maintaining
tools, applications and expertise to sustain the infrastructure for
these channels, including over 135 different technology applications, 15
service centres, 30,000 personal commuters, and over 1,500 software
products.
- Human Resources Branch provides human resources related advice, service,
and supports to managers and employees in both SDC and HRSDC. It is
responsible for advocating and facilitating best practices in human
resource management so that both departments can fully meet their
business objectives while ensuring effective management of their
employees. Human Resources Branch provides services in a shared service
environment to some 26,000 employees in both departments across 11
regions.
- Legal Services provides general legal services to support the core
operations and key initiatives of both SDC and HRSDC. This includes
offering advice about the program statutes and policies that SDC and
HRSDC administer and helping to develop policy and
legislative/regulatory proposals.
Resources
|
Restated 2003-2004 1 |
Gross Spending (millions of dollars) |
Planned Spending |
Authority |
Actual |
Gross Operating Expenditures2 |
770.9 |
787.4 |
767.9 |
Full-Time Equivalent |
5,609 |
5,396 |
5,365 |
1. The financial data for HRDC has been restated as a
result of the December 12, 2003 restructure of HRDC into SDC and HRSDC.
Financial information related to transferred authorities was used to
determine amounts to be included in the financial tables as if they were
part of SDC as of April 1, 2003.
2. SDC also provides human resources, financial and administrative
services, legal services and corporate systems support for HRSDC. The
total authorities for Gross Operating Expenditures have been adjusted
between Strategic Outcome 1, 2, 5 and 6 from the 2003-2004 authorities
published in the 2004-2005 Part III - Report on Plans and Priorities.
|
Results Achieved
Strategic Dierection
Publish a five-year Strategic Plan, align branch, regional and
local level plans to the Strategic Plan, and ensuring that these plans are
appropriately linked to executive performance agreements; ensure that overall
performance measurement is better integrated and aligned to departmental
strategic and business plans; and implement a comprehensive approach to risk
management and mitigation
- A five-year Strategic Plan for the former HRDC was prepared in 2004.
Branch, regional, and local level plans were aligned to the corporate
plan. Performance management agreements were linked to plans and
cascaded from the Deputy Minister's accord with the Clerk of the Privy
Council. Efforts were initiated with respect to better integrating
performance measurement and departmental planning, and corporate risks
were identified as part of the corporate business planning process.
Corporate risks were published as part of the former HRDC's annual
corporate plan.
- Given the organizational changes of December 12, 2003, Social
Development Canada developed new plans and priorities; refined its
approach to the preparation, alignment and cascading of the Deputy
Minister/Clerk Accord and Executive Performance Management Agreements;
and has articulated new strategic outcomes and a program activity
architecture to help guide the development of a departmental performance
measurement strategy.
- Developed an indicator framework for the former HRDC, laying the
groundwork for the development of such a framework for SDC.
- Since the creation of Social Development Canada in December 2003, the
department has been working to develop a corporate risk management
strategy that is appropriate to its mandate, and in accordance with
Treasury Board Management Accountability Framework requirements and the
recommendations made by the Auditor General in April 2003. To that end,
the responsibility for SDC's Integrated Risk Management (IRM) will be
transferred from Internal Audit and Risk Management Services (IARMS) to
Policy Priorities. As well, an assessment of the current state of the
department's IRM strategy will be conducted to provide recommendations
for needed changes.
Lead the development of policy priorities for consideration by
Ministers and Central Agencies in the context of the 2004 Speech from the Throne
and 2004 Budget
- 2004 Speech from the Throne and Budget 2004 commitments were secured in
all areas of the department's mandate. Specific examples include:
development of proposals on child care, including the Multilateral
Framework for Early Learning and Child Care; First Nations Child Care;
Understanding the Early Years; Voluntary Sector Initiative;
Community-based support for seniors (New Horizons Program); ongoing
implementation of the Child Tax Benefit, survey research and the
development of an integrated package of measures funded in the 2004
Budget for people with disabilities and funding for the voluntary
sector. The package for people with disabilities included an amendment
to the CPP legislation that would allow for automatic reinstatement of
disability benefits for eligible recipients.
Financial and Administrative Services (Resource Management,
Allocation Practices and Collection Services)
Implement improvements to internal resource management and
allocation practices; strengthen materiel management accountability, compliance
and transparency by implementing a Procurement Review Board and improving
materiel management direction, policies, procedures and monitoring; ensure
obligations concerning monies owing are met; improve mechanisms through which
monies owed could be made; and, realign corporate services
- Changes aimed at establishing efficient, effective, enterprise-wide
management in the financial and administrative functions have been
adopted, processes and procedures standardized and made more efficient,
and branch resources are better aligned to priorities, resulting in
clients receiving more consistent and equitable service.
- As part of a newly developed Corporate Materiel Management Framework, an
enterprise-wide Procurement Review Board was implemented in 2003-2004
and a new departmental materiel management policy was approved.
Associated guidelines and procedures for asset management are currently
being finalized. The new framework is designed to enhance
accountability, compliance and transparency.
- Ensured collection of monies owed to the Crown, in relation to the
Employment Insurance Account, Employment Programs, the Canada Pension
Plan Account/Old Age Security and Canada Student Loans. The 2003-2004
national recovery objective ($449.3 million) was exceeded ($479.1
million).
- Mechanisms to improve collection of monies were developed on behalf of
the federal government. Specifically, piloted a process to enable
clients to make payments to the government through financial
institutions, the Internet, debit and credit cards, as well as
re-routing all mail-in payments directly to Public Works and Government
Services Canada (PWGSC). The initiative has improved service to clients
and saves on processing resources. Full implementation is now underway.
- Following the split of HRDC into two new departments, appropriate
financial processes were put in place. Resources were divided between
SDC and HRSDC and presented separately to Parliament in the Main
Estimates. All required delegation instruments were prepared and
presented for ministerial signature to ensure that clear accountability
and controls remained in place.
Human Resources Management
Development of an effective Human Resource (HR) strategy to
support business transformation by developing and implementing an employability
strategy to build a strong and capable workforce; Develop and implement a change
leadership approach to support the department's leaders and employees through
various transformation stages; Develop and implement a new structural model and
generic jobs that will streamline and standardize the department's
organizational structure; and strengthen labour-management relationship
- Developed an employability strategy with a focus on learning to develop
a sustainable organization by ensuring a resilient workforce. This
included the creation of an infrastructure to focus on learning, a key
aspect of employability. The HR Branch created a Director General
position to bring coherence and integration and to promulgate a stronger
learning culture in support of life-long learning.
- Created the National Transition Secretariat. Developed policies, tools
and a change management framework to help manage workforce transitions,
which were initially used to respond to a significant agenda for renewal
in the former HRDC. They have since been modified and deployed for SDC
and HRSDC business transformations.
- Organizational models were and continue to be developed. The number of
generic work descriptions for SDC and HRSDC tripled from 5% to 15% of
all classified work descriptions.
- Labour-management relations were strengthened through the effective use
of the National Union Management Consultation Committee (NUMCC) and
Human Resources Union Management Consultation Committee; two special
NUMCC meetings were held to engage union representatives on Modernizing
Service for Canadians.
Developing an Exemplary Workplace
Social Development Canada will continue its efforts at ensuring that the
department is fully representative and an exemplary workplace.
Ensure workforce is diversified and representative of Canadian
population:
-Continue efforts to meet requirements of "Embracing Change
Report"
- Progress has been made regarding the Employment Equity and Diversity
programs to ensure that the SDC and HRSDC workforces are diversified and
representative of the Canadian population.
- Over the 2003-2004 reporting period, the combined workforces of the two
departments exceeded the labour market workforce availability of the
four designated groups at the national level; work will continue on
addressing small pockets of under-representation where they exist.
- Actions have also been taken to address representation in the EX Group
to meet the requirements outlined in the Embracing Change report. An
action plan to increase representation within the EX groups of the two
departments was approved and implementation is in progress.
Ensure managers and employees are aware and exercise
responsibilities re: Duty to Accommodate
- Training was given to managers and employees to ensure they were aware
of their Duty to Accommodate responsibilities. During the fiscal year
2003-2004, a total of 494 workshops were given to some 6,880
employees/managers on Duty to Accommodate.
Respect Official Language requirements:
-Contribute to Government Official Languages objectives
- Human Resources Branch has implemented concrete actions to address the
new policies on official languages. The Official Languages website was
launched and updated to inform employees about the Official Languages
policies: guidelines, tips and tools contained on the site.
Increased commitment to creating work environment conducive to
use of both official languages
- Documents were prepared for managers and employees highlighting their
roles, responsibilities and obligations with respect to language of
work. Presentations on the new policy were given to Senior Management
Teams.
Support and implement government-driven HR management reform
initiatives and legislation:
- Develop and implement an action plan and the associated
policies and guidelines for the communication, implementation and
operationalization of the Human Resource Management Reform now referred to as
Public Service Modernization Act (PSMA)
- Developed a project charter and corresponding business plan to support
PSMA implementation in SDC and HRSDC. The project team established under
this charter will develop and implement an action plan re: PSMA
communication, implementation and operationalization over the next three
years.
- Commenced work on developing an HR Results Based Management
Accountability Framework to meet TBS policy on Modern Comptrollership
and to reinforce the requirements of the PSMA.
Following the creation of Social Development Canada on December
12, 2003, SDC undertook to develop and implement a functional shared service
model for Human Resources, providing these services to both departments in a
regional setting
- The human resource function has been streamlined and consolidated within
SDC as a corporate service along with finance and administration and
information systems.
- A nationally managed approach has been adopted for regional Human
Resources operations and to support enhanced HR services in a shared
services context. All National Headquarters (NHQ) and Regional HR groups
are now under line authority of the Assistant Deputy Minister of HR.
Service Level Agreements and service standards were developed in NHQ as
part of Corporate Services Consolidation.
- Under this model, we will continue to deliver a range of high quality HR
related programs and services to some 26,000 managers/employees in SDC
and HRSDC.
Information Management and Information Technology
Work to enable the greater use of information for improved
decision-making and to encourage greater use of departmental management and
reporting information system; focus on the enhancement of infrastructure and
business applications; adopt new and innovative horizontal approaches to
maximize organizational efficiency and improve service delivery channels;
provide modern technology with optimal privacy and security features; develop
and implement a function shared service model for IT services and provide these
services to both departments in a regional setting
- Information Management and Information Technology enabled the payment of
over $67 billion to Canadians through the processing of more than 60
million calls a year including 42 million calls managed via the
interactive voice response systems, over 400 million transactions and
the enablement of 68 million website visits and 1.8 billion 'hits' on
the IT platforms.
- Enhanced Internet applications such as Appli-Web and Interdec. Launched
the ISP Online Pension Calculator and Tax Slips On-line, and modernized
departmental computer systems to provide greater reliability and
improved service delivery capacity.
- Successfully completed Gate 4 of the Income Security Programs
Information Technology Renewal project.
- Provided technological support to harmonize EI, ISP, and CSLP Call
Centres, including the implementation of the Interactive Voice Response
(IVR) and Client Access Work Stations project which enhanced
organizational efficiency and improved service delivery to citizens and
businesses.
- The architecture of corporate management reporting systems was reviewed
to position SDC and HRSDC towards an enterprise-wide model and resulted
in an action plan for enterprise-wide improvements.
- Provided secure hosting environment for mainframe and web-based
applications; implemented new security hardware and software suites and
a new Secure Channel Network provides greater security for
intergovernmental connectivity when sharing data with provincial
partners.
- A plan for a shared, enterprise-wide information technology model for
both departments was prepared with initial implementation starting with
the consolidation of all IT-related functions across departments into a
single Systems Branch. Initiated an enterprise management approach for
IT.
Summary of Performance Indicators
Performance Indicators |
Objectives |
Results |
Diversity 42 43 44 |
|
|
Visible Minority Representation % |
7.1% |
8.1% |
Aboriginal Representation % |
1.6% |
3.6% |
People with Disabilities Representation % |
4.0% |
8.0% |
Women Representation % |
57.5% |
70.0% |
Collection |
|
|
Total dollars collected - EI and Employment Programs |
$296,785K |
$314,702K |
Total dollars collected - CPP Inactive Accounts |
$10,365K |
$12,066K |
Total dollars collected - Default Canada Student Loans |
$142,100K |
$152,342K |
Official Languages 45 |
|
|
2003-2004 Complaints - Service to the Public46 |
|
51 |
2003-2004 Complaints - Language of Work47 |
|
6 |
Modern Controllership/Management Accountability Framework
Modern Comptrollership is a public sector management reform that is about the
sound management of resources and effective decision making which will foster
innovative and modern management practices throughout the government. It
involves a shift in emphasis from controls and compliance to results and values.
Modern Comptrollership is a long-term effort to develop standards and
practices to provide managers with integrated financial and non-financial
performance information, a mature approach to risk management, appropriate
control systems, and a shared set of values and ethics.
Modern Comptrollership brings together a number of elements we are familiar
with to support a better way of doing business: strategic leadership, motivated
people, shared values and ethics, integrated performance information, mature
risk management, rigorous stewardship, and improved accountability. The former
Human Resources Development Canada was one of the original six pilot departments
on the Modern Comptrollership initiative. Treasury Board Secretariat (TBS) has
implemented Modern Comptrollership in the remaining departments and agencies and
this initiative is now government-wide. As the newly-created Social Development
Canada, this department is committed to moving forward on the implementation
commitments of Modern Comptrollership.
The following are highlights of Social Development Canada's progress in
implementing Modern Comptrollership in 2003-2004:
Results Achieved
Implement the activities identified in our Modern Comptrollership
Action Plan and monitor the progress achieved
- Build on the success of our two-day Modern Comptrollership
workshop for managers, and
- Maintain partnership with University of Ottawa and University of New Brunswick
- SDC continued implementing the Modern Comptrollership initiative
throughout 2003-2004.
- An Assurance Audit on measuring Modern Comptrollership progress was
completed as a means of benchmarking and monitoring progress achieved to
date in the department. SDC was the first department to provide such a
report and it will serve as a model for other departments and agencies.
- An emphasis on learning and training continued throughout 2003-2004.
September 2003 marked the second year of our University of Ottawa Modern
Comptrollership Certificate Program. Students for this year include two
returning cohorts from last year (English and French) as well as a new
English cohort of 25 students.
- In addition, our two-day interactive awareness session entitled Modern
Comptrollership: Managing for Results, reached 283 participants
throughout NHQ and the Ontario Region. This brings the total number of
managers and functional specialists trained across the department to
2,317 since the session began in September 2000.
Ensure implementation of the Management Accountability Framework
- The Management Accountability Framework (MAF) is a comprehensive
management framework developed by Treasury Board Secretariat to align
management expectations to Results for Canadians. Development of the MAF
has incorporated and built on modern-comptrollership principles while
representing management as a broader integrated function. In January of
2004, SDC fulfilled its current-year obligations with respect to the MAF
by working collaboratively with TBS to identify key management
accountability priorities and action plans.
Government On-Line Initiative
Social Development Canada has been successful in realizing its 2003-2004
Government OnLine (GOL) commitments.
Results Achieved
Government On-line Initiatives:
- The Canada Pension Plan (CPP) Statement of Contributions
On-Line,
- The Canadian Retirement Income Calculator,
- Self-Service Options via the Internet, and
- Tax Information Slips On-line
- The Tax Information Slips On-line service for OAS and CPP was
successfully launched in February 2004. The three other on-line
services, namely View My Account, Update My Pension Account, and View My
Statement of Contributions On-line are scheduled to be launched in late
summer 2004.
Proofs of Concept:
- Move towards the application of risk management, stewardship,
prevention, control and investigation policies and procedures to deliver
integrity principles in support of the EI program and SIN integrity
- The enterprise-wide key business initiative undertaken in this area by
the Modernizing Service for Canadians initiative was achieved by
developing and implementing an enterprise-wide approach for identity
risk management of over $60 billion of benefit payments (Employment
Insurance, Canada Pension Plan, and Old Age Security) for both SDC and
HRSDC.
The Canada Pension Plan (CPP) Statement of Contributions On-Line
(SOC On-Line)
- The SOC On-Line View application is currently delayed due to
its dependency on the SD/HRSD Registration and Authentication (R&A)
solution, which is a Corporate initiative (an interim solution for
Secure Channel). The application is 95% complete and will be launched
once the R&A solution is complete.
- The SOC Request application was officially launched on April 3,
2003 to allow clients to request a copy of their official Canada Pension
Plan Statement of Contributions once in any 12-month period. From
January to April 2004, 12,469 SOC requests were received on-line
representing over 49.5% of all requests from all modes of service
(telephone, mail, in-person) for a SOC received during this period.
- The CPP contributors' Statement of Contributions contains a history of
the contributors' earnings and contributions to the CPP, as well as
estimates for any CPP benefits they may be eligible to receive. Using
this on-line form, contributors can request a copy of their Canada
Pension Plan Statement of Contributions and the department will
then mail their Statement to their home address.48
- The Statement of Contributions (SOC) is a service for CPP contributors
during their working life and is an important retirement income planning
tool. The on-line service aims to reduce the number of requests
processed by departmental employees while providing an alternative
method for clients to request their SOC. The service is available to
clients 24 hours a day, 7 days a week.
- As a result, the number of paper-based Statement of Contributions
request forms that are processed by staff have been reduced and clients
can now request their Statement of Contributions at the time of their
choice and in the comfort of their home.
The Canadian Retirement Income Calculator
- The Canadian Retirement Income Calculator was conceived as a
practical method to provide information on the retirement income system,
including OAS and CPP benefits that are often ignored by other on-line
calculators. Users work through a series of modules to estimate their
retirement incomes and compare them to the 70% income replacement rate
often recommended by retirement planners. It also allows users to see
the impact of increased savings.
- Initially the Calculator was posted on the Income Security Programs
Internet site in 2003 without any promotional activities and plans for a
promotion strategy for the Calculator to be developed in 2004-2005. This
approach helped to minimize the number of users in the first few months
and allowed for the conduct of a business impact evaluation to be done.
A specific telephone queue routes Calculator calls to staff who are
trained in its use and who can answer questions about it. The Calculator
also lists an email address for users to contact the department
electronically.49
View and Update — Pension Information (VUPI) (formerly known as
the Self-Service Options via the Internet)
- The View and Update — Pension Information (VUPI) via the
Internet application is currently delayed due to its dependency on the
SD/HRSD Registration and Authentication (R&A) solution, which is a
Corporate initiative (an interim solution for Secure Channel). The
application is 95% complete and will be launched once the R&A
solution is complete.
- VUPI can accommodate one address for both OAS and CPP. This means that
once an address change is made using the VUPI service, the information
is automatically applied to both programs.
Tax Information Slips On-line
- Our Tax Information Slips On-line (TISO) service was
successfully launched in February 2004. This service allows OAS and CPP
benefit recipients to view their tax slips on-line, print a copy to file
with their income tax and benefit return, and indicate whether they
would like to stop receiving their slips by mail. Expected outcomes
include on-line services for citizens, not just information but also
transactional and interactional service that provides ease of access for
self-service at a reduced cost to the taxpayer.
- Over eight million OAS and CPP tax information slips were available to
ISP's 5.5 million clients via the Internet. Although TISO is available
to clients throughout the year, during the core tax filing season,
approximately 18,000 clients took advantage of this new service.
Sustainable Development Strategy
During the reporting period, Social Development Canada (SDC), together with
Human Resources and Skills Development Canada (HRSDC), continued working towards
the goals, objectives and targets identified in the second iteration of the
former Human Resources Development Canada (HRDC) Sustainable Development
Strategy (SDS-II) which was tabled in Parliament in February 2001. Progress
achieved to date by both departments in achieving the SDS-II goals, objectives
and targets is identified in the following tables.
In addition to these results, significant work was accomplished during the
reporting period regarding the preparation, update and implementation of the
next iteration of the Sustainable Development Strategy (SDS-III). Because of the
December 2003 departmental split and for reporting and tabling efficiency
reasons, the Ministers of SDC and HRSDC decided to jointly table the Sustainable
Development Strategy 2004-2006 on February 16, 2004 under the former HRDC
banner. At that time, the Ministers committed to tabling individual departmental
strategies by 2006 reflecting sustainable development goals, objectives and
targets that coincide with the specific mandates of each department. The updated
Strategy (SDS-III) capitalizes on the achievements and lessons learned from
previous rounds of Strategies (SDS-I and SDS-II) in addition to acting upon
recommendations made by the Commissioner of the Environment and Sustainable
Development (CESD) in order to improve the overall Sustainable Development
outcomes in terms of the social and economic dimensions of sustainable
development.
The previous strategy (SDS-II) commitments focused on four key goals:
- Strengthen the department's capacity to move forward on a path to
sustainable development;
- Green the department's internal operations;
- Participate with other departments to gain a better understanding of the
social policy dimensions of sustainable development and their policy
implications, and to build a knowledge base in various sustainable
development-related issues of interest to the department; and
- Build sustainable development into the department's corporate culture.
While building on the previous strategy, the current strategy (SDS III)
shifts to the following key goals:
- Strengthen the department's capacity to move forward on a path to
sustainable development;
- Sustain our internal operations;
- Develop the social and labour market dimensions of sustainable
development within the department; and
- Build sustainable development into the department's corporate culture.
The following results were achieved during the reporting period (April 1,
2003 to March 31, 2004) with regards to the goals, objectives and targets
identified under SDS-II. (Please also refer to HRSDC's Departmental Performance
Report).
Goal 1: Strengthen the department's capacity to
move forward on a path to sustainable development |
Performance Measurement and Activities |
Progress to Date and Corrective Action |
Environmental Management System (EMS) |
- The department was to complete and operationalize the system to
the greatest extent possible by March 31, 2004.
- While progress has been made to capture key data requirements,
the split of the department has delayed the completion of the
system parameters required to operationalize the EMS. A
preliminary version of the system will be completed shortly and
we will operationalize the system by March 31, 2005
|
Goal 2: Green the department's internal
operations |
Performance Measurement and Activities |
Progress to Date and Corrective Action |
Green Procurement |
- $2.77 million of total products and services purchased by the
department in 2003-2004 were identified as green.
|
Aboriginal Procurement |
- The projected total amount (measured in dollar value) of
products and services purchased from Aboriginal businesses by
December 31, 2003 was $7.1million ($3.6 million above the set
target of $3.5 million).
|
Fleet Management |
- As part of the Alternative Fuel Cost effectiveness analysis for
the Treasury Board, the department was found to be in full
compliance with the Alternative Fuels Act for
2003-2004.
- The department acquired 24 vehicles over the reporting period,
of which 13 were the new Honda Civic "Hybrid" version,
and two were E85 ethanol alternative fuel vehicles.
|
Greening Operations |
- Introduced duplex printing as a standard default on all
National Headquarters photocopying equipment thus reducing paper
consumption.
|
Goal 3: Participate with other departments to
gain a better understanding of the social policy dimensions of
Sustainable Development (SD) and their policy implications, and to build
a knowledge base in various SD-related issues of interest to the
department |
Performance Measurement and Activities |
Progress to Date and Corrective Action |
Social and Cultural Dimensions of Sustainable Development (SDSC) |
- Although the deadline for the SCSD Workshop was extended from
December 2002 to June 2003, this work was completed in March
2003.
|
SD and Healthy Canadians |
- In collaboration with other departments, HRDC continued to
explore the development of possible activities to promote
healthy workplaces.
- SDC continues to work in partnership with Health Canada and INAC
on the implementation of the commitments outlined in the Early
Childhood Development Agreement. (Further information on this
can be found in Strategic Outcome 4).
|
Northern Sustainable Development Strategy |
- Subsequent to the completion of the document entitled Progress
Toward Sustainable Development in the North, to which HRDC
contributed, SDC supported SD-related activities through its
Aboriginal procurement activities as noted in Goal 2. (Also note
the second bullet under the aforementioned SD and Healthy
Canadians).
|
Identify potential policy/program initiatives for SDS-III |
- Assessed policy and program initiatives that HRDC could
undertake as part of the next SDS (2004-2006) based on a better
understanding of federal horizontal SD themes and capacity for
integrated decision- making within the department.50
|
Building a better understanding of SD-related issues of particular
interest to the department and their implications for social policy |
- The preparation of the SDS III has continued to build a better
understanding of SD-related issues of particular interest to the
department. In particular, HRDC completed an issue scan that
included internal consultations with employees and management.
|
Goal 4: Build Sustainable Development into the
department's corporate culture |
Performance Measurement and Activities |
Progress to Date and Corrective Action |
Environment Week |
- In June 2003, HRDC celebrated Environment Week across the
department with information booths, awareness e-mails,
workshops, and nation-wide participation in the commuter
challenge.
|
Awareness Activities |
- The Sustainable Development Working Group was revitalized in
2003-2004 with the objective of ensuring Branch awareness of
sustainable development issues and to ensure that senior
management is regularly updated on developments. The working
group was instrumental in advancing the development of the third
Sustainable Development Strategy.
- In addition, three senior management committees were briefed,
reviewed and gave their approval for the updated Sustainable
Development Strategy (SDS-III) that was tabled in Parliament in
February 2004.
|
The following results were achieved during the reporting period (April 1,
2003 to March 31, 2004) with regards to the goals, objectives and targets
identified under SDS-III.
Goal 1: Strengthen the department's capacity to
move forward on a path to sustainable development |
Performance Measurement and Activities |
Progress to Date and Corrective Action |
Performance Measurement Framework |
- A draft framework was developed and will be refined to meet the
specific requirements of the new department.
|
Goal 2: Sustaining our internal operations |
Performance Measurement and Activities |
Progress to Date and Corrective Action |
Aboriginal Procurement |
- The department successfully implemented through Public Works and
Government Services Canada, an Aboriginal In-Service Support
Supply Arrangement that can now be accessed by any federal
government department or agency prior to the March 31, 2004
target.
|
Goal 3: Develop the social and labour market
dimensions of sustainable development in HRDC |
No targets for this goal are due to be completed within
this reporting period. |
Goal 4: Build Sustainable Development into the
department's corporate culture |
Performance Measurement and Activities |
Progress to Date and Corrective Action |
Green Representatives |
- Over the past year we continued to work towards establishing a
network of green representatives in the former HRDC. National
Headquarters and Regional Headquarters have at least one green
representative responsible for coordinating the greening of
operations throughout the regions.
|
Canada Pension Plan |
- The department created a new service so that almost every
contributor to the Canada Pension Plan could request a personal
Statement of Contributions. Since this new service came on-line
on April 3, 2003, more than 47,000 contributors have used it.
|
TABLE 1: FINANCIAL REQUIREMENTS BY AUTHORITY |
Social Development |
|
2003-2004 |
Main Estimates HRDC1 |
Planned Spending HRDC1 |
Total Authorities HRDC1 |
Authorities transferred to HRSDC2 |
Revised Authorities SDC3 |
Vote (millions of dollars) |
Department |
1 |
Operating expenditures |
522.9 |
525.4 |
544.7 |
(285.6) |
259.1 |
5 |
Grants and contributions |
813.4 |
1,105.7 |
1,035.7 |
(788.5) |
247.2 |
6 |
Write off debts — Government Annuities Account |
- |
- |
0.1 |
(0.1) |
- |
(S) |
Minister of SD — Salary and motor car allowance |
0.1 |
0.1 |
0.1 |
- |
0.1 |
(S) |
Minister of Labour — Salary and motor car allowance |
0.1 |
0.1 |
0.1 |
(0.1) |
- |
(S) |
Interest payments under the Canada Student Loans Act |
2.0 |
2.0 |
0.2 |
(0.2) |
- |
(S) |
Liabilities under the Canada Student Loans Act |
31.3 |
31.3 |
(28.1) |
28.1 |
- |
(S) |
Interest and other payments under the Canada Student Financial
Assistance Act |
104.3 |
104.3 |
105.2 |
(105.2) |
- |
(S) |
Grants to the trustees of Registered Education Savings Plans
pursuant to Part III.I of the Department of Human Resources
Development Act |
395.0 |
395.0 |
394.1 |
(394.1) |
- |
(S) |
Canada Student Financial Assistance Act — Canada Study
Grants |
93.7 |
93.7 |
66.8 |
(66.8) |
- |
(S) |
Canada Student Financial Assistance Act — Direct
Financing |
149.4 |
268.0 |
317.1 |
(317.1) |
- |
(S) |
Supplementary Retirement Benefits — Annuities agents' pensions |
- |
- |
- |
- |
- |
(S) |
Labour Adjustment Benefits payments |
- |
- |
- |
- |
- |
(S) |
Payments of compensation respecting government employees and
merchant seamen |
60.0 |
60.0 |
47.3 |
(47.3) |
- |
(S) |
Payments to private collection agencies pursuant to Section 17.1 of
the Financial Administration Act |
14.7 |
14.7 |
14.3 |
(14.3) |
- |
(S) |
Old Age Security payments |
20,600.0 |
20,600.0 |
20,696.8 |
- |
20,696.8 |
(S) |
Guaranteed Income Supplement payments |
5,805.0 |
5,805.0 |
5,792.0 |
- |
5,792.0 |
(S) |
Allowance payments |
395.0 |
395.0 |
413.6 |
- |
413.6 |
(S) |
Contributions to employee benefit plans 4 |
213.4 |
214.1 |
223.6 |
(125.0) |
98.6 |
(S) |
Spending of proceeds from disposal of surplus Crown Assets |
- |
- |
0.4 |
- |
0.4 |
(S) |
Refunds of amounts credited to revenues in previous years |
- |
- |
- |
- |
- |
(S) |
Civil Service Insurance actuarial liability adjustment |
0.1 |
0.1 |
0.2 |
(0.2) |
- |
Total Budgetary |
29,200.4 |
29,614.5 |
29,624.2 |
(2,116.4) |
27,507.8 |
Plus: Non-Budgetary |
|
|
|
|
|
Loans disbursed under Canada Student Financial
Assistance Act |
1,526.1 |
1,526.1 |
1,374.1 |
(1,374.1) |
- |
Total Department |
30,726.5 |
31,140.6 |
30,998.3 |
(3,490.5) |
27,507.8 |
|
Planned Spending HRDC1 |
Total Authorities HRDC1 |
Authorities transferred to HRSDC2 |
Revised Authorities SDC3 |
Plus: Specified Purpose Accounts: |
|
|
|
|
|
|
Employment Insurance (EI) costs |
|
17,181.1 |
17,159.8 |
(17,159.8) |
- |
|
Canada Pension Plan (CPP) costs |
|
22,739.0 |
23,023.5 |
- |
23,023.5 |
|
Other Specified Purpose Accounts costs |
|
60.5 |
58.4 |
(58.4) |
- |
|
Costs recoverable from EI Account and CPP |
|
- |
584.4 |
(10.1) |
574.3 |
|
Employee Benefit Plan recoverable from EI Account and CPP |
|
(158.5) |
(122.4) |
96.3 |
(26.1) |
Total Expenditures |
30,726.5 |
70,962.7 |
71,702.0 |
(20,622.5) |
51,079.5 |
FTEs |
22,124 |
22,187 |
24,040 |
(13,910) |
10,130 |
1. The Main Estimates, Planned Spending and Total
Authorities columns apply to 2003-2004 HRDC prior to the restructuring
of December 12, 2003.
2. Financial information related to the December 12, 2003 transferred
authorities was used to determine amounts to be included in the
financial tables as if they were part of HRSDC as of April 1, 2003.
3. Financial information related to the December 12, 2003 transferred
authorities was used to determine amounts to be included in the
financial tables as if they were part of SDC as of April 1, 2003.
4. This statutory item includes the government's contributions as an
employer to various benefit plans such as the Public Service
Superannuation Account, the Public Service Death Benefit Account, the
Employment Insurance Account and the Canada/Quebec Pension Plans. The
amount is partially recoverable from the EI Account and CPP.
|
TABLE 1.1: EXPENDITURES BY AUTHORITY |
Social Development |
|
2003-2004 |
Total Actual HRDC1 |
Actual transferred to HRSDC2 |
Revised Actual SDC3 |
Vote (millions of dollars) |
|
Department |
|
1 |
Operating expenditures |
528.4 |
(279.6) |
248.8 |
5 |
Grants and contributions |
1,004.5 |
(762.5) |
242.0 |
6 |
Write off debts — Government Annuities Account |
0.1 |
(0.1) |
- |
(S) |
Minister of SD — Salary and motor car allowance |
0.1 |
- |
0.1 |
(S) |
Minister of Labour — Salary and motor car allowance |
0.1 |
(0.1) |
- |
(S) |
Interest payments under the Canada Student Loans Act |
0.2 |
(0.2) |
- |
(S) |
Liabilities under the Canada Student Loans Act |
(28.1) |
28.1 |
- |
(S) |
Interest and other payments under the Canada Student Financial
Assistance Act |
105.2 |
(105.2) |
- |
(S) |
Grants to the trustees of Registered Education Savings Plans
pursuant to Part III.I of the Department of Human Resources
Development Act |
394.1 |
(394.1) |
- |
(S) |
Canada Student Financial Assistance Act — Canada Study
Grants |
66.8 |
(66.8) |
- |
(S) |
Canada Student Financial Assistance Act — Direct
Financing |
317.1 |
(317.1) |
- |
(S) |
Supplementary Retirement Benefits — Annuities agents' pensions |
- |
- |
- |
(S) |
Labour Adjustment Benefits payments |
- |
- |
- |
(S) |
Payments of compensation respecting government employees and
merchant seamen |
47.3 |
(47.3) |
- |
(S) |
Payments to private collection agencies pursuant to Section 17.1 of
the Financial Administration Act |
14.3 |
(14.3) |
- |
(S) |
Old Age Security payments |
20,696.8 |
- |
20,696.8 |
(S) |
Guaranteed Income Supplement payments |
5,792.0 |
- |
5,792.0 |
(S) |
Allowance payments |
413.6 |
- |
413.6 |
(S) |
Contributions to employee benefit plans4 |
223.6 |
(125.0) |
98.6 |
(S) |
Spending of proceeds from disposal of surplus Crown Assets |
0.2 |
- |
0.2 |
(S) |
Refunds of amounts credited to revenues in previous years |
- |
- |
- |
(S) |
Civil Service Insurance actuarial liability adjustment |
0.2 |
(0.2) |
- |
|
Total Budgetary |
29,576.5 |
(2,084.4) |
27,492.1 |
Plus: Non-Budgetary |
|
|
|
|
Loans disbursed under Canada Student Financial Assistance Act |
1,374.1 |
(1,374.1) |
- |
Total Department |
30,950.6 |
(3,458.5) |
27,492.1 |
|
Total Actual HRDC1 |
Actual transferred to HRSDC2 |
Revised Actual SDC3 |
Plus: Specified Purpose Accounts: |
|
Employment Insurance (EI) costs |
16,651.0 |
(16,651.0) |
- |
|
Canada Pension Plan (CPP) costs |
23,016.3 |
- |
23,016.3 |
|
Other Specified Purpose Accounts costs |
58.4 |
(58.4) |
- |
|
Costs recoverable from EI Account and CPP |
554.0 |
(10.1) |
543.9 |
|
Employee Benefit Plan recoverable from EI Account and CPP |
(116.0) |
89.5 |
(26.5) |
Total Expenditures |
71,114.3 |
(20,088.5) |
51,025.8 |
FTEs |
23,947 |
13,910 |
10,037 |
1. Total actual expenditures for HRDC as reported in the
2003-2004 Public Accounts of Canada.
2. Financial information related to the December 12, 2003 transferred
authorities was used to determine amounts to be included in the
financial tables as if they were part of HRSDC as of April 1, 2003.
3. Financial information related to the December 12, 2003 transferred
authorities was used to determine amounts to be included in the
financial tables as if they were part of SDC as of April 1, 2003.
4. This statutory item includes the government's contributions as an
employer to various benefit plans such as the Public Service
Superannuation Account, the Public Service Death Benefit Account, the
Employment Insurance Account and the Canada/Quebec Pension Plans. The
amount is partially recoverable from the EI Account and CPP.
|
TABLE 1.2: IMPACT OF DECEMBER 12, 2003
ANNOUNCEMENTS |
Social Development's Funding received from Human
Resources Development Canada |
|
2003-2004 |
Vote (millions of dollars) |
Revised Authorities SDC1 |
Revised Actual SDC1 |
|
|
|
Department |
|
1 |
Operating expenditures |
259.1 |
248.8 |
5 |
Grants and contributions |
247.2 |
242.0 |
(S) |
Minister of SD — Salary and motor car allowance |
0.1 |
0.1 |
(S) |
Old Age Security payments |
20,696.8 |
20,696.8 |
(S) |
Guaranteed Income Supplement payments |
5,792.0 |
5,792.0 |
(S) |
Allowance payments |
413.6 |
413.6 |
(S) |
Contributions to employee benefit plans2 |
98.6 |
98.6 |
(S) |
Spending of proceeds from disposal of surplus Crown Assets |
0.4 |
0.2 |
(S) |
Refunds of amounts credited to revenues in previous years |
- |
- |
|
Total Department - Net Budgetary |
27,507.8 |
27,492.1 |
|
Revised Authorities SDC1 |
Revised Actual SDC2 |
Plus: Specified Purpose Accounts: |
|
Canada Pension Plan (CPP) costs |
23,023.5 |
23,016.3 |
|
Costs recoverable from EI Account |
574.3 |
543.9 |
|
Employee Benefit Plan recoverable from CPP |
(26.1) |
(26.5) |
Total Expenditures |
51,079.5 |
51,025.8 |
FTEs |
10,130 |
10,037 |
1. Financial information related to the December 12,
2003 transferred authorities was used to determine amounts to be
included in the financial tables as if they were part of SDC as of April
1, 2003.
2. This statutory item includes the government's contributions as an
employer to various benefit plans such as the Public Service
Superannuation Account, the Public Service Death Benefit Account, the
Employment Insurance Account and the Canada/Quebec Pension Plans. The
amount is partially recoverable from the EI Account and CPP.
|
TABLE 2: COMPARISON OF TOTAL PLANNED TO ACTUAL
SPENDING FOR 2003-2004 |
(millions of dollars) |
FTEs |
Operating |
Voted Grants and Contributions |
Sub-Total: Gross Expenditures |
Statutory Grants and Contributions1 |
Total Gross Expenditures |
Less: Respendable Revenues |
Total Net Expenditures |
|
|
|
|
|
|
|
|
|
Business Lines |
1. Social Development Policy |
136.0 |
30.0 |
- |
30.0 |
- |
30.0 |
(18.3) |
11.7 |
136.0 |
30.0 |
- |
30.0 |
- |
30.0 |
(18.3) |
11.7 |
191.0 |
31.4 |
- |
31.4 |
- |
31.4 |
(23.3) |
8.1 |
191.0 |
31.4 |
- |
31.4 |
- |
31.4 |
(23.3) |
8.1 |
2. Income Security Programs |
2,495.0 |
207.8 |
- |
207.8 |
26,800.0 |
27,007.8 |
(123.3) |
26,884.5 |
2,495.0 |
207.8 |
- |
207.8 |
26,800.0 |
27,007.8 |
(123.3) |
26,884.5 |
2,843.0 |
231.0 |
- |
231.0 |
26,902.4 |
27,133.4 |
(165.5) |
26,967.9 |
3,035.0 |
224.6 |
- |
224.6 |
26,902.4 |
27,127.0 |
(161.8) |
26,965.2 |
3. Social Partnerships |
137.0 |
15.1 |
239.9 |
255.0 |
- |
255.0 |
(0.3) |
254.7 |
137.0 |
15.1 |
239.9 |
255.0 |
- |
255.0 |
(0.3) |
254.7 |
117.0 |
15.4 |
247.2 |
262.6 |
- |
262.6 |
(0.3) |
262.3 |
117.0 |
11.0 |
242.0 |
253.0 |
- |
253.0 |
(0.2) |
252.8 |
4. Benefits and Service Delivery |
3,747.0 |
411.3 |
- |
411.3 |
- |
411.3 |
(280.0) |
131.3 |
3,747.0 |
411.3 |
- |
411.3 |
- |
411.3 |
(280.0) |
131.3 |
4,550.0 |
508.0 |
- |
508.0 |
- |
508.0 |
(357.1) |
150.9 |
4,297.0 |
489.9 |
- |
489.9 |
- |
489.9 |
(339.7) |
150.2 |
5. Corporate Services |
3,035.0 |
417.1 |
- |
417.1 |
- |
417.1 |
(292.0) |
125.1 |
3,035.0 |
417.1 |
- |
417.1 |
- |
417.1 |
(292.0) |
125.1 |
2,429.0 |
411.3 |
- |
411.3 |
- |
411.3 |
(292.7) |
118.6 |
2,397.0 |
395.6 |
- |
395.6 |
- |
395.6 |
(279.8) |
115.8 |
Total |
9,550.0 |
1,081.3 |
239.9 |
1,321.2 |
26,800.0 |
28,121.2 |
(713.9) |
27,407.3 |
9,550.0 |
1,081.3 |
239.9 |
1,321.2 |
26,800.0 |
28,121.2 |
(713.9) |
27,407.3 |
10,130.0 |
1,197.1 |
247.2 |
1,444.3 |
26,902.4 |
28,346.7 |
(838.9) |
27,507.8 |
10,037.0 |
1,152.5 |
242.0 |
1,394.5 |
26,902.4 |
28,296.9 |
(804.8) |
27,492.1 |
Other Revenues and Expenditures |
Non-respendable Revenues |
Total authorities |
|
|
|
|
|
|
|
45.8 |
Actuals |
|
|
|
|
|
|
|
45.8 |
Cost of services provided by other
departments 3 |
Total authorities |
|
|
|
|
|
|
|
11.0 |
Actuals |
|
|
|
|
|
|
|
17.7 |
Net Cost of the Program |
Total authorities |
|
|
|
|
|
|
|
27,564.6 |
Actuals |
|
|
|
|
|
|
|
27,555.6 |
Legend: |
For each Service Lines... |
First line |
Restated Main Estimates 2003-20042 |
Second line |
Total Restated Planned Spending 2003-20042 |
Third line |
Total Restated Authorities 2003-2004 2 |
Fourth line |
Total Restated Actual Spending 2003-20042 |
1. Excludes Specified Purpose Accounts.
2. Restated as a result of the December 12, 2003 restructure of HRDC
into SDC and HRSDC. Financial information related to transferred
authorities was used to determine amounts to be included in the
financial tables as if they were part of SDC as of April 1, 2003.
3. The actual expenditures include an additional amount for the
employer's share of the Employee Benefit Plan which was paid by the
Treasury Board Secretariat. |
TABLE 3: COMPARISON OF TOTAL PLANNED TO ACTUAL
SPENDING1 |
|
Restated 2003-20042 |
(millions of dollars) |
Main Estimates3 |
Planned Spending |
Authorities |
Actual |
Social Development Policy |
30.0 |
30.0 |
31.4 |
31.4 |
Income Security Programs |
27,007.8 |
27,007.8 |
27,133.4 |
27,127.0 |
Social Partnerships |
255.0 |
255.0 |
262.6 |
253.0 |
Benefits and Service Delivery |
411.3 |
411.3 |
508.0 |
489.9 |
Corporate Services |
417.1 |
417.1 |
411.3 |
395.6 |
Gross Expenditures |
28,121.2 |
28,121.2 |
28,346.7 |
28,296.9 |
Respendable revenue |
(713.9) |
(713.9) |
(838.9) |
(804.8) |
Total Net Budgetary |
27,407.3 |
27,407.3 |
27,507.8 |
27,492.1 |
Specified Purpose Accounts |
Canada Pension Plan |
- |
22,739.0 |
23,023.5 |
23,016.3 |
Departmental Recoveries charged to EI |
- |
507.4 |
574.3 |
543.9 |
Departmental Employee Benefit Plan recoverable from CPP |
- |
(21.6) |
(26.1) |
(26.5) |
Total SDC |
- |
50,632.1 |
51,079.5 |
51,025.8 |
FTEs |
9,550 |
9,550 |
10,130 |
10,037 |
1. Refer to HRDC's previous Performance Reports for
financial information on 2001-2002 and 2002-2003. Historical comparison
of 2001-2002 and 2002-2003 actual expenditures for SDC is not available.
2. Restated as a result of the December 12, 2003 restructure of HRDC
into SDC and HRSDC. Financial information related to transferred
authorities was used to determine amounts to be included in the
financial tables as if they were part of SDC as of April 1, 2003.
3. Restated SDC's authorities as published in the 2004-2005 Main
Estimates. |
Financial Highlights
In 2003-2004, the department was authorized to spend $27,508 million or $101
million more than the planned spending of $27,407 million. This was mainly due
to a net increase of $102 million in Old Age Security payments related to
changes in the average monthly benefits and expected numbers of recipients.
The actual expenditures of $27,492 million were $16 million lower than SDC's
revised total authorities of $27,508 million. This was mainly due to a net
operating lapse of $10 million and to grants and contributions expenditures
being $5 million less than originally projected due to reduced requirements for
the Opportunities Fund for Persons with Disabilities and for the Social
Development Partnerships Program (refer also to Table 1.2).
TABLE 4: CROSSWALK
BETWEEN STRATEGIC OUTCOMES AND BUSINESS LINES |
Business
Lines |
Strategic Outcomes |
Total |
A Canada where the quality of life and
inclusion for seniors is enhanced and poverty alleviated through
sustainable public pensions, benefits, and supports |
A Canada where the social and economic
participation of Persons with Disabilities is enhanced |
A Canada where vibrant and inclusive
communities meet the social development needs of Canadians |
A Canada where the capacities of
individuals, children, families, and communities are strengthened in
order to promote social inclusion, participation and well- being1 |
A Canada where service delivery is
focused on citizen needs |
Effective corporate services |
1. Social Development
Policy |
FTE |
|
|
|
10 |
|
181 |
191 |
$M |
|
|
|
1.4 |
|
30.0 |
31.4 |
2. Income Security
Programs |
FTE |
2,351 |
605 |
|
|
|
79 |
3,035 |
$M |
46,584.0 |
3,143.0 |
|
|
|
6.0 |
49,733.0 |
3.Social Partnerships |
FTE |
|
56.0 |
61.0 |
|
|
|
117.0 |
$M |
|
215.0 |
38.0 |
|
|
|
253.0 |
4. Benefits and
Service Delivery |
FTE |
517 |
|
|
|
1,072 |
2,708 |
4,297 |
$M |
28.1 |
|
|
|
125.5 |
336.3 |
489.9 |
5. Corporate Services |
FTE |
|
|
|
|
|
2,397 |
2,397 |
$M |
|
|
|
|
|
395.6 |
395.6 |
Total |
FTE |
2,868 |
661 |
61 |
10 |
1,072 |
5,365 |
10,037 |
$M |
46,612.1 |
3,358.0 |
38.0 |
1.4 |
125.5 |
767.9 |
50,902.9 |
Other Costs |
CPP Costs (Other Government
Department (OGD) Administrative Costs) |
122.9 |
Total SDC |
51,025.8 |
1 SDC's operating
costs for this outcome are minimal. The National Child Benefit
initiative is delivered by the Canada Customs and Revenue Agency and the
Government of Canada mainly supports the Early Childhood Development
Agreement and the Multilateral Framework on Early Learning and Child
Care objectives via the Canada Social Transfer to provinces and
territories. |
TABLE 5: DETAILS OF RESPENDABLE AND
NON-RESPENDABLE REVENUES1 |
|
Restated 2003-20042 |
Revenues by Business Line (millions of dollars) |
Planned Revenues |
Authorities |
Actual |
Respendable Revenues |
|
Social Development Policy |
18.3 |
23.3 |
23.3 |
Income Security Programs |
123.3 |
165.5 |
161.8 |
Social Partnerships |
0.3 |
0.3 |
0.2 |
Benefits and Service Delivery |
280.0 |
357.1 |
339.7 |
Corporate Services |
292.0 |
292.7 |
279.8 |
Total Respendable Revenues |
713.9 |
838.9 |
804.8 |
Non-Respendable Revenues |
|
|
|
Recovery of Employee Benefit Plan (EBP) |
23.2 |
28.6 |
28.6 |
Adjustment to Prior Years' Payables |
- |
6.2 |
6.2 |
Miscellaneous Items |
- |
11.0 |
11.0 |
Total Non-Respendable Revenues |
23.2 |
45.8 |
45.8 |
1. Refer to HRDC's previous Performance Reports for
financial information on 2001-2002 and 2002-2003. Historical comparison
of 2001-2002 and 2002-2003 actual expenditures for SDC is not available.
2. The financial data for HRDC has been restated as a result of the
December 12, 2003 restructure of HRDC into SDC and HRSDC. Financial
information related to transferred authorities was used to determine
amounts to be included in the financial tables as if they were part of
SDC as of April 1, 2003. |
TABLE 6: SUMMARY OF TRANSFER PAYMENTS -
STATUTORY |
|
Actual |
2003-2004 |
(millions of dollars) |
2001-2002 |
2002-2003 |
Main Estimates |
Planned Spending |
Authorities |
Actual |
Income Security Programs1 |
(S) |
Old Age Security |
19,756.2 |
19,822.6 |
20,600.0 |
20,600.0 |
20,696.8 |
20,696.8 |
(S) |
Guaranteed Income Supplement |
5,216.8 |
5,470.6 |
5,805.0 |
5,805.0 |
5,792.0 |
5,792.0 |
(S) |
Allowance Payments |
392.4 |
399.2 |
395.0 |
395.0 |
413.6 |
413.6 |
Total Transfer Payments |
25,365.4 |
25,692.4 |
26,800.0 |
26,800.0 |
26,902.4 |
26,902.4 |
1. As a result of the December 12, 2003 restructure of
HRDC into SDC and HRSDC, these programs were transferred to SDC. |
TABLE 7.1 : SUMMARY OF TRANFER PAYMENTS - GRANTS
AND CONTRIBUTIONS |
(millions of dollars) |
Actual |
2003-20041 |
|
2001-20021 |
2002-20031 |
Main Estimates |
Planned Spending |
Authorities |
Actual |
GRANTS |
Social Partnerships |
Grants to non-profit organizations for activities eligible for
support through the Social Development Partnerships Program |
7.4 |
6.8 |
7.0 |
7.0 |
7.0 |
7.0 |
Total Grants |
7.4 |
6.8 |
7.0 |
7.0 |
7.0 |
7.0 |
CONTRIBUTIONS |
Social Partnerships |
Employability Assistance for People with Disabilities — Payments
to provincial and territorial governments, in accordance with bilateral
agreements, for the provision of a range of measures to enhance the
economic participation of working-age adults with disabilities in the
labour market by helping them to prepare for, attain and retain
employment |
189.2 |
189.2 |
192.0 |
192.0 |
189.2 |
189.2 |
Payments to provinces, territories, municipalities, other public
bodies, organizations, groups, communities, employers and individuals
for the provision of training and/or work or business experience, the
mobilization of community resources, and human resource planning and
adjustment measures necessary for the social development of Canadians
and other participants in Canadian life |
36.5 |
45.3 |
40.9 |
40.9 |
51.0 |
45.8 |
Total Contributions |
225.7 |
234.5 |
232.9 |
232.9 |
240.2 |
235.0 |
Total Transfer Payments |
233.1 |
241.3 |
239.9 |
239.9 |
247.2 |
242.0 |
1. Restated as a result of the December 12, 2003
restructure of HRDC into SDC and HRSDC. |
Table 7.2: Details on Transfer Payments
Social Development Canada has a number of transfer payment programs. These
support individuals, communities, the private and voluntary sectors, and other
orders of government in the achievement of shared human development goals. We
are subject to the revised policy on Transfer Payments, which was introduced on
June 1, 2000. That policy requires departments to report on those transfer
payment programs that are worth at least $5 million. In so doing, we are helping
to demonstrate sound management of, control over, and accountability for our
transfer payments.
Consistent with this policy, we have developed descriptive material on each
program including stated objectives, expected results and outcomes, and
milestones for achievement. The following table provides a list of the active
transfer payments programs. A fact sheet for each program over $5 million is
also provided.
Actual figures reflect program costs and exclude operating resources
necessary to deliver the programs.
Non-Statutory
Transfer Payments by Business Line
(2003-2004 Actual: $242.0 Million ($M)) |
Associated Programs (Terms and
Conditions) |
For more details, see |
Social Partnerships
GRANTS
Grants to non-profit organizations for activities eligible for
support through the Social Development Partnerships Program
(Actual: $7M)
|
|
Social Development
Partnerships Program |
Fact Sheet #1 |
CONTRIBUTIONS
Payments to provinces, territories, municipalities, other public
bodies, organizations, groups, communities, employers and individuals
for the provision of training and/or work or business experience, the
mobilization of community resources, and human resource planning and
adjustment measures necessary for the social development of Canadians
and other participants in Canadian life(Actual: $45.8M)
|
|
Social Development
Partnerships Program |
Fact Sheet #1 |
Opportunities Fund for Persons
with Disabilities |
Fact Sheet #2 |
Employability Assistance
for People with Disabilities — Payments to provincial and territorial
governments, in accordance with bilateral agreements, for the provision
of a range of measures to enhance the economic participation of
working-age adults with disabilities in the labour market by helping
them to prepare for, attain and retain employment (Actual: $189.2M) |
|
Canadian-Provincial-Territorial
Employability Assistance for People with Disabilities |
Fact Sheet #3 |
Fact Sheet # 1: Social Development Partnerships
Program 51
(2003-2004 Actuals: $32.5M) |
Objectives |
The Social Development Partnerships Program (SDPP) supports the
Government of Canada's overarching social goals to enhance the quality
of life and promote the full participation of all Canadians in all
aspects of Canadian society. Under the SDPP, there are two main
components — one focused on Children and Families, the other, on
Persons with Disabilities.
Long-Term Objectives:
- Increase in the effectiveness of the non-profit sector in
meeting the social development needs and aspirations of people
with disabilities, children and their families and other
vulnerable or excluded populations.
- Improve the quality and responsiveness of governments' social
policies and programs.
Immediate Objectives:
Promote the generation, dissemination and application of
knowledge on emerging social concerns, innovative solutions, best
practices and social economic outcomes as they relate to people with
disabilities, children and their families, and other vulnerable or
excluded populations.
- Foster collaboration, partnerships, alliances and networks to
advance shared social goals and priorities.
- Strengthen the capacity of organizations in the social
non-profit sector with respect to governance, policy and program
development, community outreach, organizational administration
and management.
|
Results and Outcomes |
SDPP funding activities are expected to lead to:
- Greater knowledge and awareness of emerging social issues and
application of solutions and best practices.
- Greater collaboration with internal and external stakeholders to
meet shared goals.
- Greater capacity within national social non-profit organizations
to promote social development and inclusion.
- Greater capacity of organizations in the non-profit sector to
meet the social needs and aspirations of their constituents and
inform government policy-makers on the design and implementation
of more responsive social policies and programs.
- In 2002-2003, the Disability Component of the Program SDPP
funded 85 projects for a total $7.2 million. Of this total, $3
million was dedicated to Community Inclusion Initiatives in
communities in all 13 jurisdictions across Canada.
- Projects fostered participation and support in areas such as
employment, education, family to family support, and other key
issues for people with disabilities, families and communities.
- $5.5 million is organized grants contributed to the opening
capacity of 18 of Canada's major national voluntary
organizations.
|
Milestones for Achievement: |
→Renewal Date |
March 31, 2008 (new terms and conditions in effect as of April 1,
2003).
|
→Evaluation Performed |
Draft evaluations for SDPP and Child Care Visions programs received
by SDC 2002-2003. Scheduled for submission to SDC Audit and Evaluation
Committee for decision 2003-2004. |
→Evaluation Scheduled |
Evaluation of renewed program scheduled for 2007-2008. |
Note: The Government Expenditure Cycle includes 13 accounting
periods as illustrated. The last period "Mar. Ext." is an extended
period to close out the fiscal year.
FACT SHEET #2: FUND FOR PERSONS WITH
DISABILITIES
(2003-2004 ACTUALS: $20.3M) |
Objectives |
- The objective will be achieved by working in partnership with
non-government organizations representing people with
disabilities, the private sector and provincial governments and
with using effective and innovative approaches that demonstrate
best practices to promote the economic integration of people
with disabilities.
- To assist people with disabilities in preparing for, obtaining
and keeping employment, or becoming self-employed, thereby
increasing their economic participation and independence.
|
Results and Outcomes |
- Assistance has been provided to approximately 3,900 people with
disabilities, of whom 2,500 enhanced their employability and
over 1,900 obtained employment or became self-employed.
|
Milestones for Achievement: |
Renewal Date |
March 31, 2005 |
Evaluation Performed |
1998: - Formative Evaluation
2002: - Summative Evaluation. |
Evaluation Scheduled |
2004-2005: - Summative Evaluation. |
Note: The Government Expenditure Cycle includes 13 accounting
periods as illustrated. The last period "Mar. Ext." is an extended
period to close out the fiscal year.
Fact Sheet # 3: Employability Assistance for
People with Disabilities (EAPD)
(2003-2004 Actuals: $189.2M) |
Objectives |
- To provide funding to provinces for a range of measures to
enhance the economic participation of working-age adults with
disabilities in the labour market by helping them prepare for,
attain and retain employment.
|
Results and Outcomes |
- The key outcome commitment is to help people with disabilities
prepare for, attain and retain employment. EAPD emphasizes
accountability and the federal and provincial governments
jointly developed the results indicators.
- Data on outcomes will be available in provincial baseline
reports to be released December 3, 2004 (International Day of
Disabled Persons).
|
Milestones for Achievement: |
Renewal Date |
EAPD was extended to March 31, 2004 to allow time for
federal-provincial officials to develop successor agreements under the
Multilateral Framework for Labour Market Agreements for Persons with
Disabilities. |
Evaluation Performed |
1999-2000: Evaluation Assessment.
2001-2002: Bilateral Evaluations. |
Evaluation Scheduled |
2001-2002: Promising Practices.
2003-2004: Bilateral/Demonstration Evaluations. |
Note: The Government Expenditure Cycle includes 13 accounting periods as
illustrated. The last period "Mar. Ext." is an extended period to
close out the fiscal year.
TABLE 8: EXTERNAL CHARGING |
|
|
Planning Years |
2003-2004 |
2004-2005 |
2005-2006 |
2006-2007 |
Name of User Fee |
Fee Type (R) or (O)1 |
Fee Setting Authority |
Forecast Revenue ($000) |
Actual Revenue ($000) |
Full Cost ($000) |
Performance Standard |
Performance Result |
Forecast Revenue ($000) |
Estimated Full Cost ($000) |
Forecast Revenue ($000) |
Estimated Full Cost ($000) |
Forecast Revenue ($000) |
Estimated Full Cost ($000) |
Searches of the CPP and OAS data banks to locate individuals |
(O) |
Financial Administration Act |
130 |
143 |
160 |
20 days2 |
Met at 100% |
144 |
163 |
144 |
167 |
144 |
170 |
Social Insurance Number Replacement Card Fee |
(R) |
Employment Insurance Act |
1,984 |
1,892 |
2,845 |
3 weeks3 |
Met at 100% |
1,892 |
2,845 |
1,892 |
2,845 |
1,892 |
2,845 |
Total External Charging |
|
2,114 |
2,035 |
3,005 |
|
2,036 |
3,008 |
2,036 |
3,012 |
2,036 |
3,015 |
1. Regulatory (R) or Other Products and Services (O).
2. Depending on the volume of searches by request, the searches will be
completed no later than 20 working days after receipt of the request.
3. A card will be replaced no later than 3 weeks after receipt of the
application. |
Table 9: Introduction to Specified Purpose Accounts
Specified Purpose Accounts (SPA) are special categories of revenues and
expenditures. They report transactions of certain accounts where enabling
legislation requires that revenues be earmarked and that related payments and
expenditures be charged against such revenues. The transactions of these
accounts are to be accounted for separately.
SDC is responsible for the stewardship of the Canada Pension Plan (CPP). The
CPP is a SPA but is not consolidated as part of the Government
of Canada's financial statements. It is under joint control of the government
and participating provinces. As administrator, the government's authority to
spend is limited to the balance in the Plan.
The following information updates forecasted data on the CPP that we provided
in our 2003-2004 Part III Report on Plans and Priorities.52
That report presented multi-year financial data and general information.
Additional information on performance and year-end data is available at the
Internet addresses provided in this section.
Canada Pension Plan
The table below summarizes the financial results for the Canada Pension Plan
(CPP) from 2001-2002 to 2003-2004. In 2002-2003, the Government of Canada
changed its basis of accounting from the modified accrual accounting to the full
accrual basis of accounting. This change in accounting policy has been applied
retroactively and the financial statements have been restated accordingly.
As well, following the adoption of Bill C-3 during 2003-2004, the evaluation
of the provincial, territorial and federal bonds was changed from cost to fair
value. The change in accounting policy has been applied retroactively and the
financial statements have been restated to reflect this.
CPP — Summary |
|
2001-2002 |
2002-2003 |
2003-2004 |
|
(millions of dollars) |
Actual (Restated)1 |
Actual (Restated)1 |
Forecast2 |
Actual |
|
|
|
|
|
Revenue |
|
|
|
|
Contributions1 |
22,991 |
25,203 |
28,028 |
28,029 |
Investment Income |
|
|
|
|
Canada Pension Plan |
3,260 |
2,910 |
2,857 |
2,682 |
CPP Investment Board |
305 |
(4,152) |
7,209 |
7,209 |
CPP Investment Fund1 |
3,385 |
193 |
182 |
357 |
Total Investment Income |
6,950 |
(1,049) |
10,248 |
10,248 |
|
|
|
|
|
Total Revenue |
29,941 |
24,154 |
38,276 |
38,277 |
|
|
|
|
|
Expenditures |
|
|
|
|
Benefit Payments |
20,490 |
21,575 |
22,606 |
22,607 |
Administrative Expenses |
371 |
422 |
418 |
410 |
|
|
|
|
|
Total Expenditures |
20,861 |
21,997 |
23,024 |
23,017 |
|
|
|
|
|
Increase |
9,080 |
2,157 |
15,252 |
15,260 |
|
|
|
|
|
Year-end Balance |
55,094 |
57,251 |
72,503 |
72,511 |
|
|
|
|
|
1. Restated as a result of the
adoption of full accrual accounting in 2002-2003 and the change in the
evaluation of the bonds to fair market value in 2003-2004.
2. The forecasts for 2003-2004 were presented in the 2004-2005
Part III Report on Plans and Priorities.
|
More information relating to 2003-2004 is reported in the CPP financial
statements which can be found in the 2004 Public Accounts of Canada,
Volume 1, Section 6.53
Statutory Annual Reports
Old Age Security
The Old Age Security program is one of the cornerstones of Canada's
retirement income system. Benefits include the basic Old Age Security pension,
the Guaranteed Income Supplement and the Allowance. The Old Age Security program
is financed from Government of Canada general tax revenues.
The following tables present information on monthly benefits, beneficiaries
and payments by province or territory.
Table 10: Summary of Maximum Monthly Benefits |
(dollars) |
Basic Pension |
Income Supplement |
Allowance |
|
Fiscal Year |
Single |
Married |
Regular |
Survivor |
Increase |
Monthly benefit by fiscal year |
2003-2004 Actuals |
January 1, 2004 |
462.47 |
549.63 |
358.01 |
820.48 |
905.83 |
0.2% |
October 1, 2003 |
461.55 |
548.53 |
357.30 |
818.85 |
904.03 |
0.0% |
July 1, 2003 |
461.55 |
548.53 |
357.30 |
818.85 |
904.03 |
1.2% |
April 1, 2003 |
456.08 |
542.03 |
353.06 |
809.14 |
893.31 |
0.6% |
2003-2004 Estimates |
January 1, 2004 |
460.65 |
547.47 |
356.60 |
817.25 |
902.26 |
0.7% |
October 1, 2003 |
457.45 |
543.66 |
354.12 |
811.57 |
895.99 |
0.2% |
July 1, 2003 |
456.54 |
542.57 |
353.41 |
809.95 |
894.20 |
0.2% |
April 1, 2003 |
455.63 |
541.49 |
352.70 |
808.33 |
892.42 |
0.5% |
2002-2003 Actuals |
January 1, 2003 |
453.36 |
538.80 |
350.95 |
804.31 |
887.98 |
0.9% |
October 1, 2002 |
449.32 |
533.99 |
347.82 |
797.14 |
880.06 |
1.2% |
July 1, 2002 |
443.99 |
527.66 |
343.70 |
787.69 |
869.62 |
0.3% |
April 1, 2002 |
442.66 |
526.08 |
342.67 |
785.33 |
867.02 |
0.0% |
Fiscal year average |
(annual benefits) |
2003-04 Actuals |
5,524.95 |
6,566.16 |
4,277.01 |
9,801.96 |
10,821.60 |
2.9%a |
2003-04 Estimates |
5,490.81 |
6,525.57 |
4,250.49 |
9,741.30 |
10,754.61 |
2.3% |
2002-03 Actuals |
5,367.99 |
6,379.59 |
4,155.42 |
9,523.41 |
10,514.04 |
1.9% |
a. Annual increase between 2002-2003 actuals and
2003-2004 actuals. |
Table 11: Number of Persons Receiving Old Age
Security Benefits, by Province or Territory and by Type |
|
March 2003 |
March 2004 |
Province or Territory |
Old Age Security (OAS) Pension |
Guaranteed Income Supplement (GIS) |
Allowance |
GIS as % of OAS |
Old Age Security (OAS) Pension |
Guaranteed Income Supplement (GIS) |
Allowance |
GIS as % of OAS |
Newfoundland |
65,498 |
43,423 |
4,306 |
66.30 |
66,611 |
44,165 |
4,357 |
66.30 |
Prince Edward Island |
18,541 |
9,341 |
650 |
50.38 |
18,732 |
9,344 |
612 |
49.88 |
Nova Scotia |
127,478 |
57,547 |
4,540 |
45.14 |
129,251 |
57,996 |
4,445 |
44.87 |
New Brunswick |
100,505 |
51,495 |
4,177 |
51.24 |
101,856 |
52,143 |
4,164 |
51.19 |
Quebec |
978,600 |
467,780 |
31,773 |
47.80 |
998,167 |
478,665 |
31,132 |
47.95 |
Ontario |
1,474,146 |
412,681 |
24,319 |
27.99 |
1,504,986 |
435,392 |
25,000 |
28.93 |
Manitoba |
155,684 |
59,241 |
3,544 |
38.05 |
156,166 |
59,805 |
3,402 |
38.30 |
Saskatchewan |
145,721 |
57,590 |
3,536 |
39.52 |
145,589 |
58,078 |
3,287 |
39.89 |
Alberta |
312,666 |
109,437 |
7,335 |
35.00 |
320,319 |
115,818 |
7,334 |
36.16 |
British Columbia |
517,906 |
165,595 |
9,448 |
31.97 |
529,899 |
175,731 |
9,501 |
33.16 |
Yukon |
1,852 |
633 |
45 |
34.18 |
1,939 |
658 |
43 |
33.94 |
Northwest Territoriesa |
2,463 |
1,518 |
149 |
61.63 |
2,554 |
1,520 |
152 |
59.51 |
Internationalb |
71,819 |
9,283 |
103 |
12.93 |
74,296 |
9,036 |
82 |
12.16 |
Total |
3,972,879 |
1,445,564 |
93,925 |
36.39 |
4,050,365 |
1,498,351 |
93,511 |
36.99 |
a. Data for Nunavut are included.
b. Persons receiving Canadian Old Age Security benefits under
International Agreements on Social Security. |
Table 12: Old Age Security Payments, by Province
or Territory and by Type, Fiscal Year 2003-2004 |
Province or Territory |
Old Age Security (OAS) Pension |
Guaranteed Income Supplement (GIS) |
Allowance |
Total |
Newfoundland |
365,543,779 |
164,276,171 |
21,610,154 |
551,430,104 |
Prince Edward Island |
102,945,487 |
35,026,976 |
2,780,408 |
140,752,871 |
Nova Scotia |
710,010,440 |
204,461,627 |
18,680,764 |
933,152,831 |
New Brunswick |
559,822,477 |
187,731,943 |
19,563,803 |
767,118,223 |
Quebec |
5,418,286,233 |
1,767,191,462 |
127,079,781 |
7,312,557,476 |
Ontario |
7,981,937,089 |
1,761,348,268 |
113,380,194 |
9,856,665,551 |
Manitoba |
852,286,724 |
218,833,071 |
15,733,017 |
1,086,852,812 |
Saskatchewan |
806,639,000 |
208,387,203 |
16,529,881 |
1,031,556,084 |
Alberta |
1,709,998,517 |
443,343,843 |
33,650,364 |
2,186,992,724 |
British Columbia |
2,787,805,243 |
712,802,361 |
42,633,896 |
3,543,241,500 |
Yukon |
10,523,898 |
2,391,914 |
219,623 |
13,135,435 |
Northwest Territoriesa |
14,010,370 |
6,873,175 |
1,055,192 |
21,938,737 |
Internationalb |
94,980,606 |
79,353,241 |
709,527 |
175,043,374 |
Total c |
21,414,789,863 |
5,792,021,255 |
413,626,604 |
27,620,437,722 |
a. Data for Nunavut are included.
b. Persons receiving Canadian Old Age Security benefits under
International Agreements on Social Security.
c. This figure does not take into account the recovery tax portion of
OAS which was $718 million for 2003-2004. |
Consolidated Reporting
Asset Management
Asset Management - Moveable Goods |
Points to address |
SDC Input |
1. Has there been an assessment and/or inventory of
resources? |
Since 1997, Social Development Canada, formerly Human
Resources Development Canada (HRDC), has used the Operations and
Maintenance Transaction Module (OMTM) of our Corporate Management System
(CMS) to record and manage departmental assets throughout their life
cycle. |
2. What are the basis of the assessment and the
department's level of confidence in the outcomes? |
Reports generated from data entered into OMTM since
April 2002 are considered to meet acceptable confidence levels for
assets inventory within SDC; particularly for those assets identified as
mission critical (vehicles and information technology (IT) equipment). |
3. Have the life-cycle costs for mission critical
assets been identified? |
Since April 2002 SDC has tracked the life-cycle costs
of items valued at greater than $10,000, including vehicles and IT
equipment such as mainframe computers and network servers. |
4. Has a plan been developed for life-cycle, mission
critical assets? |
SDC has developed life-cycle costs and plans for these
assets. A new departmental Materiel Management policy was approved in
2003-2004. Associated guidelines and procedures for assets management
are presently in draft format and are expected to be finalized during
this fiscal year. |
5. What progress has been made to identify these assets
and their operational cost? |
Materiel Management has a fleet management program in
place which encompasses specific location, condition, warranty
information and other vital information including related operating
costs. In addition Materiel Management has formed a departmental
committee to review and develop a new Ground Transportation Policy and
guidelines for SDC. The goal is to identify the most cost effective and
environmentally sound mix of ground transportation options for SDC that
will meet operational requirements.
For IT assets, Financial and Administrative Services and Systems
Branches of SDC have formed a partnership to address the inventory
management component of OMTM and ensure that SDC managers are
accountable for the assets within their respective areas. |
6. Have any serious concerns or problem areas been
identified? |
As part of the continuing Materiel Management renewal
initiative within SDC, Assets Management will be a primary focus of
renewal activities in 2004-2005.
SDC Systems Branch has an Information Technology Asset Renewal (ITAR)
initiative currently in place to support the department and address the
full life cycle of all IT assets. |
7. Have risk management assessments been made on
mission critical assets and if so, has the financial impact on
operational capabilities been determined? |
The financial impact on operational capabilities has
not been determined for mission critical assets; however, Business
Resumption plans have been developed to ensure continuous support of
critical operations. |
Procurement and Contracting |
Points to address |
SDC Input |
1. Role played by procurement and contracting in
delivering programs. |
In the Financial and Administrative Services Branch, the contracting
and procurement functional authorities work collaboratively with clients
to help them meet their program requirements through the provision of
advice, guidance, coaching, training and procurement and contracting
services, enabling them to achieve their business goals, while abiding
by the legal framework of the Government of Canada.
This also involves the provision of advice, guidance and training to SDC
Materiel Management personnel, including Regional staff, who require
expert advice on the procurement process and the application of related
policies and procedures to effectively serve their clients. Continuous
learning, courses and presentations, are also offered to managers with
contracting delegation as well as their administrative staff. |
2.Overview of the contracting management processes and
strategy within the department. |
The Financial and Administrative Services Branch is a one-stop shop
corporate services organization serving both SDC and HRSDC clients. Its
aim is to have all day-to-day financial and administrative services'
activities in one location as well as provide strategic financial and
administrative management guidance and direction. Some of the objectives
of this corporate services organization include:
- Effective and efficient materiel management processes;
- Strong direction and consistency in day-to-day financial and
administrative activities;
- Increased senior management and subject matter expert oversight;
and
- Re-alignment of key resources to top departmental priorities.
|
3. Progress and new initiatives enabling effective and
efficient procurement practices. |
The Materiel Management Renewal Initiative within SDC is a
deliberate change management effort to transform the way we do business,
in order to become a client-focused and results-oriented organization.
This renewal initiative is comprised of a materiel management framework
which includes a compilation of policies, procedures, guidelines, best
practices and initiatives. In addition, Financial and Administrative
Services Branch ensures alignment to the broader government agenda for
materiel management and participates in various inter-departmental
committees and initiatives (TB Advisory Committee on Contracting,
Parliamentary Secretary on Procurement Reform, Electronic Supply Chain,
Green Procurement Policy Renewal, and Procurement Strategy for
Aboriginal Business, etc.).
Materiel Management renewal includes the following initiatives as some
of its accomplishments to date :
- Repatriation of materiel management activities to corporate
functional authority;
- A framework for a departmental Professional Development and
Continuous Learning Program for the Materiel Management
Community and clients;
- Development of a third party review process to support fair and
transparent procurement;
- Implementation of departmental procurement planning and review
to support the department in strengthening its modern management
practices and effective financial resource planning;
- Implementation of senior management and subject matter expert
oversight committees;
- Exceeding departmental targets for Aboriginal procurements on a
consistent basis;
- Strengthening partnerships with Public Works and Government
Services Canada (PWGSC) and Indian and Northern Affairs Canada
(INAC) to develop an In-Service Support Supply Arrangement and
other procurement vehicles; and
- Work with Treasury Board Secretariat on the Professional
Development Certification project.
|
Regulatory Initiatives
Income Security Programs |
Purpose of Legislative or Regulatory
Initiative |
Expected Results |
Performance Measurement Criteria |
Results Achieved |
Administrative amendments to both the Canada
Pension Plan (CPP) Regulations and Old Age Security (OAS)
Regulations are required to support certain aspects of the
Modernizing Service for Canadians inititative. |
To adopt a client-centered approach in program delivery
by improving service to clients and allowing more efficient program
administration. |
Through changes made to the CPP Regulations
and OAS Regulations, evidentiary requirements with respect to
age will be more flexible. Marital status evidentiary requirements for
purposes of the OAS Regulations will be simplified. In
addition, two CPP regulatory changes allow for electronic services. |
The Regulations were pre-published on May 8,
2004 in the Canada Gazette, Part I for a period of thirty days.
They will be considered at the next opportunity by the Treasury Board
Committee for final approval and publication in the Canada Gazette,
Part II. They will become effective on the date of their registration. |
Horizontal Initiatives
National Child Benefit
Horizontal Initiative Template |
1. Name of Horizontal Initiative:
National Child Benefit |
2. Name of Lead Department(s):
Social Development Canada |
3. Start Date of the Horizontal Initiative:
1998 |
4. End Date of the Horizontal Initiative:
Ongoing |
5. Total Federal Funding Allocation:
Statutory |
6. Description of the Horizontal Initiative:
The Government of Canada is committed to helping low-income families
with children break the cycle of poverty, ensuring that all Canadian
children get a good start in life. The NCB contributes to a larger F/P/T
strategy, the National Children's Agenda, designed to help
Canadian children.
Through the National Child Benefit (NCB), the Government of Canada is
working in partnership with provincial and territorial governments* to
provide income support, as well as benefits and services for low-income
families with children. The NCB also includes a First Nations component.
*The Government of Quebec has stated that it agrees with the basic
principles of the NCB. Quebec chose not to participate in the NCB
because it wanted to assume control over income support for children in
Quebec. Throughout this document, references to joint F/P/T positions do
not include Quebec.
|
7. Shared Outcome(s):
The NCB initiative has three objectives:
- help prevent and reduce the depth of child poverty;
- promote attachment to the labour market by ensuring that
families will always be better off as a result of working; and
- reduce overlap and duplication by harmonizing program objectives
and benefits and simplifying administration.
F/P/T Ministers Responsible for Social Services are committed to
focusing on program outcomes as the primary goal of public reporting.
Program monitoring, evaluation and reporting are essential to ensuring
government accountability for the funds invested in the NCB and to
determining whether the initiative's objectives are being achieved.
Indicators and Impacts
In the context of the NCB, indicators are statistics that show how
well Canadian families are faring. The NCB Progress Report: 2002
includes an analysis of:
- societal level indicators, which measure areas such as low
income and labour force attachment but do not assume that any
changes are necessarily caused by the NCB; and
- direct outcome indicators that measure only those changes that
are directly caused by the NCB.
For a complete discussion of these indicators, please see Chapters 6 and
7 of the NCB Progress Report: 2002 on the NCB website, at: www.nationalchildbenefit.ca.
Evaluation
The NCB Progress Report: 2002 contains early evaluation
results for all three objectives of the NCB:
- Reduction of child poverty: As a result of the NCB in 2000,
55,000 children in 22,900 families were not living in low
income, a 5.1 percent reduction in the number of low-income
families or 1 in 20.
- Increased attachment to the labour market: The NCB is making
work financially more attractive than social assistance. This
improvement was associated with a reduced dependency on social
assistance among families with children.
- Reduction of overlap and duplication: The flexibility of the NCB
allowed many jurisdictions to combine the NCB Supplement with
provincial and territorial child benefits into a single
integrated payment.
General trends show that the number of low-income families with children
in Canada continues to decline.
Government Expenditures
The annual NCB Progress Report includes information on the level of
spending by all jurisdictions. There is a data collection process to
which all participating jurisdictions contribute in order to present
comparable information by jurisdiction on NCB initiatives. The data
submitted by each jurisdiction is reviewed jointly to ensure consistency
in reporting. The NCB Progress Report: 2002, released in July
2003, contains the most recent available information on the NCB
initiative. To obtain this report or for further information, please
visit the Federal/Provincial/Territorial (F/P/T) NCB website: www.nationalchildbenefit.ca.
Federal Expenditures:
Federal spending on the Canada Child Tax Benefit (CCTB) is tracked by
the Canada Customs and Revenue Agency (CCRA), the agency responsible for
the delivery of the NCB Supplement.
In 2002-2003, the Government of Canada provided $2.5 billion through
the NCB Supplement. Since 2000, the CCTB has been fully indexed, making
sure that benefits increase with inflation.
The 2003 Budget made a significant investment in the NCB, announcing
a five-year investment plan that provides, by 2007-2008, a
$965-million-per-year increase in the NCB Supplement for low-income
families. A first increase in the NCB Supplement of $150 per child
occurred in July 2003 and further increases of $185 per child are
scheduled for July 2005 and July 2006.
Provincial/Territorial and First Nations Expenditures:
Provincial, territorial and First Nations NCB reinvestments and
investments are estimated to be $777 million in 2002-2003.
First Nations reinvestments in programs and services are estimated to
be $51.9 million for 2002-2003.
|
8. Governance Structure(s):
The NCB Governance and Accountability Framework outlines the
key characteristics of the NCB partnership: cooperation, openness,
flexibility, evolution and accountability.
The NCB is restructuring the system of income support for low-income
families with children. It is replacing child benefits delivered through
provincial/territorial social assistance systems with a national
platform of income-tested child benefits delivered as a part of the
federal CCTB.
As a co-operative effort between governments, the NCB combines the
strengths of a national program with the flexibility of provincial and
territorial initiatives designed to meet the specific needs and
circumstances within each jurisdiction.
With respect to accountability, federal, provincial and territorial
Ministers Responsible for Social Services have committed to sharing data
on reinvestment initiatives and reviewing results and outcomes achieved
in order to identify best practices. F/P/T governments have also agreed
to report annually to the public with a primary focus on performance of
the NCB.
The Federal Role:
The Government of Canada provides additional income support to
low-income families with children via the NCB Supplement component of
the CCTB. The Canada Customs and Revenue Agency delivers these benefits
to families.
The CCTB has two main components; the base benefit of the CCTB and
the NCB Supplement.
- The base benefit of the CCTB provides child benefits to all low-
and middle-income families. In 2002-2003, the Government of
Canada provided $5.3 billion through the base benefit of the
CCTB to 3.1 million families with 5.6 million children, or
approximately 80 percent of all Canadian families with children.
- The NCB Supplement provides low-income families with additional
child benefits on top of the base benefit. In 2001-2002, the
Government of Canada provided $2.4 billion through the NCB
Supplement to 1.5 million families with 2.7 million children, or
40 percent of all Canadian families with children.
Provincial and Territorial Role:
Provinces and territories invest in programs and services to help
prevent and reduce the depth of child poverty and support low-income
parents as they move into the labour market by ensuring they are better
off as a result of working.
In response to the federal provision of income benefits, most
jurisdictions have adjusted the support they provide through social
assistance or other income support programs. The funds made available
through these adjustments are reinvesting in benefits and services for
low-income families, known as NCB reinvestments. Some provinces and
territories are enhancing their NCB reinvestment initiatives with
additional investments using their own revenues. The flexibility of the
NCB initiative allows provinces and territories to create or enhance
programs that most appropriately meet the needs and priorities of their
local communities.
Provincial and territorial governments, along with First Nations,
have committed to re-allocating available social assistance funds into
benefits and services for children in low-income families that further
the goals of the NCB. Jurisdictions have focused their reinvestments
primarily in five key areas:
- child benefits and earned income supplements;
- child/day care;
- early childhood services and children-at-risk services;
- supplementary health benefits; and
- other benefits and services.
First Nations Role:
The Government of Canada is responsible for ensuring programs for
First Nations children on reserve are comparable to those available to
other Canadian children.
Under the NCB, First Nations also have the flexibility to reinvest
savings from adjustments to social assistance budgets into programs and
services for low-income families with children. Some 600 First Nations
participate in the NCB and each operates its own programs, tailored to
meet the needs and priorities of individual communities.
|
9. Federal Partners Involved in each Program |
10. Names of Programs |
11. Total Allocation |
12. Planned Spending for 2003—2004
Estimates for 2002-2003 |
13. Actual Spending in 2003—2004 |
14. Planned Results for 2003—2004 |
15. Achieved Results in 2003—2004 |
Social Development Canada |
NCB Supplement |
|
$2.5 billion |
|
|
|
Newfoundland and Labrador |
|
|
$19.2 million |
|
|
|
Prince Edward Island |
|
|
$2.8 million |
|
|
|
Nova Scotia |
|
|
$31.0 million |
|
|
|
New Brunswick |
|
|
$8.7 million |
|
|
|
Ontario |
|
|
$257.4 million |
|
|
|
Manitoba |
|
|
$37.5 million |
|
|
|
Saskatchewan |
|
|
$41.4 million |
|
|
|
Alberta |
|
|
$42.5 million |
|
|
|
British Columbia |
|
|
$277.4 million |
|
|
|
Yukon |
|
|
$0.6 million |
|
|
|
Northwest Territories |
|
|
$2.2 million |
|
|
|
Nunavut |
|
|
$2.6 million |
|
|
|
First Nations |
|
|
$51.9 million |
|
|
|
Citizenship and Immigration Canada |
|
|
$1.9 million |
|
|
|
|
|
Total |
$3.277 billion |
|
|
|
16. Comments on Variances: F/P/T information not yet
available for 2003-2004 |
17. Results Achieved by Non-federal Partners: |
18.Contact Information:
Lenore Duff
953-9182 |
19. Approved by:
Sonia L'Heureux,
Director General
Strategic Policy Directorate
Social Development Canada |
20. Date Approved
August 18, 2004 |
Federal/Provincial/Territorial Early Childhood Development Agreement
Horizontal Initiative Template |
1. Name of Horizontal Initiative:
Federal/Provincial/Territorial Early Childhood Development Agreement |
2. Name of Lead Department(s):
Federal Departments:
- Social Development Canada
- Health Canada
Provincial and Territorial Governments |
3. Start Date of the Horizontal Initiative:
September 2000 |
4. End Date of the Horizontal Initiative:
On-going |
5. Total Federal Funding Allocation:
$500 million/year |
6. Description of the Horizontal Initiative:
In September 2000, Canada's First Ministers54
reached an agreement on early childhood development.
The overall goal of the initiative is to improve and expand early
childhood development supports for young children (prenatal to age 6)
and their parents. The specific objectives are:
- To promote early childhood development so that, to their fullest
potential, children will be physically and emotionally healthy,
safe and secure, ready to learn and socially engaged and
responsible; and
- To help children reach their potential and to help families
support their children within strong communities.
In the ECD communiqué, First Ministers committed their governments to
three public reporting requirements:
- Within one year of the commitment, each government was to have
released a first report on ECD programs and expenditures for
2000/2001 fiscal year, providing a baseline against which new
investments can be tracked.
- In fall 2002, governments began annual reporting using
comparable program indicators to track progress in improving and
expanding early childhood development programs and services.
- In fall 2002, governments began regular reporting on children's
well-being, using a common set of outcome indicators.
Information about the initiative, including the text of the First
Ministers' communiqué on ECD, is available on the Social Union website
at: www.socialunion.ca.
This initiative follows the guidelines outlined in the Social Union
Framework Agreement for collaborative initiatives between the Government
of Canada and provincial/territorial governments and serves as a model
for this type of initiative. |
7. Shared Outcome(s):
The objectives of the initiative, as outlined in the ECD communiqué
are:
- To promote early childhood development so that, to their fullest
potential, children will be physically and emotionally healthy,
safe and secure, ready to learn and socially engaged and
responsible; and
- To help children reach their potential and to help families
support their children within strong communities.
|
8. Governance Structure(s):
In the ECD Agreement, First Ministers recognized that provinces and
territories have the primary responsibility for early childhood
development programs and services.
Federal/Provincial/Territorial (F/P/T) Ministers Responsible for
Social Services and Ministers of Health are responsible for
implementation of the agreement. Implementation has been tasked to an
ECD Working Group comprised of officials from all jurisdictions
(including Quebec, who participates as an observer). This Working Group
includes representation from both the Health and Social Services
sectors, and reports to Deputy Ministers Responsible for Social Services
and Deputy Ministers of Health (represented by Health Canada and the
lead province on early childhood development). The Working Group is
jointly chaired by Social Development Canada and Saskatchewan.
- Healthy Pregnancy, Birth and Infancy
- Parenting and Family Supports
- Early Childhood Development, Learning and Care
- Community Supports.
All participating federal/provincial/territorial governments have
committed to three reporting requirements:
- Each government released a first report on ECD programs and
expenditures for 2000/2001 fiscal year, providing a baseline
against which new investments can be tracked.
- In fall 2002, governments began annual reporting using a shared
framework with comparable program indicators to track progress
in improving and expanding early childhood development programs
and services within the four areas for action.
- In fall 2002, governments began regular reporting on children's
well-being, using a common set of outcome indicators.
Within the Government of Canada, responsibility for implementation of
the commitments outlined in the ECD Agreement is shared jointly between
Social Development Canada and Health Canada. |
9. Federal Partners Involved in Each Program |
10. Names of Programs |
11. Total Allocation |
12. Planned Spending for 2003–2004 |
13. Actual Spending 2003–2004 |
14. Planned Results for in 2003–2004 |
15. Achieved Results in 2003–2004 |
1.N/A |
(a) N/A |
In 2003-2004 the Government of Canada
transferred $500 million via the Canada Health and Social Transfer, to
provinces and territories for investment in programs and services
related to early childhood development.
All governments agreed that ECD investments should be incremental,
predictable and sustainable over the long-term. All governments
committed to make incremental investments in early childhood
development. |
The Canada Health and Social Transfer was a
block transfer to provinces and territories, which did not require them
to report to the Government of Canada on the results achieved.
The Early Childhood Development Agreement commits participating
governments to report annually to their citizens on progress made in
improving and expanding early childhood development programs and
services within the four key areas for action.
Information on the results achieved for each program and service may be
available in provincial/territorial reports, which are available on
their respective websites. |
|
|
Total:
$500 million |
|
16. Comments on Variances:
N/A |
17. Results Achieved by Non-federal Partners:
Information on the results achieved for each program and service may be
available in provincial/territorial reports, which are available on
their respective websites. |
18. Contact Information:
Glennie Graham, Director,
Social Investment Policy,
Strategic Policy 997-7102 |
19. Approved by:
Sonia L'Heureux,
Director General,
Strategic Policy Directorate
997-6834 |
20. Date Approved:
August 6, 2004 |
Federal/Provincial/Territorial Multilateral Framework on Early Learning and
Child Care
Horizontal Initiative Template |
1. Name of Horizontal Initiative:
Federal/Provincial/Territorial Multilateral Framework on Early
Learning and Child Care |
2. Name of Lead Department(s):
Federal Departments:
- Social Development Canada
Provincial and Territorial Governments |
3. Start Date of the Horizontal Initiative:
March 2003 |
4. End Date of the Horizontal Initiative:
March 2008 |
5. Total Federal Funding Allocation:
$1.05 billion over 5 years |
6. Description of the Horizontal Initiative:
On March 13, 2003, Federal/ Provincial/Territorial Ministers
Responsible for Social Services, reached agreement on a framework for
improving access to affordable, quality, provincially and territorially
regulated early learning and child care programs and services. Under the
Multilateral Framework, the Government of Canada is providing $1.05
billion over five years through the CST to support provincial and
territorial government investments in early learning and child care.
This initiative complements the September 2000 ECD Agreement.
The objective of this initiative is to further promote early
childhood development and support the participation of parents in
employment or training by improving access to affordable, quality early
learning and child care programs and services.
Early learning and child care programs and services funded through
this initiative will primarily provide direct care and early learning
for children in settings such as child care centres, family child care
homes, preschools, and nursery schools. Investments can include capital
and operating funding, fee subsidies, wage enhancements, training,
professional development and support, quality assurance, and parent
information and referral. Programs and services that are part of the
formal school system are not included in this initiative
Governments also committed to transparent public reporting that will
give Canadians a clear idea of the progress being made in improving
access to affordable, quality early learning and child care programs and
services, beginning with a baseline report in November 2003.
Information about the initiative, including the text of the
Multilateral Framework on Early Learning and Child Care, is available on
the Social Union website at: www.socialunion.ca
This initiative follows the guidelines outlined in the Social Union
Framework Agreement for collaborative initiatives between the Government
of Canada and provincial/territorial governments.
|
7. Shared Outcome(s):
The objectives of the initiative, as outlined in the Multilateral
Framework on Early Learning and Child Care are:
- To promote early childhood development; and
- To support the participation of parents in employment or
training by improving access to affordable, quality early
learning and child care programs and services.
|
8. Governance Structure(s):
The Multilateral Framework for Early Learning and Child Care
recognizes that provinces and territories have the primary
responsibility for early learning and child care programs and services.
Implementation of the commitments outlined in the Multilateral
Framework has been tasked to an ECD Working Group comprised of officials
from all jurisdictions (including Quebec, who participates as an
observer). This Working Group reports to Deputy Ministers Responsible
for Social Services, and is jointly chaired by Social Development Canada
and Saskatchewan.
Provincial/territorial governments have agreed to invest the funding
provided in regulated early learning and child care programs for
children under the age of six. Early learning and child care programs
and services funded through this initiative will primarily provide
direct care and early learning for children in settings such as child
care centres, family child care homes, preschools, and nursery schools.
Investments can include capital and operating funding, fee subsidies,
wage enhancements, training, professional development and support,
quality assurance, and parent information and referral. Programs and
services that are part of the formal school system are not included in
this initiative.
Governments also committed to transparent public reporting that will
give Canadians a clear idea of the progress being made in improving
access to affordable, quality early learning and child care programs and
services, beginning with a baseline report in November 2003 and annual
reporting in November 2004.
Within the Government of Canada, Social Development Canada has
responsibility for implementation of the commitments outlined in the
Multilateral Framework on Early Learning and Child Care.
|
9. Federal Partners Involved in Each Program |
10. Names of Programs |
11. Total Allocation |
12. Planned Spending for 2003-2004 |
13. Actual Spending in 2003-2004 |
14. Planned Results for 2003-2004 |
15. Achieved Results in 2003-2004 |
1.N/A |
(a) N/A |
In 2003-2004 the Government of Canada
transferred $25 million via the Canada Health and Social Transfer to
provinces and territories for investment in programs and services
related to early learning and child care.
All governments agreed that investments in early learning and child
care should be incremental, predictable and sustainable over the
long-term. All governments committed to make incremental investments in
regulated early learning and child care.
|
The Canada Health and Social Transfer was a
block transfer to provinces and territories, which did not require them
to report to the Government of Canada on the results achieved.
The Multilateral Framework on Early Learning and Child Care commits
participating governments to report annually, beginning with a baseline
in November 2003, to their citizens on progress in improving and
expanding early learning and child care programs and services.
Information on the results achieved for each program and service may
be available in provincial/territorial reports, which are available on
their respective websites.
|
|
|
Total:
$25 million |
|
16. Comments on Variances:
N/A |
17. Results Achieved by Non-federal
Partners:
Information on the results achieved for each program and service may be
available in provincial/territorial reports, which are available on
their respective websites. |
18. Contact Information:
Glennie Graham, Director,
Social Investment Policy,
Strategic Policy
997-7102 |
19. Approved by:
Sonia L'Heureux
Director General,
Strategic Policy Directorate
997-6834 |
20. Date Approved:
August 6, 2004 |
Voluntary Sector Initiative
Horizontal Initiative
Template |
1. Name of Horizontal
Initiative: Voluntary Sector Initiative |
2. Name of Lead Department(s):
SDC |
3. Start Date of the
Horizontal Initiative: June 2000 |
4. End Date of the Horizontal
Initiative: March 2005 |
5. Total Federal Funding
Allocation: $94.5 million / 5 years |
6. Description of the
Horizontal Initiative:
In June 2000, the Government of Canada announced the Voluntary Sector
Initiative (VSI), a joint endeavour designed to better serve the needs
of Canadians by strengthening the capacity of the voluntary sector and
enhancing its relationship with the Government of Canada. Unique in its
"jointness," the VSI invited more than 125 representatives of
both sectors to sit at joint tables that focused on key areas, such as
strengthening the relationship between the two sectors, enhancing the
capacity of the voluntary sector, and improving the regulatory
environment in which the sector operates.
From the outset, a major focus of the VSI was the development of a
joint accord, or framework agreement that would provide visible and
concrete recognition of the importance of the relationship between the
two sectors. On December 5, 2001, an accord between the Government of
Canada and the Voluntary Sector (the Accord) was signed. The Speech from
the Throne on September 30, 2002, committed the Government of Canada to
implementing the Accord across the federal government, and in
collaboration with the voluntary sector; this commitment was later
reaffirmed in the 2004 Speech from the Throne and in Budget 2004.
Sector responsibility for the VSI rests with the Voluntary Sector
Forum (VSF). In 2003-2004, the Department of Canadian Heritage managed
two Contribution Agreements relating to the Forum's VSI activities. One
supported all of the Forum's VSI-related follow-up and sector
capacity-building work, and the other supported activities aimed at
putting the Accord and Codes into practice. Progress on this front was
reported in the 1st Report to Canadians on Implementing an Accord
Between the Government of Canada and the Voluntary Sector, by the
VSI Joint Steering Committee, which was released on December 5, 2003.
On December 12, 2003, responsibility for the VSI was transferred from
the Department of Canadian Heritage to Social Development Canada. Along
with the transfer, SDC assumed responsibility for government-wide
monitoring and reporting on the implementation of the Accord in the form
of a joint government-voluntary sector report. The 2nd
Report to Canadians on Implementing an Accord Between the Government of
Canada and the Voluntary Sector, by the VSI Joint Steering
Committee, will be released on December 5, 2004. This report highlights
the major accomplishments across the federal government (58 departments
and agencies) and the voluntary sector.
Further information is available on the Voluntary Sector Initiative
website at www.vsi-isbc.ca.
|
7. Shared Outcome(s):
The VSI produces concrete results for the voluntary sector,
including:
|
- A stronger voice to express common needs and engage in policy
dialogue, through:
- Implementation of the Accord and Codes of Good Practice
on Policy Dialogue;
- Collaboration with voluntary sector organizations on
departmental policy development, involving 67 different
sector organizations and 17 government departments,
funded through the Sectoral Involvement in Departmental
Policy Development (SIDPD) project; and
- Hands-on experience and learning through the Policy
Internships and Academic Fellowships (PIAF) Program.
- Streamlined government rules and regulations, through:
- Implementation of the Accord and Code of Good Practice
on Funding;
- 2nd VSI Joint Steering Committee Report (December 2004);
- Inclusion in the SDC Departmental Performance Report,
2003-2004; and
- Examining models for dispute resolution.
- Increased access to new technologies, training and research,
through:
- Statistics Canada satellite account that will gather
economic data on the sector; and
- Dissemination of findings from the National Survey of
Non-profit and Voluntary Organizations (NSNVO).
- More flexible funding arrangements, through:
- Implementation of the Accord and Code of Good Practice
on Funding; and
- Research projects and surveys to increase funders'
understanding of the realities of the sector.
|
8. Governance Structure(s):
As Minister Responsible for the Voluntary Sector, the Minister of
Social Development Canada works to ensure that the government's
commitments under the Accord and Codes of Good Practicebetween
the Government of Canada and the Voluntary Sector are fulfilled.
The Joint Steering Committee (JSC) embodies the mutual commitment of
the government and the voluntary sector to a collaborative approach and
increased cooperation through the second phase of the VSI. The JSC,
which consists of seven members from government and seven from the
voluntary sector, provides coordination and oversight for the VSI work,
ensures implementation and monitoring of the Accord and Codes and is
also a forum for identifying and examining issues arising in this joint
work.
A Steering Committee of Senior Managersprovides strategic direction
to the government representatives of the JSC. Membership in this
Steering Committee mirrors that of the JSC.
The Voluntary Sector Forumis the leadership body for the voluntary
sector. The 22 Forum members are a diverse group of individuals involved
in the voluntary sector from across Canada and from a variety of sector
organizations. The Forum coordinates the sector's response on key
issues, oversees continuing VSI work, including Accord implementation,
and strategically builds and engages the sector.
At the request of the Clerk of the Privy Council, federal departments
and agencies have named senior officials to champion Accord and Codes
implementation.
|
9. Federal Partners Involved in Each
Program |
10. Names of Programs |
11. Total Allocation |
12. Planned Spending for 2003- 2004 |
13. Actual Spending in 2003- 2004 |
14. Planned Results for 2003-2004 |
15. Achieved Results in 2003-2004 |
1. Canadian Council on Social Development |
Sources and Mechanisms of Funding and
their impact on sustainability of Voluntary Organizations in Canada
Jan 8, 2002-April 30, 2003 |
$147,850 |
$16,885 |
$16,885 |
Exploring the links between the sources
and mechanisms of funding that contribute to and/or hinder the financial
capacity of VSOs. |
Research, analysis, consultations, public
education, interviews with VSOs and experts in the field. |
2. Canadian Centre for Philanthropy |
National Survey of Non-Profit and
Voluntary Sector Organizations in Canada (NSNVO)
Jan. 2, 2002 - Mar 31, 2006 |
$4,927,551 |
$723,313 |
$723,313 |
This unique national survey will provide a
comprehensive profile of the Canadian VS and baseline information
(number of voluntary organizations in Canada, funding sources,
geographic scope, dynamic of the organizations, etc). |
The NSNVO will also provide information to
allow Canada to participate in international studies of voluntary
organizations. |
|
Johns Hopkins Comparative Non-Profit
Sector Project (CNP)
June 1, 2002 - Sept 30, 2004 |
$288,687 |
$173,950 |
$173,950 |
The research will provide an understanding
of the size, scope and contributions of the VS. |
Enabling researchers to compare the VS in
Canada with the VS of other countries. |
|
2000 National Survey of Giving,
Volunteering and Participating (NSGVP) Analysis and Dissemination
Sept 1. 2002-June 30, 2003. |
$623,990 |
$321,599 |
$321,599 |
The overall goal of the project has been
to support a voluntary sector organization in the further analysis and
dissemination of the 2000 NSGVP. |
Information and dissemination of products
that provide voluntary sector organizations with a broad knowledge about
charitable giving and volunteering that better informs their
fundraising, volunteer recruitment and management efforts. |
3. United Way (UW) |
A Community-Based Strategy for the
Assessment and Recognition of Skills and Foreign Credentials of the
Immigrant Population
Aug. 5, 2002-March 31, 2004 |
$260,909 |
$179,907 |
$179,907 |
The project is a collaboration between UW,
World Skills, the City of Ottawa and other business and VS stakeholders. |
Research, analysis, consultations, public
education, interviews with VSOs and experts in the field. Ottawa is
being used as a pilot site to test the strategy and policies for wider
application across Canada. |
4. Canadian Association for Community
Living |
Connecting People to Policy: A National
Initiative to Build the Capacity of the Disability Community to
Participate in and Contribute to the Policy Process
Sep 2002-March 2004 |
$404,100 |
$163,600 |
$163,600 |
Develop an information and knowledge
network that enables policy engagement between the disability community
and FPT governments. |
The disability voluntary sector community
and FPT governments are working together developing policies, programs
and best practices for disability supports. |
5. Caledon Institute for Social Policy |
Reducing Poverty through Multisectoral
Collaboration
Aug 2002-Mar 2004 |
$215,500 |
$115,000 |
$115,000 |
Through policy research and multisectoral
collaboration this project is to enhance the capacity of the
public/private sectors and voluntary sector to work together and to
develop a community-based strategy for poverty reduction. |
|
6. John Howard Society of New Brunswick |
Multi Lateral Laboratory of New Brunswick
Apr 2001-Sep 2003 |
$371,000 |
$42,942 |
$42,942 |
Through a series of regional forums, the
project tests how the NB voluntary sector can work with government
officials and private sector representatives in improving family and
children policies. |
Learning and best practices will be shared
across Canada. |
7. Volunteer Centre of Winnipeg |
Building Voluntary Sector Capacity: A
Multi-Sectoral Approach
July 2001-June 2003 |
$281,000 |
$31,000 |
$31,000 |
The project was a coalition between
Winnipeg's voluntary sector organizations, the Province of Manitoba,
members of the Manitoba Federal Council and the private sector. |
The partnership focused on policies,
programs and other potential innovations to develop community capacity
work plans and citizen engagement tools that impact on community
well-being. |
8. Carleton University |
Policy Internships and Fellowships
May 1, 2002 - Oct 31, 2003 |
$409,470 |
$182,930 |
$132,513 |
This project is developing a resource pool
of individuals with practical policy experience and expertise within
both government and the voluntary sector; facilitating mutual learning,
developing expertise and position interchanges at the policy and
management levels of both sectors; and increasing capacity in research
on policy issues facing the voluntary sector. |
|
9. Coalition of National Voluntary
Organizations |
National Learning Initiative for the
Voluntary Sector
Apr 1, 2002 - Mar 31, 2003 |
$333,359 |
$66,646 |
$66,646 |
The objectives of the project were to
develop a national framework to identify the common core competencies
required by voluntary sector leaders. It dealt with present and future
human resource learning and training needs in the sector. |
This project is a collaboration between
voluntary sector employers, practitioners and learning institutions. |
10. Community Foundations of Canada |
A Plan for the Development of Human
Resources Support Services for the Voluntary Sector (HRSS)
May 1, 2002 - April 31, 2004 |
$750,000 |
$254,518 |
$254,518 |
The purpose of this project was to
strengthen the skills sets of Canadians working in the voluntary sector
by including strategic leadership support, tools and services and
organizational support to the HRSS plan. |
|
|
|
Total $9,012,916 |
Total $2,272,290 |
Total $2,221,873 |
|
|
16. Comments on Variances: |
17. Results Achieved by
Non-federal Partners: |
18. Contact Information: |
19. Approved by: |
20. Date Approved: |
Marie Gauthier Director, Voluntary Sector
Affairs |
Allen Zeesman Director
General, Social Development Directorate |
|
September 2, 2004 |
|
Evaluations and Audits
Social Development Canada (SDC) is committed to ensuring that it gets the
best possible results from its programs, policies and services, and that it does
so in an effective and efficient manner. The department can assess this through
evaluations and audits.
Evaluations examine all elements of a program, ranging from the procedures
and policies that are used to design and deliver the program, to measuring the
achieved results or impacts (both intended and unintended) of the program.
Evaluations provide credible and objective evidence of how well programs and
policies are working, and how they might be improved.
Audits, on the other hand, provide management with objective assessments and
assurance on key aspects of management practices, control systems and
information used for decision-making and financial reporting. Audits also guide
management in determining where the organization is most exposed to risk, and
what remedial actions are available and appropriate.
While evaluation and audit functions are distinct, both contribute to
ensuring that the department has timely, strategically-focused, objective and
evidence-based information on its management practices and on the performance of
its policies, programs, and services to produce better results for Canadians.
Fiscal year 2003-2004 represented a year of significant change and
transformation for both the Evaluation and the Internal Audit directorates. They
first underwent reorganization within the former HRDC and then amalgamation
within SDC.
During the year, evaluation efforts were focused, for the most part, on
labour market programs, which now reside with Human Resources and Skills
Development Canada (HRSDC). Priority was given to evaluations of grants and
contributions programs requiring the renewal of their terms and conditions, as
well as programs pursuant to the federal-provincial Labour Market Development
Agreements. Significant evaluation activity, however, was also initiated for
programs that now reside within Social Development Canada, and much of this
evaluation work was in progress during 2003-2004. These included, among others,
evaluations of the National Child Benefit Strategy, the Labour Market Agreements
for Persons with Disabilities, and the Guaranteed Income Supplement and Spousal
Allowance.
The Internal Audit function also experienced a very different type of year
than normal in 2003-2004. The significant and ongoing departmental changes, both
in terms of accountability structures and program/process design and operations,
created a situation that made traditional assurance auditing difficult and even
questionable with respect to adding value. Therefore, Internal Audit focused its
resources throughout much of the year on advisory risk management activities —
working with program management to identify potential risks to new program
initiatives and direction and ensuring that appropriate mitigation strategies
were in place.
Similar to the Evaluation Directorate, the Internal Audit Directorate
(formerly IARMS within HRDC) experienced a great deal of internal change —
reporting relationships were altered during the year, new technology was
introduced, modern methodologies were implemented and quality review processes
were applied with greater and more time-consuming discipline. These factors had
an impact on both the type of work that was carried out and the volume of
projects that were undertaken in 2003-2004. The work carried out, however, has
established a strong foundation for the conduct of assurance audits in future
years.
SDC publishes and makes its evaluations and audits available to Canadians.
The following chart includes evaluation studies, audits and reviews published or
in progress during 2003-2004, and it is organized by departmental strategic
outcomes. Executive summaries, observations, recommendations and management
action plans are published on SDC Internet sites.
Evaluations and Audits |
To provide Canadians with : |
As demonstrated by the findings of
the following : |
A Canada where the quality of life
and inclusion for seniors is enhanced and poverty alleviated through
sustainable public pensions, benefits and supports |
- Summative Evaluation of the Guaranteed Income Supplement and
Spousal Allowance (in progress)
- Consolidated Statement of Administrative Costs Charged to the
Canada Pension Plan by HRDC, March 31, 2003 (in progress)
|
A Canada where the social and
economic participation of Persons with Disabilities is enhanced |
- Promising Practices in Employability Assistance for People with
Disabilities (EAPD) Funded Programs and Services (published)
- Audit of Canada Pension Plan Disability (in progress)
|
A Canada where vibrant and
inclusive communities meet the social development needs of Canadians |
- Evaluation of the Social Development Partnerships Program (published)
- Audit of Social Development Partnerships Program (in
progress)
|
A Canada where the capacities of
individuals, children, families, and communities are strengthened in
order to promote social inclusion, participation, and well-being |
- Summative Evaluation of the National Child Benefit (in
progress)(undertaken jointly by
federal/provincial/territorial governments)
- Summative Evaluation of Child Care Visions (in progress)
|
A Canada where service delivery is
focused on citizen needs |
- Audit of National Software Distribution / Release Management (in
progress)
- Comprehensive Audit of Information Technology Security (in
progress)
- 2003 Annual Systems Under Development (SUD) Audit Report for
Canada Student Loans and Grants System (CSLGS) and Income
Security Programs Information Technology Renewal (ISP-ITR) (in
progress)
|
Effective corporate services |
- Review of the HRDC Financial Statements — March 31, 2003 (in
progress)
- Audit of Management of Personal Information (in progress)
- Audit of Priority Payments (in progess)
|
The following chart depicts the division of responsibilities of the former
Human Resources Development Canada between the two new departments, Social
Development Canada, and Human Resources and Skills Development Canada.
Human Resources
Development Canada |
Social Development Canada |
Human Resources and Skills
Development Canada |
- Old Age Security Program
- Canada Pension Plan
- Modernizing Service for Canadians
- Internet and Telephone Services
- Social Insurance Number Registry
- Opportunities Fund
- office for Disabilities Issues
- Voluntary Sector Initiative
- Social Development Partnerships
- *Voluntary Sector Initiative
|
- Employment Insurance Benefits
- Human Resource Centres of Canada
- In-Person Service
- Foreign Workers
- Labour Exchange
- Labour Market Information
- Employment Benefits and Support Measures
- Labour Market Development Agreements
- Aboriginal Human Resources Development
- Aboriginal Skills and Employment Partnerships
- Youth Employment Strategy
- Labour Market Adjustments and Official Language Minority
Communities
- Human Resources Partnerships
- Student Financial Assistance
- Canada Education Savings Grant
- National Literacy Secretariat
- Office of Learning Technologies
- Labour
- Homelessness
- International Academic Mobility
- Learning Initiatives Program
|
*On December 12, 2003, the
Minister of Social Development was mandated responsibility for the
Voluntary Sector Initiative, a responsibility transferred from the
Minister of Canadian Heritage.
In addition to the responsibilities listed above, Social Development
Canada has been assigned responsibility for the provision of shared
corporate services to both departments, including human resources,
financial and administrative services, legal services and corporate
systems; while HRSDC's in-person service delivery network provides
services to both departments.
|
Departmental Overview
Social Development Canada: http://www.sdc.gc.ca/en/home.shtml.
Canada Pension Plan: http://www.sdc.gc.ca/en/gateways/topics/cpr-gxr.shtml
Old Age Security Program: http://www.sdc.gc.ca/en/gateways/topics/ozs-gxr.shtml
National Child Benefit: http://www.nationalchildbenefit.ca/home_e.html
Persons with Disabilities: http://www.sdc.gc.ca/en/gateways/individuals/audiences/pd.shtml
Human Resources and Skills Development Canada: http://www.hrsdc.gc.ca/en/home.shtml
Our Offices: http://www.sdc.gc.ca/en/gateways/where_you_live/menu.shtml
2003-2004 Report on Plans and Priorities: http://www.tbs-sct.gc.ca/est-pre/20032004/HRDC-DRHC/HRDC-DRHCr34_e.asp
Parliamentary Committee References
Listening to Canadians: A first View of the Future of the Canada Pension Plan
Disability Program: http://www.parl.gc.ca/InfoComDoc/37/2/HUMA/Studies/Reports/humarp05-e.htm
Government of Canada Response to "Listening to Canadians: A First View
of the Future of the Canada Pension Plan Disability Program": http://www.sdc.gc.ca/en/isp/pub/cpp/disability/5threport/5thpg1.shtml
The Guaranteed Income Supplement: The Duty to Reach All: http://www.parl.gc.ca/InfoComDoc/37/1/HUMA/Studies/Reports/HUMARP6-E.HTM
Government of Canada Response to the Sixth Report of the Standing Committee
on Human Resources Development and the Status of Persons with Disabilities: http://www.sdc.gc.ca/en/isp/pub/oas/6threport/6thtoc.shtml
Raising Adult Literacy Skills: The Need for a Pan-Canadian Response: http://www.parl.gc.ca/committee/CommitteePublication.aspx?SourceId=37565
Government of Canada Response to the Report of the Standing Committee on
Human Resources Development and Status of Persons with Disabilities — Raising
Adult Literacy Skills: the Need for a Pan-Canadian Response: http://www.sdc.gc.ca/en/cs/comm/reports/literacy/index.shtml
Taking the Necessary Measures to Enhance the Integrity of the Social
Insurance Number: A Review of the Action Plan: http://www.parl.gc.ca/InfoComDoc/37/2/HUMA/Studies/Reports/humarp02-e.htm
Progress Report on the Implementation of the Social Insurance Number (SIN)
Action Plan: http://www.hrsdc.gc.ca/en/cs/comm/reports/sin/index.shtml
Building a Brighter Future for Urban Aboriginal Children Report of the
Standing Committee on Human Resources Development and the Status of Persons with
Disabilities: http://www.parl.gc.ca/committee/CommitteePublication.aspx?SourceId=37563
Response of the Government of Canada to the Fourth Report of the Standing
Committee on Human Resources Development and the Status of Persons with
Disabilities: Building a Brighter Future for Urban Aboriginal Children: http://www.pco-bcp.gc.ca/interloc/default.asp?Language=E&Page=Strategy&Sub=Response
Strategic Outcome 1
Canada's Public Pensions and Retirement: http://www.sdc.gc.ca/en/gateways/individuals/cluster/category/ppr.shtml
CPP Disability beneficiaries newsletter "Staying in Touch": http://www.sdc.gc.ca/en/isp/cpp/stayindex.shtml
Canadian Retirement Income Calculator: http://www.sdc.gc.ca/en/isp/common/cricinfo.shtml
Statement of Contributions On-line Request: http://www.sdc.gc.ca/en/isp/cpp/soc/proceed.shtml
Strategic Outcome 2
CPP Disability Benefits: http://www.sdc.gc.ca/en/gateways/topics/cdp-gxr.shtml
Office for Disability Issues: http://www.sdc.gc.ca/en/gateways/nav/top_nav/program/odi.shtml
Persons with Disabilities: http://www.sdc.gc.ca/en/gateways/individuals/audiences/pd.shtml
EAPD National Report: http://socialunion.gc.ca/pwd/EAPD2002/index_e.htm
Advancing the Inclusion of Persons with Disabilities: http://www.sdc.gc.ca/en/gateways/nav/top_nav/program/odi.shtml
Strategic Outcome 3
Codes of Good Practice: http://www.vsi-isbc.ca/eng/relationship/order_tools.cfm
Strategic Outcome 4
Fifth National Child Benefit Progress Report: http://www.nationalchildbenefit.ca/home_e.html
Government of Canada report "Early Childhood Development Activities and
Expenditures Government of Canada Report 2002-2003: http://www.socialunion.ca/ecd_e.html
Government of Canada report "Early Learning and Child Care Activities
and Expenditures: Baseline Report 2002-2003": http://socialunion.gc.ca/ecd/2003/report1_e/toce.html
CPP Retirement Pension on-line application and other CPP-related services: http://www.sdc.gc.ca/en/gateways/nav/left_nav/es.shtml
Statement of Contributions On-line Request: http://www.sdc.gc.ca/en/isp/cpp/soc/proceed.shtml
Canadian Retirement Income Calculator: http://www.sdc.gc.ca/asp/gateway.asp?hr=en/isp/common/cricinfo.shtml&hs=cpr
Government-Wide Initiatives
Modern Comptrollership: http://www.sdc.gc.ca/en/cs/fas/fs/mm/menu/mc_home.shtml
SDC's Sustainable Development Strategy: http://www.sdc.gc.ca/en/cs/fas/as/sds/sdd.shtml
Supplementary Information
Canada Pension Plan
2003-2004 CPP Financial Statements: http://www.pwgsc.gc.ca/recgen/text/pub-acc-e.html
Horizontal Initiatives
National Child Benefit: http://www.nationalchildbenefit.ca/home_e.html
Federal/Provincial/Territorial Early Childhood Development Agreement: http://www.socialunion.ca/menu_e.html
Federal/Provincial/Territorial Multilateral Framework on Early Learning and
Child Care: http://www.socialunion.ca/menu_e.html
Voluntary Sector Initiative: http://www.vsi-isbc.ca/eng/index.cfm
Evaluations and Audits
Recent Evaluations and Special Studies: http://www11.hrdc-drhc.gc.ca
Recent Audits: http://www.sdc.gc.ca/en/cs/fas/iarms/toc.shtml
- 1 For more information, see http://www.sdc.gc.ca/en/home.shtml.
- 2 For more information, see http://www.sdc.gc.ca/en/gateways/topics/cpr-gxr.shtml.
- 3 For more information, see http://www.sdc.gc.ca/en/gateways/topics/ozs-gxr.shtml.
- 4 For more information, see http://www.nationalchildbenefit.ca/home_e.html.
- 5 For more information, see http://www.sdc.gc.ca/en/gateways/individuals/audiences/pd.shtml.
- 6 The Canada Pension Plan, as
a Specified Purpose Account, is described in detail in a separate
section later in this report.
- 7 For more information, see
http://www.hrsdc.gc.ca/en/home.shtml.
- 8 For more information, see http://www.sdc.gc.ca/en/gateways/where_you_live/menu.shtml.
- 9 "2001 Census: Median
age reaches all-time high" p. 1-2. Infomat. A weekly review.
Statistics Canada, No. 11-002-XIE, July 19, 2002.
- 10 Early Childhood Care and
Education in Canada, Provinces and Territories, 2001. Research and
Resource Unit, University of Toronto.
- 11 International Adult
Literacy Survey, 1994-95, Statistics Canada and OECD.
- 12 Organization for Economic
Co-operation and Development, Education at a Glance, 2001.
- 13 Department of Finance
Canada, The Budget Plan 2003, pp. 36, 60.
- 14 For more information, see
http://www.tbs-sct.gc.ca/est-pre/20032004/HRDC-DRHC/HRDC-DRHCr34_e.asp.
- 15Although none of the
regions met the objective of 95%, eight of ten regions have shown
improvement compared to the same period last year. The national result
has increased considerably compared to the previous year (79.0% vs.
71.5%). This improvement is the result of a number of initiatives taken
to improve service levels at Insurance call centres, including promotion
of self-service options, service enhancements to automated information
and reporting services and improvements to the telephony infrastructure.
SDC continues to work towards the objective of 95%.
- 16 Service provided on
behalf of HRSDC to Employment Insurance clients.
- 17 Services are administered
by the department's shared corporate services for both SDC and HRSDC.
- 18 Services are administered
by the department's shared corporate services for both SDC and HRSDC.
- 19 This note applies to
Visible Minority, Aboriginal, People with Disabilities and Women
representations: targets were established as per 1996 National Workforce
Availability Estimates for HRDC in 2003-2004. These targets will be
revised by TBS to reflect the new 2001 Census data on workforce
availability for SDC and HRSDC. Representation levels, provided by
TBS/Public Service Human Resources Management Agency of Canada (PSHRMAC)
on August 16, 2004, and cover the period from April 1, 2003 to March 31,
2004. Separate data for SDC and HRSDC post-December 12, 2003 are
unavailable due to data and system constraints. Data includes: all
indeterminate, terms over three months and seasonal workers; substantive
positions only; excludes persons on Leave without Pay and Students.
- 20 Collection services is
administered by SDC on behalf of HRSDC.
- 21 Service is administered
on behalf of HRSDC to collect on defaulted Canada Student Loans.
- 22 2003-2004 service to the
public: 51 complaints received, one complaint unfounded; 2002-2003
service to the public: 56 complaints received, 6 complaints unfounded.
No objective set; comparison to previous year. No change in number of
complaints.
- 23 2003-2004 language of
work: 6 complaints received; 2002-2003 language of work: 8 complaints
received, 1 complaint unfounded. No objective set; comparison to
previous year. One less complaint in 2003-2004.
- 24 http://www.parl.gc.ca/InfoComDoc/37/1/HUMA/Studies/Reports/HUMARP6-E.HTM.
- 25 http://www.sdc.gc.ca/en/isp/pub/oas/6threport/6thtoc.shtml
- 26 The National Literacy
Secretariat is part of Human Resources and Skills Development Canada.
- 27 For more information on
Canada's public pensions, please see SDC's website at: http://www.sdc.gc.ca/en/gateways/individuals/cluster/category/ppr.shtml.
- 28 Further information on
the CPP Disability Program can be found at: http://www.sdc.gc.ca/en/gateways/topics/cdp-gxr.shtml.
- 29 For additional
information on ODI and/or programs, initiatives and services for persons
with disabilities, please refer to: http://www.sdc.gc.ca/en/gateways/individuals/audiences/pd.shtml.
- 30 For additional
information on this report, please refer to the following website: http://www.parl.gc.ca/InfoComDoc/37/2/HUMA/Studies/Reports/humarp05-e.htm.
- 31 Quebec subscribes to the
general principles of the Multilateral Framework, but did not endorse
it. However, Quebec has negotiated its own Labour Market Agreement with
the Government of Canada. Northwest Territories, Nunavut and the Yukon
have confirmed their support for the principles and direction of the
Multilateral Framework for Labour Market Agreements for Persons with
Disabilities and will participate in the Multilateral Framework in the
future if outstanding fiscal issues are resolved.
- 32 While the Government of
Québec supports the general principles of the ECD Agreement, it did not
participate in developing this initiative because it intends to preserve
its sole responsibility on social matters. However, Québec receives its
share of federal funding and the Government of Québec is making major
investments toward programs and services for families and children.
- 33 This report will be
available electronically at http://www.nationalchildbenefit.ca.
- 34 This report is available
electronically at http://www.socialunion.ca/ecd_e.html.
- 35 This report is available
electronically at http://www.socialunion.ca/ecd_e.html.
- 36 This report is available
electronically at http://www.socialunion.ca/elcc_e.html.
- 37 Clients can link to the
CPP Retirement Pension on-line application and other CPP-related
services on SDC's E-Services page: http://www.sdc.gc.ca/en/gateways/nav/left_nav/es.shtml.
- 38 Although none of the
regions met the objective of 95%, eight of ten regions have shown
improvement compared to the same period last year. The national result
has increased considerably compared to the previous year (79.0% vs.
71.5%). This improvement is the result of a number of initiatives taken
to improve service levels at Insurance Call Centres, including promotion
of self-service options, service enhancements to automated information
and reporting services and improvements to the telephony infrastructure.
SDC continues to work towards the objective of 95%.
- 39 Service provided on
behalf of HRSDC for Employment Insurance clients.
- 40 Services are administered
by the department's shared corporate services for both SDC and HRSDC.
- 41 Services are administered
by the department's shared corporate services for both SDC and HRSDC.
- 42 Targets were established
as per 1996 National Workforce Availability Estimates for HRDC in
2003-2004. These targets will be revised by TBS to reflect the new 2001
Census data on workforce availability for SDC and HRSDC.
- 43 Representation levels,
provided by TBS / Public Service Human Resources Management Agency of
Canada (PSHRMAC) on August 16, 2004 — and cover the period from April
1, 2003 to March 31, 2004. Separate data for HRSDC and SDC post December
12, 2003 are unavailable due to data and systems constraints.
- 44 Data Includes: All
indeterminate, terms over 3 months and seasonal workers; Substantive
positions only; Excludes persons on Leave without pay and Students.
- 45 Official Languages:
Numbers cover the period of April 1, 2003 to March 31, 2004. It is not
possible to separate the data for SDC & HRSDC for the period of
December 13, 2003 to March 31, 2004.
- 46 2003-2004 service to the
public: 51 complaints received, one complaint unfounded; 2002-2003
service to the public: 56 complaints received, 6 complaints unfounded.
No objective set; comparison to previous year. No change in number of
complaints.
- 47 2003-2004 language of
work: 6 complaints received; 2002-2003 language of work: 8 complaints
received, 1 complaint unfounded. No objective set; comparison to
previous year. One less complaint in 2003-2004
- 48 Information on SOC
on-line requests can be found at: http://www.sdc.gc.ca/en/isp/cpp/soc/proceed.shtml.
- 49 Further information on
the Canadian Retirement Income Calculator can be found on line at: http://www.sdc.gc.ca/en/isp/common/cricinfo.shtml.
- 50 Refer to the departmental
Sustainable Development Strategy website at the following link for
details: http://www.sdc.gc.ca/en/cs/fas/as/sds/sdd.shtml.
- 51 Includes all programs
using SDPP terms and conditions. These are the Social Development
Directorate (children, families, poverty issues, voluntary sector
leadership), the Office for Disability Issues and, on occasion,
Strategic Policy (e.g., Understanding the Early Years).
- 52 For further information,
see http://www.tbs-sct.gc.ca/est-pre/20032004/HRDC-DRHC/HRDC-DRHCr34_e.asp.
- 53 For further information,
see http://www.pwgsc.gc.ca/recgen/text/pub-acc-e.html.
- 54 While the Government of
Quebec supports the general principles of the ECD Agreement, it did not
participate in developing this initiative because it intends to preserve
its sole responsibility on social matters. However, Quebec receives its
share of federal funding and the Government of Quebec is making major
investments toward programs and services for families and children.
|