Section III: Departmental Overview
Note: The creation of two departments — Human Resources and Skills
Development (HRSDC) and Social Development Canada — on December 12, 2003
complicated the process of reporting to Canadians in the Departmental
Performance Report.
To ensure comprehensive reporting, each priority and commitment from the
Human Resources Development Canada 2003-2004 Report on Plans and Priorities1
was allocated to either HRSDC or Social Development Canada according to their
mandates.
This Departmental Performance Report sets out the accomplishments of
Human Resources Development Canada (HRDC) relating to the labour market,
learning, labour and homelessness. It also reports on HRSDC's achievements. The
HRDC commitments not included in this report can be found in Social Development
Canada's Departmental Performance Report.2
The term "department" is used, for ease of presentation, to cover the
two departments over the entire fiscal year. Figures, tables and charts in this
report reflect the situation of HRSDC as of March 31, 2004, unless otherwise
specified.
Departmental Mandate
HRDC had a broad mandate to enhance employment, encourage equality and
promote social security. This mandate put HRDC at the forefront of the
Government of Canada's social and labour market agenda and it was fulfilled
through the delivery of programs such as Employment Insurance, Old Age Security,
Canada Pension Plan, Employment Benefits and Support Measures, and the Canada
Student Loans Program. HRDC's mission was to enable Canadians to participate
fully in the workplace and community, and this was accomplished by assisting
Canadians of all ages and needs.
On December 12, 2003, the Prime Minister announced a restructuring of the
federal government to achieve progress in three key areas:
- Strengthening Canada's social foundations;
- Building a 21st century economy; and
- Ensuring Canada's role in the world.
As part of this change, HRDC was divided into two new departments: Human
Resources and Skills Development Canada (HRSDC) and Social Development Canada.
HRDC programming that promoted social inclusion became the foundation of the new
department of Social Development Canada. Those programs that were focused on the
labour market and on developing human capital became part of HRSDC. The mandate
of the new department of HRSDC supports the dual objectives of strengthening
Canada's social foundations and helping build a 21st century economy.
HRSDC's long-term vision supports these objectives of building a country where
everyone has the opportunity to learn and to contribute to Canada's success by
participating fully in a well-functioning and efficient labour market. The
departmental mission is to improve the standard of living and quality of life
for all Canadians by promoting a highly skilled and mobile workforce and an
efficient and inclusive labour market.
In addition, HRSDC is taking steps to modernize the way benefits and services
are delivered, and improve its capacity to reach, engage, and serve Canadians.
HRSDC works closely with provinces and territories on learning, homelessness,
labour market and workplace issues. Among others, HRSDC clients include
Canadians looking for work or income support following a loss of employment,
employers and workers dealing with workplace-related issues, students requiring
financial assistance to participate in post-secondary education, parents saving
for their children's education and learners of all ages, and those who need
support to participate in the workplace or community such as youth at risk,
older workers, Aboriginal people, and homeless persons.
Strategic Outcomes and Business Lines
To deliver on their mandates, HRDC and HRSDC developed strategic outcomes.
Strategic outcomes reflect the results the department is expected to achieve
through a broad array of programs and as part of the Government of Canada's
service delivery network. The strategic outcomes provide the structure against
which results are reported to the public.
The former HRDC had four strategic outcomes supporting its mandate:
- Income security for seniors, persons with disabilities and their
children, survivors, and migrants;
- Opportunity to fully participate in the workplace and community;
- Safe, fair, stable and productive workplaces; and
- Sustainable and effective program management and service delivery.
Reflecting the reorganization on December 12, 2003, HRSDC developed six
strategic outcomes that are used in this report to structure the performance
discussion for 2003-2004:
- Efficient and effective income support and labour market transitions;
- Enhanced competitiveness of Canadian workplaces by supporting investment
in and recognition and utilization of skills;
- Through access to learning, Canadians can participate fully in a
knowledge-based economy and society;
- Safe, healthy, fair, stable, cooperative and productive workplaces;
- Enhanced community capacity to contribute to the reduction of
homelessness; and
- Seamless, integrated and multi-channel service delivery that ensures
client satisfaction.
Figure 1: Crosswalk between
HRDC and new HRSDC Strategic Outcomes
HRDC Strategic Outcomes |
HRSDC Strategic Outcomes |
Program Activities |
Opportunity to fully participate in the workplace and
community.3 |
Efficient and effective income support and labour market
transitions. |
Employment Insurance Benefits
- Benefits
- Claims Processing
- Appeals
- Investigation and Control
- Operational and Program Maintenance and Improvement
Employment Programs
- Employment Benefits and Support Measures
- Labour Market Development Agreements
- Aboriginal Human Resources Development Strategy
- Aboriginal Skills and Employment Partnerships
- Youth Employment Strategy
- Labour Market Adjustments and Official Language Minority
Communities
|
Enhanced competitiveness of Canadian workplaces by supporting
investment in and recognition and utilization of skills. |
Workplace
- Human Resources Partnerships
- Foreign Worker Program
- Labour Exchange
- Labour Market Information
|
Through access to learning Canadians can participate fully in a
knowledge-based economy and society. |
Learning
- Student Financial Assistance
- Canada Education Savings Grant
- National Literacy Secretariat
- Learning Initiatives Program
- International Academic Mobility
- Office of Learning Technologies
|
Enhanced community capacity to contribute to the reduction of
homelessness. |
Homelessness
- Supporting Communities Partnership Initiative
- Urban Aboriginal Homelessness Initiative
- National Research Program
- Regional Homelessness Fund
- Homeless Individuals and Families Information System
- Surplus Federal Real Property for Homelessness Initiative
|
Safe, fair, stable and productive workplaces. |
Safe, healthy, fair, stable, cooperative and productive workplaces. |
Labour
- Federal Mediation and Conciliation Service
- National Labour Operations
- Intergovernmental Labour Affairs
- International Labour Affairs
- Workplace Information Research and Analysis
|
Sustainable and effective program management and service delivery.4 |
Seamless, integrated and multi-channel service delivery that ensures
client satisfaction. |
Service and Benefits Delivery support
- Regional and Local Program and Service Delivery
- Strategic Policy and Planning
- Communications
|
Income security for seniors, persons with disabilities and their
children, survivors and migrants. |
(Seniors programming moved to Social
Development Canada) |
The HRDC strategic outcome, "opportunity to fully participate in
the workplace and community" encompassed four of the new HRSDC strategic
outcomes devoted to the labour market, workplaces, learning and homelessness. It
should also be noted that HRDC's "income security for seniors, persons with
disabilities and their children, survivors and migrants" strategic outcome
is now delivered through Social Development Canada and reported in their
performance report.
Figure 1 provides a crosswalk between the strategic outcomes from the 2003-2004
Report on Plans and Priorities of the former HRDC and the new HRSDC
strategic outcomes. It also highlights how specific programs and services align
under the new HRSDC strategic outcomes. Each strategic outcome and business line
is described in detail in Section VI — Performance Discussion. Further details
on how activities have been divided between the two departments can be found in
Annex 1.
Organizational Structure
To deliver on its mandate and achieve these strategic outcomes, HRSDC
modified the previous departmental structure and established new business lines.
Figure 2 presents the organizational structure of HRDC before December 12, 2003,
and Figure 3 shows the structure of HRSDC following its creation.
Figure 2: Human Resource Development Canada
![Figure 2: Human Resource Development Canada](/web/20061203165057im_/http://www.tbs-sct.gc.ca/rma/dpr/03-04/HRSDC-RHDCC/images/figure2.gif)
Figure 3: Human Resource and Skills Development Canada
![Figure 3: Human Resource and Skills Development Canada](/web/20061203165057im_/http://www.tbs-sct.gc.ca/rma/dpr/03-04/HRSDC-RHDCC/images/figure3.gif)
Serving Canadians
HRSDC is responsible for direct in-person service delivery and most of the
mail delivery channel for HRSDC and Social Development Canada. With almost
14,000 employees, HRSDC is accountable for $20 billion in benefits and supports
for Canadians that are delivered through a network of regional offices located
in each of the provinces and territories, and 320 Human Resource Centres of
Canada (HRCC) located in communities. Of these 320 local offices, HRSDC manages
105 Employment Insurance Processing Centres, and another 11 Income Security
Programs Processing Centres are managed on behalf of Social Development Canada.
In addition, HRSDC was responsible for the management of the Government of
Canada's in-person network of 223 Service Canada Access Centres, 156 of which
were operated by Canada Post, and 3 were operated by the department of Canadian
Heritage. The other 64 were operated by HRSDC; 57 of these from HRSDC offices,
and 7 contracted from third parties.
Social Development Canada is responsible for delivering telephone and
Internet client services as well as shared corporate services (human resources,
finance and administrative services and systems) for both departments.
HRSDC expenditures on programs and services total more than $20 billion, of
which $17 billion or 85% are direct benefits to Canadians through Employment
Insurance, Student Loans and other statutory transfer payments.
Figure 4a: 2003-2004 Expenditure Profile
![Figure 4a: 2003-2004 Expenditure Profile](/web/20061203165057im_/http://www.tbs-sct.gc.ca/rma/dpr/03-04/HRSDC-RHDCC/images/figure4a.gif)
Figure 4b: HRSDC's Gross
Expenditures (period ending March 31, 2004)
(in millions of dollars) |
Budgetary |
|
|
|
Net Operating Costs |
|
517.2 |
|
Add Recoveries in relation to: |
|
|
|
Employment Insurance Account |
790.8 |
|
|
Workers Compensation |
72.8 |
|
|
Canada Pension Plan |
10.1 a |
|
|
Sub-total |
873.7 |
873.7 |
|
Gross Operating Costs (Sub-total) |
|
1,390.9 |
1,390.9 b |
Voted Grants and Contributions |
|
|
762.5 |
Total Gross Expenditures |
|
|
2,153.40 |
Others |
|
|
|
EI Administrative Costs (OGD) |
640.7 |
|
|
Estimated Doubtful Accounts |
60.3 |
|
|
Sub-total |
701.0 |
|
701.0 |
Workers Compensation Recoveries |
|
|
(72.8) |
Total Others |
|
|
628.2 |
Non-Budgetary |
|
|
|
Loans disbursed under Canada Student Financial Assistance Act
(CSFAA) |
|
|
1,374.1 c |
Total Non-Budgetary |
|
|
1,374.1 |
Statutory Transfer Payments |
|
|
|
Grants and Contributions: |
|
|
|
Other Statutory Payments: |
|
|
|
Canada Student Loans |
410.4 |
|
|
Canada Education Savings Grant |
394.1 |
|
|
Others |
0.2 |
|
|
Sub-total |
804.7 |
|
804.7 |
Employment Insurance benefits |
|
|
|
Part I |
13,052.1 |
|
|
Part II |
2,017.6 |
|
|
Sub-total |
15,069.7 |
|
15,069.7 |
Other Specified Purpose Accounts |
|
|
58.4 d |
Total Statutory Transfer Payments |
|
|
15,932.8 c |
Consolidated Total |
|
|
20,088.5 |
a. The Canada Pension Plan (CPP) is under the portfolio of Social
Development Canada (but HRSDC recovers costs for services related to
the CPP program).
b. Total operating costs exclude shared corporate services costs
(Financial and Administrative Services, Human Resources, Legal and
Systems) that are provided by Social Development Canada.
c. These amounts consist of payments made directly to Canadians.
d. Includes payments related to Government Annuities Account and
Civil Service Insurance Fund.
|
|