Section VI: Performance Discussion
This section describes the performance results and accomplishments of HRSDC
organized under the new HRSDC strategic outcomes. For each strategic outcome,
2003-2004 commitments are presented in italics, and are followed by a
description and analysis of the results.
STRATEGIC OUTCOME
Efficient and effective income support and labour
market transitions
Description
A vibrant, dynamic labour market is essential to ensuring a strong economy
and a rising standard of living in Canada. To achieve this goal, Canada requires
a productive workforce and an efficient labour market that meets employers'
needs while ensuring that working-age Canadians have equal opportunity to fully
develop and utilize their skills, and to participate in the labour market to the
fullest extent possible.
In support of this strategic outcome, the department provides temporary
income support to qualified unemployed workers which, in turn, promotes economic
stability, individual well-being and a flexible labour market. The department
also provides employment programs and services that enable Canadians (including
those facing labour market barriers) to participate fully in the labour market
and have the skills to prepare for, obtain and maintain employment.
In addition, the department contributes to fulfilling the Government of
Canada's commitment to Part VII of the Official Languages Act, Section
41 through the activities of the Secretariat, Official Language Minority
Communities.
In the 2003-2004 Report on Plans and Priorities, HRSDC committed to
achieving a number of priorities in support of this strategic outcome. The
department met all these commitments despite significant challenges in some
areas, such as budget reductions and unforeseen labour market circumstances. Key
areas of accomplishment included:
- Continuing to provide Employment Insurance Benefits to millions of
Canadians with increased emphasis on finding ways to modernize delivery
of services to employers and individual Canadians;
- Implementing a streamlined Youth Employment Strategy with 13 other
government departments and agencies;
- Continuing to deliver Employment Benefits and Support Measures and
implementing initiatives to strengthen the future use of these active
measures in support of the skills and learning agenda;
- Supporting actions to implement Government of Canada commitments towards
improving the quality of life for disadvantaged Canadians facing
employment difficulties, including Aboriginal people through the
Aboriginal Human Resources Strategy, older workers, and official
language minority communities; and
- Taking steps to strengthen the management of grants and contributions
programs through the implementation of the Specialization and
Concentration Initiative.
The department has two main business lines to achieve this strategic outcome.
Business lines
Business line |
Business line |
Employment Insurance Benefits |
Employment Programs |
Program Activities |
Program Activities |
- Benefits
- Regular Benefits
- Fishing Benefits
- Worksharing Benefits
- Sickness Benefits
- Compassionate Care Benefits
- Maternity, Parental, and Adoption Benefits
- Premium Reduction
- Claims Processing
- Employment Insurance Claims
- Government Annuities Programs
- Appeals
- Investigation and Control
- Operational and Program Maintenance and Improvement
|
- Employment Benefits and Support Measures
- Skills Development
- Employment Assistance Services
- Targeted Wage Subsidy
- Self Employment
- Job Creation Partnerships
- Labour Market Partnerships
- Research and Innovation
- Labour Market Development Agreements
- Aboriginal Human Resources Development Strategy
- Labour Market
- Youth
- Urban
- First Nations and Inuit Child Care Initiative
- Aboriginal Skills and Employment Partnerships
- Youth Employment Strategy
- Summer Work Experience
- Skills Link
- Career Focus
- Awareness
- Labour Market Adjustments and Official Language Minority
Communities
|
Resources — Employment
Insurance Benefits and Employment Programs
Gross Spending
(millions of dollars) |
Restated 2003-2004 a |
Planned
Spending |
Authority |
Actual |
Gross Operating Expenditures |
803.7 |
782.8 |
773.8 |
Non-Statutory Grants & Contributions |
533.1 |
507.8 |
495.2 |
Statutory Transfer Payments |
0.2 |
0.2 |
0.2 |
Total Gross Expenditures |
1,337.0 |
1,290.8 |
1,269.2 |
EI Part I — Income Benefits |
13,438.8 |
13,381.0b |
13,052.1 |
EI Part II — Employment Benefits and Support Measures |
2,089.4 |
2,053.2b |
1,950.9 |
Total EI Benefits |
15,528.2 |
15,434.2 |
15,003.0 |
Government Annuities and Civil Service Insurance payments |
60.5 |
58.4 |
58.4 |
Total |
16,925.7 |
16,783.4 |
16,330.6 |
Full Time Equivalents |
9,213 |
9,340 |
9,340 |
a. The financial data has been restated as a result of December 12,
2003 restructure of HRDC into Social Development Canada and HRSDC.
It represents the best approximation for this Strategic Outcome as
if HRSDC had been a separate entity as of April 1, 2003.
b. Employment Insurance Benefits for 2003-2004 represent the Budget
2004 forecasts.
|
Priorities and Results Achieved — Employment Insurance
Benefits
Provide Employment Insurance Benefits.
- The department issued $13 billion in benefits, processed 3 million
claims for Employment Insurance benefits, and processed 32 million
bi-weekly claim reports, of which 28 million were processed
electronically.
Ensure that Canadians receive the highest level of consistent quality
service in a timely manner and provide uninterrupted service, while responding
to the needs of citizens in a number of emergency situations.
- The department responded to fluctuations in workload that occurred as a
result of evolving trends and seasonality of employment by adjusting to
changes in clients' circumstances to ensure claims were processed
quickly, and whenever possible, by providing resolution at first
contact.
- The department also responded to significant unforeseen circumstances in
a timely manner, such as the events witnessed across Canada in 2003,
namely Severe Acute Respiratory Syndrome (SARS), Bovine Spongiform
Encephalopathy (BSE) the Ontario power outage, the Western forest fires
and the hurricane in Halifax. For example:
- In support of a government-wide response to assist people
quarantined due to SARS, the waiting period and requirement for
a medical certificate on medical claims were waived.
- During the Ontario power emergency, the department continued to
pay clients and was able to direct client calls to other regions
without interrupting service to Canadians.
- In response to the economic downturn associated with BSE,
special toll-free telephone lines were made available to clients
and approximately 5,000 additional claims were processed.
Amend the Employment Insurance Regulations to provide the same benefits
to all adopting common law partners, including same-sex partners.
- The date for the completion of the regulation change is set for March
2005.
- Consultations on amending Employment Insurance Regulations with the
provinces and territories were completed in February 2004.
Continue to move towards the application of risk management, stewardship,
prevention, control and investigation policies and procedures to deliver
integrity principles in support of the Employment Insurance program and Social
Insurance Number integrity.
- In Measuring and Reporting the Performance of the Employment
Insurance Income Benefits Program, the Auditor General recommended
that the department base its objectives for Investigation and Control
savings on an assessment of compliance risks and on expected results for
detecting and deterring non-compliance with the Employment Insurance
Act and regulations. This has led the department to a program-wide
risk-based approach that will identify and assess risks to the
Employment Insurance program.
- The Employment Insurance approach is aligned with an enterprise-wide
policy framework as part of the Modernizing Service for Canadians (MSC)
initiative. The MSC initiative is a five-year plan to ensure that HRSDC
policies, programs and services are developed and provided to Canadians
in a better, more responsive and more efficient manner. The broader
initiative focuses on the stewardship of public funds, including
developing a common registration and authentication process for citizen
access to programs, while balancing service, privacy, and security.
Provide Employment Insurance Compassionate Care benefits.
- On January 4, 2004, six weeks of Employment Insurance Compassionate Care
benefits were introduced to ensure eligible workers can take a temporary
absence from work to provide care or support to a gravely ill or dying
child, parent, or spouse without fear of sudden income or job loss.
- Total allocation in 2003-2004 amounted to $86 million.
Set a 95% accuracy rate of Employment Insurance benefits payments for
March 2003 gradually increasing to historical levels of nearly 96% by 2004.
- By the end of March 2003, a 95.5% accuracy rate was achieved. The target
for 2003-2004 was set at 95%. Results provided are for the 2002-2003
period because results for 2003-2004 will not be available until
September 2004 following validation by the Office of the Auditor
General.
Continue for the next two years to improve the accuracy of Employment
Insurance benefits payments by improving the quality of services in all regions
and Human Resource Centres of Canada (HRCC).
- Both the Entitlement to Benefit Audit - Internal Audit and Risk
Management Services Report (November 2003) and the Auditor
General's Report (November 2003), identified a gap in the accuracy
rate as a result of inconsistencies related to Employment Insurance
claims processing. Steps have been taken to continuously improve the
accuracy. For instance, the department has undertaken steps to analyze
and align processing practices to ensure they are standardized and
controlled.
Incorporate regional quality objectives in a comprehensive performance
measurement system for the quality initiative.
- The department has implemented a new operational indicator to measure
the percentage of initial claims that are monitored and are accurate,
with a national objective of 80% for 2004-2005. This national indicator
will measure quality results at the regional and national levels and
supports achievement of consistency among regions. In 2004-2005, a
three-year national Quality Assurance Plan that consists of regional
visits will be put in place to promote and monitor quality management
activities. This addresses concerns raised in the Auditor General's
Report (November 2003).
Develop regional plans for national implementation to improve client
satisfaction.
- Steps were undertaken to identify and address the root cause of the
regional differences in performance that were referred to in the Auditor
General's Report (November 2003). To ensure continuous improvement
in the delivery of benefits, and to address the concerns raised in the Auditor
General's Report, regional quality action plans have been developed
and implemented. These plans comprise results and corrective measures to
be undertaken that will support the continual improvement of results.
Services to Employers
By 2003-2004, improve service by allowing employers to transmit Records
of Employment information (ROE) data securely using the Internet.
- The department has developed and fully implemented a web-based reporting
system for employers so they can electronically send ROE information.
This will ensure the timeliness and quality of employer information.
Employers support this initiative. In 2003-2004, 132,000 records were
completed using the Record of Employment on the ROE Web and in the first
three months of 2004-2005, approximately 190,000 Records of Employment
were submitted over the Internet.
- A total of 670 employers, representing some 1,800 business entities,
have already registered to use ROE Web.
Continue to develop a "business to business" solution for large
payroll service providers which will enable automatic transmission of ROE data.
- Further enhancements are being introduced to ROE Web in the fall of
2004, such as a mechanism for transferring large files to support
participation of large payroll service providers. A pilot will be
conducted in the fall of 2004.
Explore, with the Canada Revenue Agency, the potential for employers to
send electronically earnings and payroll information to a single point of
contact for the federal government with payroll service providers and large
companies being consulted.
- Work continued on the feasibility and design of a comprehensive and
transformational E-Payroll solution. In partnership with the Canada
Revenue Agency, which is leading the initiative, a preliminary business
case for Electronic Earnings and Payroll (E-Payroll) has been developed.
Consultations with the Canadian Payroll Association are underway.
Services to Individuals
Increase take-up for Appli-web to 80% by 2005.
- The department has put in place an electronic service that allows
Canadians to apply on-line for Employment Insurance (Appli-web). During
the month of March 2004, approximately 71% of initial Employment
Insurance claims were received using this web-based application.
Convert the existing Kiosks in local offices to Citizen Access Web
Stations.
- Appli-Sys (Employment Insurance claims taking) Kiosks were replaced with
Citizen Access Web-Stations so that in-person clients would benefit from
the same interactive Employment Insurance application as clients who
file on-line. A small portion (less than 1%) of the kiosks still
remaining in operation will be converted by October 2004.
Enhance the Interactive Fact Finding System (IFFS) to improve claims
adjudication by allowing claimants to provide additional information to support
their claims.
- This "virtual interview" process allows clients to provide
full information to support their claim. As a result, the vast majority
of claims can be finalized without any further information gathering.
The IFFS is continually being enhanced.
Provide clients with an estimate of their benefit rate, claim duration,
the effective date of the claim and expected day of the first payment (benefit
estimator).
- This secure service will be developed and implemented following the
availability of Secure Channel, possibly in 2004-2005.
Provide on-line services for all Employment Insurance services to
Canadians, supported by automated systems for Employment Insurance claims,
calculation, processing and administration.
- Automated renewal applications were piloted in November 2003. The
concept proved to be viable and future enhancements will be implemented
in 2004-2005 to increase the percentage of automated renewal claims
processing.
Develop a model that will enable clients to refer to Employment Benefits
and Support Measures under Part II of the Employment Insurance Act as
well as other services that will assist them with the skills, learning and
opportunities to return to work.
- By providing direct on-line access to Job Bank through Appli-web,
citizens using the on-line application from home can link to Job Bank
via the Internet when they have completed filing their Employment
Insurance application. This provides a seamless approach for citizens to
access Job Bank immediately following their Employment Insurance
application. The department continues to explore ways to link on-line
services to Employment measures.
In 2004, improve service by allowing claimants to complete and send their
bi-weekly claimant's report on-line.
- Five years ago, the majority of bi-weekly client reports were filed
using paper. Now more than 22 million bi-weekly reports are filed
through an automated telephone service. In 2003-2004, the department has
established a web-based bi-weekly reporting tool (Interdec) that allows
clients to submit their bi-weekly reports via the Internet. This tool
was implemented nationally in February 2004. As of July 2004, 15% of
electronic reports are received via this channel. Next year the
department expects to achieve its target of 30% or about 6 million
reports. Client feedback survey results show that 96% of clients are
satisfied with the service and would recommend it to others. This tool
will be improved and become more interactive when the department
migrates to the secure channel which will allow for improved
information-gathering and client service.
Service Improvement Initiative
Support the Service Improvement Initiative target (10% improvement in
satisfaction rate) by 2005.
- The Employment Insurance Branch has developed and implemented a
four-year Strategic and Business Plan (2002-2005) to improve client
satisfaction. Actions were undertaken in 2003-2004 to improve the
service level in five service areas: in-person services, Employment
Insurance claims processing, phone (Teledec, Telemessage) and electronic
self-service (Appli-web, ROE Web, Interdec), Appeals processing, and the
Employment Insurance website.
Key Performance Indicators
Key Performance Indicators |
Notes |
Percentage of initial and renewal claims for which a payment is made
and a decision given to the claimant within 28 days from the start
of the claim.
Objective: 75%
Result: 65.8% |
Increased claim volumes and operational impacts related to the
Severe Acute Respiratory Syndrome (SARS), Bovine Spongiform
Encephalopathy (BSE), Western forest fires, and the Ontario power
outage, all impacted performance results.
This indicator measured only 70% of the Employment Insurance claim load.
In response to the Auditor General´s observations (2003) that it be
more inclusive, this indicator was changed effective April 2004 to
measure 90% of the Employment Insurance Initial and Renewal claim
volumes. The target for Speed of Payment is to have 80% of claims
(initial and renewal) for which a payment or a non-payment notification
is given to the claimant within 28 days from date of filing.
An additional key performance indicator, Speed of Decision, was
developed and will be implemented commencing on April 2004. This
indicator measures 100% of initial, renewal and revised claims. The
objective is to achieve 85% of all claims finalized within 21 days from
date of filing. |
Percentage of appeals scheduled to be heard by the Board of Referees
within 30 days of receipt of the appeal.
Objective: 90%
Result: 84.6% |
In order to respond to the Employment Insurance workload and
operational impacts driven by crises such as SARS, BSE, the Ontario
power outage and the forest fires in Western Canada, resources were
diverted from the processing of appeals to support claims processing.
With fewer resources for appeals, the speed of processing appeals was
negatively impacted.
Improved appeals processing will be driven by an initiative to improve
the quality of adjudication and initial fact finding in Appli-web.
The Auditor General´s Report (November 2003), cited the need
to comply with the Employment Insurance´s regulation to ensure that
100% of Umpire appeal dockets are received by the Office of the Umpire
within 60 days of receipt of the clients appeal. The filing of Umpire
appeal dockets, with a target of 100% received by the Office of the
Umpire within 60 days, was implemented effective April 2004. |
Percentage of Employment Insurance payments that are accurate.
Objective: 95%
Result: 95.14% |
This result represents the 12-month moving average ending September
2003 (based on a six-month reporting delay). Results for the year ending
March 2004 will be available in September 2004, following validation by
the Office of the Auditor General. |
Total dollar savings (direct and indirect) to the Employment
Insurance Account resulting from Investigation and Control deterrence,
prevention and detection activities.
Objective: $539 million
Result: $513.9 million |
95% of 2003-2004 savings expectations were achieved. The failure to
meet the objective was primarily due to the shifting of resources to
support the processing of Employment Insurance claims and operational
impacts related to crises such as SARS, the Ontario power outage, and
BSE. |
Percentage of Employment Insurance payments issued by Direct
Deposit.
Objective: 80%
Result: 78.8% |
Existing Direct Deposit promotion activities will be supplemented by
an Electronic Services Promotional Strategy to be introduced in the fall
of 2004. |
Total dollars collected - Employment Insurance and Employment
Programs
Objective: $296,785,000
Result: $314,702,000 |
Collection Services in Social Development Canada is responsible
for collecting monies owing to the Crown on the Employment Insurance
Account, Employment Programs, the Canada Pension Plan Account/Old Age
Security and Canada Student Loans. The 2003-2004 recovery objective of
$449.2M agreed upon with Treasury Board Secretariat, was exceeded by the
end of the fiscal year, broken down as follows:
- Employment Insurance and Employment Programs $314,702,000
- CPP/OAS $12,066,000
- Canada Student Loans $152,342,000
- TOTAL $479,110,000
Social Development Canada has piloted, on behalf of the federal
government, a process which will enable clients to make payments to the
government through financial institutions, the Internet and debit and
credit cards, as well as re-routing all mail-in payments directly to
Public Works and Government Services Canada in Matane, Quebec. This
initiative has improved service to clients and saves on processing
resources. Full implementation is now underway.
|
Priorities and Results Achieved — Employment Programs
Youth Employment Strategy
Re-align the Youth Employment Strategy (YES) to ensure government
strategies keep pace with the changing employment needs of youth, as outlined in
the Speech from the Throne, consultations with stakeholders, evaluation findings
and results of operational experience.
- On April 1, 2003, the YES programs were streamlined to make them more
responsive to changing labour market conditions, to better assist youth
facing employment barriers, and to help Canada's youth acquire the
skills they need for the 21st century economy. The re-aligned YES
consists of three programs which are targeted to youth between the ages
of 15 to 30 inclusively: Skills Link, Career Focus, and Summer Work
Experience.
- In the fall of 2003, Individual Skills Enhancement, a component of the
Skills Link program, was introduced in those provinces and territories
where an agreement was reached. To date, Letters of Agreement have been
signed by six provinces and territories.
- Despite budget reductions resulting from government and departmental
reallocation exercises, YES programs were implemented nationally,
regionally and locally through the collective efforts of 14 Government
of Canada departments and agencies, with HRSDC as the lead.
- During 2003-2004, the department, through the investment of $202.5
million, assisted 74,902 youth. This represents 69,150 new clients and
5,752 clients who continued with service that began in the previous
fiscal year. Of the clients who received service, 7,742 became employed
and 51,754 returned to school, including 50,320 students who
participated in the Summer Career Placements initiative under Summer
Work Experience.
- Due to the fact that 2003-2004 was a transition year for the newly
re-aligned YES programs, targets were not established. The success of
YES programs is measured against Key Performance Indicators, such as
clients served, found employment and returned to school.
- A formative evaluation is underway and will be completed in 2005.
Employment Benefits and Support Measures
Continue to deliver the Employment Benefits and Support Measures (EBSM).
- The department delivered EBSM under the Labour Market Development
Agreements (LMDA) that are co-managed with five provincial and
territorial governments and in Ontario where there is no LMDA. In seven
other jurisdictions, provincial and territorial governments assume full
responsibility for the design and delivery of programs and services that
are similar to EBSM.
- Together, EBSM and similar programs and services accounted for $2
billion of the Employment Insurance Act Part II spending
(including pan-Canadian). With these investments, 446,542 Employment
Insurance claimants were assisted and 227,366 participants became
employed or self-employed. Because many active claimants returned to
work before the end of the benefit period, $852.8 million was realized
in unpaid Employment Insurance Benefits (Part I).
- EBSM summative evaluations are currently underway. Preliminary findings
from the British Columbia, Quebec, and Newfoundland and Labrador
summative evaluations were published in the 2003 Monitoring and
Assessment Report.15
Undertake initiatives to strengthen EBSM in support of the priorities of
the Skills and Learning Agenda.
- The department participated in an international study organized by the
Organisation for Economic Co-operation and Development, the objective of
which was to identify barriers to job retention and progress for
low-skilled individuals, and to develop policy recommendations on the
effective design and implementation of skills upgrading initiatives. The
focus of the study in Canada is on the Essential Skills project and on
applications by employers in Alberta and the Northwest Territories.
- In 2003-2004, a survey of program delivery officials was conducted to
identify best practices related to EBSM, including initiatives in
support of essential skills development and apprenticeship completion.
As follow-up to the survey, a national workshop was held in March 2004
to share and build on best practices. The report, including lessons
learned from the survey and workshop, will be distributed in 2004-2005.
- The department also entered into a strategic joint initiative in
2003-2004 with the Social Sciences and Humanities Research Council of
Canada to award grants as follows: essential skills and food system
performance; essential skills training for workers with disabilities to
enhance negotiations for accommodations; and essential skills and the
labour market attachment of vulnerable people.
Implement two initiatives to assist in improving labour resiliency of
workers:
(1) Work Sharing While Learning (WSWL).
- Operational guidelines, training material and Intranet-accessible tools
were developed to support the delivery of the WSWL program.
Communication and marketing products were also developed to increase
awareness and to explain the benefits of the program to potential
applicants.
- There was no take-up of the WSWL program in 2003-2004. The low
participation may be explained by insufficient resources on the part of
small business employers to pay for the training. In addition, the
impact of duties by the United States on exports of softwood lumber did
not materialize as anticipated. An evaluation to determine the reasons
for the lack of take-up, including a review and analysis of the program,
will be completed in 2004-2005.
(2) Increased Referrals to Training (IRTT).
- The department has developed operational and program policies,
guidelines, and communication products to support regional delivery of
this initiative.
- An evaluation report was completed which identified a low take-up of
IRTT. Only 36 claimants were targeted as of March 2004. The low take-up
may be due to unwillingness on the part of workers to quit current jobs,
and a lack of interest in further training if they live in high
unemployment regions where post-training employment prospects are not
good or if they live in rural regions where it is more difficult to make
use of training opportunities.
Older Workers
Work with partners to test employability approaches to assist displaced
older workers and older workers threatened with displacement through additional
investment of $15 million for the Older Workers Pilot Projects Initiative,
thereby extending the program to March 2004.
- Eight provinces and one territory participated in the 2003-2004
extension.
- Provincial and territorial allocations were based on each jurisdiction's
respective share of unemployed persons aged 55 to 64, with a minimum of
$300,000 per year available to each jurisdiction.
- The department approved a total of 34 new projects for 2003-2004, and 26
projects were approved to continue pilot activities. Approximately 5,896
older workers were assisted through continued pilot activities and 1,833
through new pilot projects.
- Provincial and territorial evaluations of completed projects are
currently in progress. Evaluation reports from all participating
jurisdictions are expected to be received by March 2005.
Aboriginal People
Assist Aboriginal people to prepare for, obtain and maintain employment
and to build Aboriginal capacity for human resources development through a $1.6
billion strategic partnership between HRDC and Aboriginal organizations over
five years.
- Under the Aboriginal Human Resources Development Strategy (AHRDS),
79 agreements have been signed with Aboriginal organizations to design
and deliver labour market programs and services that will assist
Aboriginal people to prepare for, obtain and maintain employment and to
build Aboriginal capacity for human resources development.
- In 2003-2004, AHRDS spending (including the Consolidated Revenue Fund
and Employment Insurance Act Part II) amounted to approximately
$357.6 million. As a result of these investments, AHRDS activities
assisted 46,106 Aboriginal clients, of whom 21,581 became employed or
self-employed and 7,746 Aboriginal people returned to school.
Additionally, the return to work of Employment Insurance claimants
before the end of the benefit period resulted in approximately $17
million in unpaid Employment Insurance Benefits (Employment
Insurance Act Part I). The return to work of non-Employment
Insurance claimants resulted in an estimated $8 million in savings to
social assistance.
Continue with the renewal of the current strategy through consultations
with national, regional and sub-regional Aboriginal organizations for
implementation by 2004. This renewed strategy is expected to feature increased
integration and coordination.
- The current strategy has been extended until March 31, 2005, under the
existing terms and conditions and total funding of $1.6 billion over
five years restored in the Budget 2004. In preparation for the renewal
of the strategy beyond March 31, 2005, the department engaged Aboriginal
partners to consider aligning the Aboriginal Human Resources Development
Strategy with the government's new priorities and to finalize AHRDS
renewal implementation activities.
Work with Aboriginal communities to promote maximum employment for
Aboriginal people on major economic developments and providing lasting benefits
for Aboriginal communities, families and individuals through the Aboriginal
Skills and Employment Partnership (ASEP) program.
- The five-year $85 million ASEP initiative was announced on October 3,
2003.
- Over the course of the year, departmental officials attended a series of
meetings across the country, providing information on ASEP and
encouraging the formation of partnerships for this initiative.
- The department facilitated a number of partnerships — between
Aboriginal communities, private sector employers, provincial or
territorial governments, and other federal government departments —
for the implementation of ASEP.
- Over 50 applications for ASEP funding in 2003-2004 were received and
assessed. The department worked with these partnerships to further
develop Aboriginal Training-to-Employment plans.
- Operational plan, program policies and guidelines and communication
products, as well as tools, were developed to support delivery of this
initiative.
Work with the Aboriginal communities of Labrador, the Voisey's Bay Nickel
Company (VBNC) and the Province of Newfoundland and Labrador to promote maximum
employment for Aboriginal people at the VBNC Mine and Mill site.
- $25 million for four years was approved over a period of four years for
this project under the Aboriginal Human Resources Development Program.
This project is considered a pilot project for the ASEP initiative.
- The department provided approximately $7.4 million in funding to the
Joint Voisey's Bay Employment and Training Authority (JETA) in fiscal
year 2003-2004. JETA aims to provide Aboriginal people with the
necessary skills to fill more than 200 jobs at the site when it is
operational in 2005-2006. In 2003-2004, approximately 400 Aboriginal
clients participated in JETA activities in 704 interventions.
- The JETA partnership developed a four-year "Innu, Inuit and Métis
Human Resources Strategy" which covers a broad continuum ranging
from basic skills, literacy, and academic upgrading, through to
job-specific training and apprenticeships, to retention counselling and
other on-the-job supports.
- The Voisey's Bay Nickel Company is cost-sharing various initiatives in
the strategy, with the Province of Newfoundland and Labrador
supplementing the strategy by contributing funds through the Labour
Market Development Agreements. The Aboriginal groups are anticipated to
provide further assistance to their members through their Aboriginal
Human Resources Development Agreements.
Continue to invest in the provision of First Nations and Inuit child care
for children, predominantly ages 0-6, as a support for parents who participate
in a human resources development program with the goal of preparing for,
finding, getting or keeping a job. Continue to work in close collaboration with
Health Canada and Indian and Northern Affairs Canada to implement new
investments in Aboriginal Early Childhood Development.
- In 2003-2004, funding for the First Nations and Inuit Child Care
Initiative (FNICCI) totalled $50 million (operating and program funds).
This includes $9 million in enhancement dollars provided under the
Aboriginal Early Childhood Development Strategy for First Nations and
Other Aboriginal Children.16 The
department has ensured that, where possible, these new investments are
coordinated with Health Canada's Aboriginal Head Start program.
- Base funding was used to support existing FNICCI-funded clients of child
care centres in First Nations and Inuit communities. Enhancement funding
was used to create new spaces. This brings the estimated total of
full-time child care clients up to 7,500 from 7,000.17
- 18 more communities in 2003-2004 received FNICCI funding to support
clients of child care centres, raising the total from 389 to 407
communities.
- FNICCI will be included in the second phase of the Aboriginal Human
Resources Development Strategy evaluation to be conducted in 2004-2005.
Service Improvement Initiative
Support the Service Improvement Initiative target (10% improvement in
satisfaction rate) by 2005.
The following initiatives will indirectly result in improved services to
Canadians.
- Significant financial and non-financial improvements were made to the
Common System for Grants and Contributions Project Life Cycle module
which enhanced its functionality, capacity, and standardization while
increasing user confidence in the application.
- Intensive training sessions were provided to 143 Regional Program
Operations Consultants and Program Consultants on the financial
management of contribution agreements with a focus on all the financial
aspects of each phase of the project life cycle.
Key Performance Indicators
Key Performance Indicators |
Notes |
Number of employment programs clients served (Consolidated Revenue
Fund and EI funded).
Objective: 406,000
Result: 493,700 |
Results include Employment Benefits and Support Measures (EBSM)
regular as well as Aboriginal results. For EBSM regular, this figure
includes active EI claimants nationally as well as former EI claimants
in Quebec.
The objective does not include the Youth Employment Strategy because
2003-2004 was a benchmark year for the re-aligned programs. The results
include 9,707 Youth clients served. The Key Performance Indicator
results do not include 59,443 new clients, a number derived
from Summer Career Placement contract information.
Since the Opportunities Fund for Persons with Disabilities (OF) is now
part of Social Development Canada (SDC), OF-specific numbers are
excluded from these figures. |
Number of clients employed or self-employed following an employment
program intervention (Consolidated Revenue Fund and EI funded).
Objective: 232,000
Result: 246,791 |
Results include EBSM regular as well as Aboriginal numbers.
Although the objective does not include Youth clients, the results
include 7,742 Youth clients employed.
Since the OF is now part of Social Development Canada, OF-specific
results are excluded from these figures. |
Unpaid benefits (Employment Insurance (EI) Act Part I)
resulting from EI claimants employed following an EI Act Part II
intervention.
Objective: $829 million
Result: $852.82 million |
Results include EBSM regular and Aboriginal results. |
Number of Youth and Aboriginal clients who return to school
following an employment program intervention.
Objective: 6,000
Result: 9,172 |
Although the objective does not include Youth clients (see previous
note), the results include 1,434 Youth who returned to school. The Key
Performance Indicator results do not include 50,320 Youth who returned
to school, a number derived from a survey and from Summer Career
Placement contract information. |
Official Language Minority Communities
Continue to carry out most if not all of the activities in support of the
department's commitment to Part VII of the Official Languages Act, Section 41,
through the Secretariat, Official Language Minority Communities, and in
collaboration with different HRSDC programs and services.
- In 2003-2004, the department provided financial support under Part II of
the Employment Insurance Act for the work of the National
Committees and their respective network of local organizations, namely
the Réseau de développement économique et d'employabilité and the
Community Economic Development and Employability Committees.
- A formative evaluation of the Support Fund has been completed. It shows
that progress has been achieved over the three-year period and
emphasized the relevance of the Support Fund and its consistency with
section 41 of the Official Languages Act. The evaluation,
however, indicates that there is a dichotomy between the mandate and
objectives of the Support Fund and those of the EBSM, its funding
source, especially with respect to economic development.
- As a result, the department has obtained Treasury Board approval of
resources and authorities for a new Consolidated Revenue Fund funded
Official Language Minority Communities Support Fund for one year
(2004-2005).
- The department is working with other federal partners to seek
authorities for long-term funding mechanisms and program delivery models
that take into account all the human resources, economic development and
community capacity-building issues facing official language minority
communities.
Participate in a joint initiative led by the Minister for
Intergovernmental Affairs to expand access of official languages minority
communities to key Government of Canada services.
- The Official Languages Action Plan, tabled on March 12, 2003, led the
department to commit $7.4 million over the next five years to develop
projects related to family literacy thus expanding French linguistic
minority communities' access to programs and strengthening the French
language skills of parents. In 2003-2004, over $1.4 million was spent.
Furthermore, the department committed to developing initiatives
targeting youth internships and to improving the quality of translation
of job orders posted on the Job Bank site.
- As a result of the Official Languages Action Plan, the Citizenship and
Immigration Canada's Steering Committee - French Linguistic Minority
Communities of Canada was created. Upon implementation of the suggested
strategic framework of this steering committee, the department proposed
to help Citizenship and Immigration Canada with the implementation of
the strategic framework's goal of promoting hiring, selection, and
integration of immigrants into French linguistic communities.
- The department worked with other government departments such as Canadian
Heritage to develop measures aimed at increasing Official Language
Minority Communities' access to relevant and effective family literacy
learning opportunities and materials for minority language children and
their parents, particularly those in Francophone communities.
Additional Priorities and Results Achieved
Specialization and Concentration
- In July 2001, a review of the delivery of HRDC's grants and
contributions programs recommended specialization of specific process
steps and concentration of administrative processes. Late in 2003, work
was begun to implement the Specialization and Concentration initiative
nationally across grants and contributions programs with the goal of
developing and implementing a program delivery model that will increase
standardization and efficiency of program delivery in all regions. This
initiative is a component of the department's wider effort to create a
stronger balance between controls, risk, and results in the management
of grants and contributions.
- The Specialization and Concentration initiative consists of three
phases. Phase I was introduced in February 2004 and involved the
development and implementation of four Specialization and Concentration
directives within the existing organizational structure: 1) Segregation
of Duties; 2) Internal Review Committees; 3) Call for Proposals; and 4)
Enhanced Financial Controls — Mandatory Audit and Holdback Clauses.
Phases II and III will be ongoing throughout 2004-2005 and beyond, and
will involve the development and implementation of optimal models for
service delivery that will facilitate increased specialization of
complex functions.
STRATEGIC OUTCOME
Enhanced competitiveness of Canadian
workplaces by supporting investment in and recognition and utilization of skills
Description
A key component of ensuring Canada's future prosperity and improving the
quality of life involves enhancing the competitiveness of Canadian workplaces.
There is a critical need to be responsive to the needs of employers and workers
and to ensure that there is continued strong growth in high-valued employment
that promotes the full development and utilization of the skills of Canadians.
In support of this objective, the department, in collaboration with partners,
promotes workplace-related learning and skills development and recognition that
reflects the realities of the changing labour market.
Significant strides were made in establishing new partnerships and building
on existing relationships to enhance the competitiveness of Canadian workplaces.
The network of Sector Councils has been expanded to cover areas of the labour
market experiencing acute and pressing skills issues. The Foreign Credential
Recognition Program was launched and began work with representatives in three
regulated occupations to address issues in the health and engineering sectors of
the Canadian labour market. The department continued to develop quality,
relevant labour market information to help employers and workers across Canada
make informed labour market decisions. The implementation of new programming in
areas such as Essential Skills, skilled trades and apprenticeship, and
refinements to existing programming, such as the Foreign Worker Program and
Labour Market Information, has helped the department connect with more workplace
partners.
Business line
Workplace Skills
Program Activities
- Human Resources Partnerships
- Sector Councils
- Apprenticeship
- Essential Skills
- Foreign Credential Recognition
- National Occupational Classification
- Foreign Worker Program
- Labour Exchange
- Labour Market Information
Resources — Workplace
Skills
Gross Spending
(millions of dollars) |
Restated 2003-2004a |
Planned
Spending |
Authority |
Actual |
Gross Operating Expenditures |
42.8 |
43.0 |
42.0 |
Non-Statutory Grants & Contributions |
13.0 |
15.1 |
14.0 |
Total Gross Expenditures |
55.8 |
58.1 |
56.0 |
EI Part II — Employment Benefits and Support Measures |
64.9 |
42.9b |
40.2 |
Total |
120.7 |
101.0 |
96.2 |
Full Time Equivalents |
512 |
519 |
519 |
a. The financial data has been restated as a result of December 12,
2003 restructure of HRDC into Social Development Canada and HRSDC.
It represents the best approximation for this Strategic Outcome as
if HRSDC had been a separate entity as of April 1, 2003.
b. Employment Insurance Benefits for 2003-2004 represent the Budget
2004 forecasts.
|
Priorities and Results Achieved
Supporting Workplace Skills and Learning
Increase the network of Sector Councils to cover 50% of the labour market
by 2006-2007.
- Three new Sector Councils were created — Automotive Manufacturing,
Childcare and Customer Contact Centre — bringing labour market
coverage of the current network of Councils (29) up to 40%.
- Sectoral partners focused their efforts on fostering increased industry
commitment towards lifelong learning in the workplace, as well as
developing and disseminating innovative skills development products and
tools.
- Close to 150 projects addressing skills and learning and Human Resources
issues, including projects aimed at Occupational Standards and Skills
Upgrading, have been launched.
Re-align over $25 million of existing resources to intensify support for
workplace skills development.
- The department has supported a national campaign jointly managed by the
Canadian Apprenticeship Forum (CAF) and Skills Canada. This campaign
promoting skilled trades as a first career choice is aimed at young
Canadians looking for a career and employers to promote apprenticeship
opportunities.
- Support was provided to sectoral and cross-sectoral initiatives, and to
core activities such as those with CAF. Linkages were also facilitated
with other groups having vested interest in Apprenticeship such as the
Canadian Council of Directors of Apprenticeship and other Sector
Councils.
- The department supported CAF in undertaking consultations with seven
jurisdictions to establish linkages between Pan-Canadian and provincial
and territorial promotional initiatives.
Develop essential skills profiles for all occupations to help employers
train their employees to meet skills standards.
- Literacy initiatives were undertaken to test innovative approaches to
workplace learning, to foster strategic partnerships, and to lever
action and investment (in partnership with the Learning Branch).
- Six new essential skills profiles were completed; 200 out of the planned
450 were completed. Innovative workplace essential skills projects were
funded targeting key clients such as vulnerable workers, apprentices,
Aboriginal peoples, immigrants, and youth at risk.
- New partnerships were developed with other government programs for
Aboriginal peoples, immigrants, and youth.
- Increased awareness and use of essential skills website was reached —
over
304,000 visits were made, representing an increase of 883 compared to
the previous year.
Labour Mobility and Skilled Trades
Work closely with provinces, territories and self-regulated occupations
to address the labour mobility barriers.
- The Labour Mobility Coordinating Group of the Forum of Labour Market
Ministers developed a detailed two-year work plan for achieving a
greater level of compliance with labour mobility obligations.
- Agreements were reached with provinces to address how to monitor and
measure the effectiveness of the Labour Mobility Chapter.
- The department has lead responsibility for working with regulators from
eight key professions; 43 out of 51 regulated occupations have developed
Mutual Recognition Agreements (MRA) to support greater labour mobility.
As these Agreements continue to be implemented, there is an ongoing
monitoring function to address any issues that arise. Work also
continues to achieve compliance with those professions who have not yet
developed an MRA.
- An evaluation strategy remains to be developed to determine whether
barriers to mobility exist.
Work with the Canadian Council of Directors of Apprenticeship (CCDA) to
improve workplace and interprovincial mobility in the skilled trades.
- The department provides funding for the Red Seal Program and supports
the work of the Canadian Council of Directors of Apprenticeship (CCDA)
through the Red Seal Secretariat housed in the department. The CCDA, of
which the department is a member, is the governing body for the Red Seal
Program. Currently, there are 45 trades included under this Program.
- The department manages the development and revision of Red Seal National
Occupational Analyses (NOA) and coordinates the development of data
banks containing examination questions for the Interprovincial
Computerized Examinations Management System (ICEMS). During 03-04, seven
(7) Red Seal National Occupational Analyses were completed and work on
fourteen NOAs was started. In the same period, five (5) ICEMS data banks
were completed and fifteen (15) new ICEMS-generated Interprovincial
examinations were completed.
- $1.6 million was invested in the Red Seal Program.
Work with partners to meet the Government of Canada's goal of doubling
the number of apprenticeships completed over the next decade.
- Research on Barriers to Accessing and Completing Apprenticeship was
completed and consultations with key stakeholders on issues identified
in research have begun.
- A portal was launched on apprenticeship and skilled trades information.
- Removal of interprovincial barriers to labour mobility in regulated
trades was done.
- Linkages between CCDA and industries at the national level, such as
Sector Councils, were strengthened.
- As a result, 15,839 trades people with Red Seal designation in calendar
year 200318 were
approved.
Foreign Worker Program
Fund the implementation of regulatory, administrative and systems changes
that will provide new or improved services for employers related to the hiring
of foreign workers to meet labour requirements.
- The department has implemented new operational guidelines for entry of
temporary foreign workers and permanent Skilled Workers, including
live-in caregivers.
- $1.8 million per year was secured through Treasury Board submission for
the processing of permanent Skilled Workers (required under the Immigration
and Refugee Protection Act).
- Preparatory work was done to launch a new Foreign Worker System to
support new program guidelines, to improve service to employers and to
speed the processing of requests for foreign workers.
Work closely with partners to achieve a more responsive approach for
employers to fill labour shortages through foreign recruitment.
- Requests from employers for foreign workers have increased from 86,719
to 92,008 in 2003-2004.
- The department has finalized directives for regional and local staff to
ensure the consistent application of a more facilitative approach of new
immigration legislation.
- The public website was redesigned to provide a more helpful and
informative tool for employers19.
Implement Recommendations of the Labour Market Information Task Force
Work with partners and stakeholders to align Labour Market Information
(LMI) research, data development and analysis, policy development, programs and
products and services with client/user requirements.
- Development and initial implementation of a sequenced restructuring plan
for regional and local LMI activities were completed, as well as the
initial implementation of an accountability framework, supporting tools,
and guidelines for the delivery of local LMIs.
- LMI Task Force worked with the federal-provincial-territorial Forum of
Labour Market Ministers LMI Working Group which released a joint action
plan on labour market data that provides key occupational and sectoral
information for planning and development across and within jurisdictions
as well as better support for the decision-making of individuals,
businesses, and educators.
Labour Market Integration of Immigrant Workers
Fund the promotion of efficient and transparent foreign credential
recognition processes.
- The department worked, in partnership with the Canadian Council of
Professional Engineers, towards improving the foreign credential
recognition processes in the engineering profession. Two phases were
completed:
- Phase I diagnostic was completed in June 2003;
- Phase II project work commenced in September 2003. The goal of
Phase II was to develop and recommend enhanced tools and
processes to better integrate foreign-trained engineers into the
Canadian labour market.
- The Medical Council of Canada was granted $1.6 million to commence the
development of an on-line self-assessment tool and an initiative to
increase the availability of the Evaluating Exam.
- The Canadian Nurses Association commenced a diagnostic and scoping
exercise to identify occupation specific issues.
Key Performance Indicators
Key Performance Indicators |
Notes |
Number of new National Sector Councils launched
Objective: 3 by March 2004
Result: 3 |
Three new Sector Councils: Automotive Manufacturing,
Childcare, and Customer Contact Centre. In 2003-2004, HRSDC refined the
methodology used to calculate labour market coverage - this was done to
attempt to capture coverage of cross-sectoral councils such as
Aboriginal and Environment Sector Councils; as opposed to determining
coverage based on traditional industrial councils.
Increases in Sector Council labour market coverage are heavily dependent
on the sectors in which councils are established, with some sectors
representing a greater portion of the labour market as compared to
others. |
Percentage of labour market covered by National Sector Councils
Objective: 50% by 2006-2007
Result: 40% by March 2004 |
Number of trades people with Red Seal
Objective: 13,000 per year
Result: 15,839 (calendar year 2003) |
This indicator has surpassed its objective of approved Red Seal
designation for calendar year 2003. |
STRATEGIC OUTCOME
Through access to learning, Canadians can participate
fully in a knowledge-based economy and society
Description
For individuals, learning is key to finding a job, increased earnings,
personal growth, and civic and community involvement. For Canada, skills are
linked to economic growth and competitiveness, an improved standard of living
and better social outcomes.
In order to assist Canadians with acquiring the education and skills
necessary to participate fully in a knowledge-based economy and society, the
department fosters a culture of lifelong learning and increased access to
learning opportunities. The department supports the Government of Canada's
significant investment in skills and learning that will enable Canadians to
acquire and improve their skills throughout a lifetime. It supports this
investment by promoting awareness of the importance of lifelong learning and
related issues, by facilitating access to post-secondary education and other
adult learning opportunities by reducing financial and non-financial barriers to
learning, and by strengthening the capacity of key stakeholders to deliver
learning programs and services.
During 2003-2004, key achievements towards this strategic outcome were in the
area of financial support for students, particularly: significant changes
announced in Budget 2004 to modernize the Canada Student Loans Program (CSLP);
the establishment of the new Canada Learning Bond; and improvements to the
Canada Education Savings Grant (CESG) Program. These changes will be implemented
in 2004-2005 once the required legislative and regulatory amendments are
approved by Parliament. In 2003-2004, access to learning opportunities was
provided to 455,000 Canadians through the CSLP and 92,000 Canadians through the
CESG. In addition, Canadians contributed $2.0 billion to Registered Education
Savings Plans (RESP) for the future education of their children through the CESG
program, providing support to 28.2% of Canadians aged 0 to 17.
The department has also made progress on the integration of literacy tools
and best practices into Government of Canada programs including Youth,
Aboriginal, and Employment Benefits and Support Measures.
Business line
Learning
Program Activities
- Student Financial Assistance
- Canada Education Savings Grant
- National Literacy Secretariat
- Learning Initiatives Program
- International Academic Mobility Initiative
- Office of Learning Technologies
Resources — Learning
Gross Spending
(millions of dollars) |
Restated 2003-2004a |
Planned Spending |
Authority |
Actual |
Gross Operating Expenditures |
151.5 |
96.1 |
94.6 |
Non-Statutory Grants & Contributions |
31.0 |
36.7 |
35.1 |
Statutory Transfer Payments |
801.6 |
804.5 |
804.5 |
Total Gross Expenditures |
984.1 |
937.3 |
934.2 |
EI Part II — Employment Benefits and Support Measures |
14.3 |
9.5b |
9.0 |
Loans disbursed under the Canada Student Financial Assistance
Act |
1,526.1 |
1,374.1 |
1,374.1 |
Total |
2,524.5 |
2,320.9 |
2,317.3 |
Full Time Equivalents |
451 |
463 |
463 |
a. The financial data has been restated as a result of December 12,
2003 restructure of HRDC into Social Development Canada and HRSDC.
It represents the best approximation for this Strategic Outcome as
if HRSDC had been a separate entity as of April 1, 2003.
b. Employment Insurance Benefits for 2003-2004 represent the Budget
2004 forecasts.
|
Priorities and Results Achieved
Modernizing Supports for Post-Secondary Education and the
responsiveness of Post-Secondary Education institutions
Work with the provinces and territories on policy research and the
development of policy directions to address challenges encountered by
under-represented groups, affordability and access, student loan repayment and
debt management as well as examine links to broader social and economic
policies.
- As part of the department's policy and program management renewal, the
department reviewed its learning and literacy policies. The future of
student financial assistance was also explored in order to ensure that
supports remain effective in the face of the changing needs of students
and society.
- Options and recommendations to address accessibility issues were
developed for Federal-Provincial-Territorial Deputy Ministers and
Ministers. As part of this process, discussions were held with partners
and stakeholders in the Council of Ministers of Education Canada, the
Intergovernmental Consultative Committee on Student
- Financial Assistance, and the National Advisory Group on Student
Financial Assistance. As a result, the 2004 Budget announced significant
changes to the Canada Student Loans Program (CSLP), which will be
implemented during 2004-2005, including: increasing weekly loan limits;
including computers as an eligible expense; extending eligibility to
more middle-income families; introducing a grant for first-year
post-secondary students from low-income families; improving the existing
Canada Study Grant for high-need students with permanent disabilities;
and enhancing debt management measures.
- Further improvements to the Canada Education Savings Grant (CESG) were
examined based on the results of the Survey of Approaches to Educational
Planning and the formative evaluation of the CESG Program. As a result,
CESG improvements were announced in the 2004 Budget and will be
implemented during 2004-2005:
- Canada Learning Bond (CLB) for children born after January 2004
living in families entitled to the National Child Benefit
Supplement, and annual CLB instalments for children in these
families; and
- Higher CESG match rates as of January 1, 2005 for low- and
middle-income families to provide greater recognition and
support for parental savings efforts.
Explore the evolution of federal supports in post-secondary education in
order to guide reforms which sustain a high level of participation, expand
accessibility, support the capacity to educate and perform research, and enhance
innovation and responsiveness through consultations and policy developments.
- In 2003-2004, the department focused on modernizing its supports for
post-secondary education. Some achievements include:
- Establishment of a Federal-Provincial-Territorial Simplification
Working Group that has identified short-term opportunities for
administrative simplification, the implementation of which will
be underway in the near future;
- Examination of the Canada Student Loans Program under direct
lending (since 2001) and assessment of appropriate resource
levels for future years, as mandated by the Treasury Board
Secretariat;
- Signed agreement with the Province of Newfoundland and Labrador
to integrate the administrative processes for student loan
programs that will lead to service improvements;
- Improvement in the quality of service provided by the Canada
Education Savings Grant Program through various measures such
as: clarification of roles and responsibilities of promoters and
partners; improvement of e-mail and promoter help desk response
times; development of a team approach to handle promoter issues;
and improvement of the quality of information distributed to
subscribers; and
- Participation of 31 universities and colleges in international
post-secondary student exchanges through the International
Academic Mobility Initiative.
Strengthen the Canada Student Loans Program (CSLP) to ensure more
Canadians receive the support they need to access post-secondary education.
- The department strengthened the CSLP by addressing the legislative,
regulatory and policy requirements for implementation of federal Budget
2003 enhancements to ensure that more Canadians receive the support they
need to access post-secondary education by:
- Improving access by broadening the eligibility criteria to allow
Protected Persons, including Convention Refugees, to qualify for
student loans, effective August 1, 2003;
- Improving affordability by allowing students to work an
increased number of hours while they study and to keep more of
their wages to help finance their education without affecting
the amount of their student loan; and
- Minimizing default by improving the Debt Reduction in Repayment
measure and accessibility of Interest Relief to borrowers,
including those in arrears up to 270 days and those who declare
bankruptcy. These enhancements are aimed at providing support to
more student borrowers who experience financial hardship in
repayment, including those who declare bankruptcy.
Supporting Workplace Skills and Learning
Support proposals for Prior Learning Assessment and Recognition (PLAR)
that will ensure comprehensive recognition of all learning to improve access to
learning and to identify better ways of helping individuals secure improved
employment opportunities in the knowledge-based economy.
- Lack of PLAR, lack of credit transfer and articulation, and lack of
recognition for academic qualifications earned in other countries are
examples of institutional barriers requiring resolution. The department
explored approaches to facilitate learner mobility and recognition of
learning, and examined new approaches to adult-friendly learning.
- PLAR-related projects received $1.75 million of Employment Insurance
Act Part II Research and Innovation funds and $0.5 million in
Learning Initiatives Program (LIP) funds through the Consolidated
Revenue Fund during 2003-2004.
- Projects were funded that supported the PLAR component of the Workplace
Skills Strategy, including: building recognition into Government of
Canada practices and programs; building tools, knowledge and awareness;
and building recognition of workplace learning.
- Immigration Internet Portal: $400,000 was allocated to the early
development of information, tools, and services for inclusion in a new
Internet portal designed to facilitate immigrant inclusion and
adjustment in Canada. Tools aimed at responding to the specific needs of
newcomers and individuals interested in considering Canada as a
destination were developed, including: information on immigrant services
provided by Canadian learning institutions; tools to support recognition
of prior learning; and the mapping of pathways towards completion of a
Canadian post-secondary education.
- A 2004 audit of the LIP concluded that the program is well managed and
that good administrative and financial controls are in place and
functioning well.
Re-align department resources to provide workplace literacy initiatives
that test and support innovative approaches to workplace learning; foster
strategic partnerships to increase skills through innovative learning tools and
leverage action and investments.
- The 2003 National Literacy Secretariat (NLS) evaluation showed this
organization is a catalyst in the area of strong partnerships and good
dispersion of funds across a wide cross-section of organizations.
Strengthening was recommended in areas of accountability, research
quality, priority-setting, information dissemination, and the safeguards
against duplication and overlap.
- The department has increased awareness and use of essential skills and
literacy learning tools and applications in the workplace through
project funding. The department also integrated literacy tools and best
practices into Government of Canada programs starting with Youth,
Aboriginal, and Employment Benefits and Support Measures Programs.
- The NLS worked with Statistics Canada and the Educational Testing
Services of New Jersey, United States, to make available in Canada a
web-based test that will assign individuals to one of the International
Adult Literacy Survey levels.
- Access to learning opportunities has been increased by investing an
additional $1.4 million for the period 2003-2004 to 2005-2006 in
workplace literacy initiatives and by integrating literacy learning
tools in workplace projects. In 2003-2004, a total of 18 projects were
funded for workplace literacy and essential skills for a combined total
of $465,000.
Working with Communities
Develop Community Learning Networks (CLNs).
- As of March 2004, a total of 113 CLNs were in place in communities
across Canada, of which 38% involved people living in northern, rural
and other non-metropolitan areas.
- In 2003-2004, trends started to emerge, showing that CLNs have positive
effects on learners' capacities and do increase the use of technology
for skills development. However, challenges remain in better
understanding the factors that enable the crucial process of
strengthening the performance of individuals.
- The department implemented community mapping through the CLN's
initiative that is aimed at helping communities assess the needs of
adult learners, identify learning gaps and resources in the community,
and develop an action plan that would address the identified needs.
- The Office of Learning Technologies gave priority to projects that help
Aboriginal Canadians, new immigrants, and persons with disabilities to
develop skills and competencies that are relevant in today's
knowledge-based society.
Skills and Learning Architecture - Canadian Council on Learning
Promote and support evidence-based decision-making in all areas of
lifelong learning by informing Canadians regularly on Canada's progress on
learning outcomes, and promoting knowledge and information exchange among
learning partners.
- Budget 2003 set aside funds to improve the quality of information
available on education and learning systems. Following extensive
consultations with provinces, territories, and stakeholders, the
Government of Canada established a grant in March 2004 for the Canadian
Council on Learning, an independent, not-for profit organization.
Enhancing the Integrity of Client Information
Ensure the integrity of client information and ensure that tax dollars
are protected from fraud and abuse.
- The department continued to reduce the Canada Student Loans Program's
exposure to financial risk through the Portfolio Management Strategy.
During 2003-2004, application and repayment measures were established.
Application measures included credit bureau screening, income
verification, Canada Post identity verification, a motor vehicles check,
and Social Insurance Number (SIN) Validation. During 2003-2004, British
Columbia joined Ontario in the validation of SINs on Canada Student Loan
applications. With the inclusion of British Columbia, the SIN Validation
project now screens 65% of all borrowers across the country. Various
measures have been implemented to improve repayment outcomes of
borrowers and to strengthen the CSLP's stewardship of taxpayers' monies,
including interest relief, revision of terms, debt reduction in
repayment, active management upon delinquency, and various
communications strategies.
- The Canada Education Savings Grant Program validates all SINs prior to
grants being paid out.
Service Improvement Initiative
Support the Service Improvement Initiative target (10% improvement in
satisfaction rate) by 2005.
- On-line information and services for Canada Student Loans Program
clients in the learning and loan life cycle were developed. Those
offered through CanLearn20
were improved by redesigning key decision support tools (including the
Financial Planner, and the Student Loan Estimator).
- Client satisfaction surveys have been and will continue to be used by
the Learning Branch to gauge client satisfaction and to trigger
examination of possible improvements in areas identified by respondents.
An initial survey of grants and contributions' clients of the National
Literacy Secretariat, Office of Learning Technologies, the Learning
Initiatives Program, and the International Academic Mobility Initiative
was completed early in 2004. In this survey, 90% of clients indicated
satisfaction with the overall quality of service they received from the
programs.
Key Performance Indicators
Key Performance Indicators |
Notes |
Number of Canadians who accessed learning opportunities as a result
of the Canada Student Loans Program
Objective: 470,000
Result: 455,000 |
Close to 350,000 students received student loans and benefited from
an in-study interest subsidy, while the remaining 105,000 students
received an interest subsidy for previous loans but did not borrow more
during the year.
The value of Canada Student Loans and Canada Study Grants provided to
students in the 2003-2004 fiscal year was $1.6 billion and $66.8
million respectively. In addition, the cost to the government of
providing in-study interest subsidies on Canada Student Loans was $176
million. |
Total dollars collected - Default Canada Student Loans
Objective: $142,100,000
Result: $152,342,000 |
See note on Collection Services administered by Social Development
Canada on behalf of HRSDC - page 33. |
Percentage of Canadians aged 0 to 17 who are beneficiaries of a
Registered Education Savings Plan and who received a Canada Education
Savings Grant
Objective: 30%
Result: 28.2% |
The percentage of Canadians aged 0 to 17 who are beneficiaries of a
Registered Education Savings Plan should rise with the introduction of
the Canada Learning Bond and the implementation of the enhancements to
the Canada Education Savings Grant (CESG) in 2005. |
Number of Canadians who access learning opportunities as a result of
Canada Education Savings Grant
Objective: 45,000
Result: 92,247 |
The CESG program has paid out $394.1 million in grants in
fiscal year 2003-2004 to 1.5 million beneficiaries of Registered
Education Savings Plans, which corresponds to $2.5 billion in
savings (includes grants, contributions and earnings) for the
post-secondary education of children for that year. Since the program´s
inception in 1998, the Government of Canada has given $1.9 billion
in grants to be saved for the post-secondary education of children. |
STRATEGIC OUTCOME
Safe, healthy, fair, stable, cooperative and
productive workplaces
Description
Canada's ability to compete internationally and to provide secure, rewarding
jobs domestically depends on highly productive workplaces. The key to creating
such workplaces is in striking the right balance among the interests of
employees, organized labour, and employers in Canada.
HRSDC works to ensure that Canadians work in healthy, safe, fair, stable,
cooperative, and productive work environments that contribute to the social and
economic well-being of all Canadians. The department provides an array of
programs that equip employees and their employers with the skills they need to
respond to emerging trends in the workplace and to adapt to the changing nature
of work itself.
By providing information and services to employers, unions and employees and
through the effective implementation of labour and equity legislation, the
Labour Program provides protection of and redress for workers and establishes
norms for positive workplace conditions and practices that contribute to
productivity in federally regulated workplaces. Assistance in resolving
industrial relations disputes and addressing workplace conflict in positive ways
creates stability in the workplace and the economy by reducing potential
productivity losses that would arise due to labour disputes.
Promoting effective workplace practices and encouraging compliance with
health and safety, labour standards and employment equity legislation creates a
working environment that meets Canadian values of fairness and security at work.
Business line
Labour
Program Activities
- Federal Mediation and Conciliation Service
- Mediation and Conciliation
- Unjust Dismissal Adjudicators
- Wage Recovery Referees
- Labour-Management Partnerships Program
- National Labour Operations
- Occupational Health and Safety
- Fire Protection
- Labour Standards
- Workplace Equity
- Federal Workers' Compensation
- Intergovernmental Labour Affairs
- International Labour Affairs
- Workplace Policy and Information
- Workplace Information
- Workplace Policy Research and Analysis
- Aboriginal Labour Affairs
Resources — Labour
Gross Spending
(millions of dollars) |
Restated 2003-2004a |
Planned Spending |
Authority |
Actual |
Gross Operating Expenditures |
55.9 |
56.6 |
56.2 |
Non-statutory Transfer Payments |
3.2 |
3.3 |
1.9 |
Workers' Compensation Payments |
124.0 |
120.9 |
120.9 |
Total Gross Expenditures |
183.1 |
180.8 |
179.0 |
EI Part II — Employment Benefits and Support Measures |
0.7 |
0.3b |
0.3 |
Total |
183.8 |
181.1 |
179.3 |
Full Time Equivalents |
677 |
667 |
667 |
a. The financial data has been restated as a result of December 12,
2003 restructure of HRDC into SDC and HRSDC. It represents the best
approximation for this Strategic Outcome as if HRSDC had been a
separate entity as of April 1, 2003.
b. Employment Insurance Benefits for 2003-2004 represent the Budget
2004 forecasts.
|
Priorities and Results Achieved
Review of Part III (Labour Standards) of the Canada Labour Code
Amend Part III of the Labour Code to provide for compassionate care
leave.
- Compassionate Care Leave amendments came into effect on January 4, 2004.
Play a lead role via the Minister to encourage provinces and territories
to consider incorporating Compassionate Care or similar leave provisions with
job protection in their legislation.
- All provinces and territories, except Alberta, British Columbia, and
Newfoundland and Labrador, have now amended their labour codes to ensure
similar leave provisions with job protection in their legislation.
Examine current working conditions, workplace practices and the needs in
response to global pressures and competitiveness.
- Achieved common understanding with business and labour stakeholders on
the process to review Part III.
Employment Equity
Develop workplace strategies for persons with disabilities and Aboriginal
people.
- A pilot project was launched in January 2004. The project which is
expected to be completed by the fall of 2004, provides training to
regional officers, produces tools, and presents workshops aimed at
building the capacity in regional offices to provide specialized advice
and training to employers that will facilitate the hiring and promotion
of persons with disabilities.
- Activities related to the five-year national strategy for persons with
disabilities are postponed until funding is secured.
- The department published the Minister of Labour's Annual Report on the Employment
Equity Act in February 2004. While showing progress for the
designated groups in workplaces under the Act, this report also
indicated that more work is needed to improve the situation of persons
with disabilities and Aboriginal peoples.
- The labour market availability standard for designated groups was
released in April 2004, based on the 2001 Canada Census. This standard
is to be used by employers, researchers, and officers delivering the
workplace equity programs.
Workplace Strategy
Undertake research on issues, consultations, recommendations and
development of a workplace strategy.
- The Labour Program has undertaken a number of projects which:
- Examine workers who are not covered by labour legislation
because of their non-standard employment relationship;
- Promoted workplace health awareness and best practices among
private sector employers;
- Provide a compilation of the comments of Canadian workers
regarding how they feel about the stress they are facing in
their daily lives as they seek to balance work and family;
- Provide an overview of how other industrial countries are
addressing the business, health and social aspects of work-life
conflict;
- Fill a research gap on the cost of occupational stress and the
cost of workplace practices to address it; and
- Explore different aspects of vulnerability in the labour market
as a foundation for further research and find ways of helping
vulnerable workers reduce the economic and social risks facing
them.
Labour Cooperation Agreements
Negotiate and implement Agreements on Labour Cooperation with Canada's
trading partners.
- The program of technical assistance was renewed under the Canada-Costa
Rica Agreement on Labour Cooperation.
- The Tri-National Occupational Safety and Health Working Group expanded
cooperation under the North American Agreement on Labour Cooperation.
- Considerable progress was made in the negotiations for a new Agreement
on Labour Cooperation with the Central America Four (Guatemala,
Honduras, El Salvador, Nicaragua), and progress was made consistent with
Canada's mandate in Agreement on Labour Cooperation negotiations with
Singapore.
- The department refocused the cooperative program under the Canada-Chile
Agreement on Labour Cooperation to include technical assistance.
Service Delivery
Prevent and resolve labour and employment disputes in the
federally-regulated private sector and the provision of comprehensive preventive
mediation services.
- More than 400 collective agreements are negotiated or renegotiated in
the federally regulated private sector each year. During 2003-2004, the
Federal Mediation and Conciliation Service (FMCS) provided assistance in
274 collective bargaining disputes and achieved a settlement rate of 91%
of cases handled to finality without a work stoppage.
- Preventive mediation and grievance mediation were offered by FMCS to a
dozen federally-regulated unions and employers in 2003-2004. The FMCS
also administered the Labour-Management Partnerships Program (LMPP), a
contribution program that provides seed funding for joint
labour-management relations and cooperation in Canadian workplaces. A
2003 evaluation of the LMPP confirmed the positive influence this
program has on labour-management relations at the workplace level; 94%
of surveyed participants indicated that their LMPP projects had produced
positive effect in building trust, opening lines of communication,
improving productivity and/or reducing longstanding, difficult or
adversarial relationships.
Provide alternate dispute resolution related to unjust dismissal and wage
recovery.
- Two pilot projects are being conducted. One which is being conducted in
British Columbia and Alberta deals with unjust dismissal complaints
involving First Nations employers and employees. The second project,
which is being conducted in Ontario, deals with fact finding and
convening where records are in dispute or are non-existent. Results to
date are encouraging, but need to be quantified and validated.
Manage international labour activities aimed at improving working
conditions, living standards and respect for fundamental worker rights in an
integrating international economy.
- Labour issues were effectively discussed in various international fora,
including the International Labour Organization, G8, Canada-European
Union Trade and Investment Enhancement Agreement and the Free Trade Area
of the Americas.
- The department continued to lead in the implementation of the Ottawa
Plan of Action of the XII Inter-American Conference of Ministers of
Labour and other relevant aspects of the Summit of the Americas. This
included the implementation and a number of specific
capacity-strengthening initiatives and follow-up activities built into
the work plan of the XIII Inter-American Conference of Ministers of
Labour. As well, at the hemispheric trade ministerial meeting in
November 2003, Labour Ministers presented consensus statements on the
labour dimensions of economic integration and on strengthening the
capacity of labour ministries.
- Negotiation and implementation of trade and related international labour
cooperation agreements were continued.
- The department supported the work of the International Labour
Organization's World Commission on the Social Dimension of Globalization
and its follow-up. The Minister of Labour made a major contribution to
follow-up discussions on the World Commission report and confirmed
Canada's commitment to the goal of a more equitable globalization.
- Labour rights were promoted in the context of corporate social
responsibility initiatives by working with other government departments
to support corporate social responsibility activities, including the
Organisation for Economic Co-operation and Development Guidelines for
Multi-National Enterprises, in the context of the Inter-American
Conference of Ministers of Labour, and in cooperative activities under
Canada's labour agreements with its trading partners.
Participate in the International Labour Organization (ILO).
- Effective Canadian representation at meetings and outcomes reflective of
Canadian positions were ensured through Canadian representation at the
ILO Governing Body, the International Labour Conference and through
expert and sectoral meetings, including appropriate provincial
government participation.
- Promotion of ILO fundamental principles in Canada was achieved by
hosting a workshop on Minimum Age for Admission to Employment in
Canada and International Standards attended by representatives of
provincial governments, business, labour, non-governmental
organizations, international practitioners, and ILO experts.
- Support was maintained for the ILO's International Programme for the
Elimination of Child Labour by managing contributions for ongoing
projects in Central and South America, the Caribbean, and Africa.
Participate in the Canadian Association of Administrators of Labour
Legislation (CAALL) — focus on changing employment relationships in the
workplace.
- The department played a leading role in developing strong and
cooperative working relationships in the area of labour, by promoting
and participating in activities related to CAALL.
- The department organized and attended the annual meeting of Ministers
responsible for labour in January 2004. As a result of the meeting,
working groups were created to examine both the creation of
intergovernmental agreements on the administration of labour cooperation
agreements and methods to increase awareness of occupational health and
safety.
Promote awareness of the amendments to Part II (Occupational Health and
Safety) of the Canada Labour Code and compliance.
- The department continued to attain voluntary compliance through the
receipt of Assurances of Voluntary Compliance.
- A proactive National Intervention Model was developed and piloted to
work with stakeholders in order to reinforce the shift towards the
internal responsibility system and voluntary compliance to Part II of
the Canada Labour Code. Full implementation of the model is to
commence in 2004-2005.
- As a result of improved data integrity and the ongoing development of
the Disabling Injury Incidence Rate, enhanced targeting of high-risk
sectors and employers will be possible.
Provide a fire protection services program and a program of voluntary
compliance with the National Building Code, the National Fire Code and related
fire protection standards.
- 1,524 fire prevention activities were carried out by officers across the
country, of which 38% were in First Nations communities.
- 3,693 fire protection engineering activities were conducted by engineers
in the five regional offices of Fire Protection Services, of which 16%
were for First Nations communities.
Provide analysis of major Canadian collective agreements, comparative
analysis of Canadian and international labour laws, innovative workplace
practices and work-life balance measures.
- The Labour Law Analysis Division has produced analytical studies on
labour law issues and trends in Canada and other countries to support
the development of federal labour-related positions, policies and
legislation, and the negotiation or implementation of labour cooperation
agreements with other countries. This division has also maintained a
website21 where the
public has access to numerous reports on major Canadian labour law
issues.
Service Improvement Initiative
Support the Service Improvement Initiative target (10% improvement in
satisfaction rate) by 2005.
- The department investigated different service delivery options — such
as regional centres of expertise, regional configuration, national
workload management and national resource management — to strengthen
linkages between national service standards and strategic directions.
- A new Labour Operations governance model, which will facilitate the
development of a more strategic approach to delivery issues at the
management level has been adopted.
- The department undertook a number of initiatives, such as the
introduction of an updated and expanded analysis of collective
agreements in Canada that features new collective bargaining provisions
and a broader spectrum of collective agreements, including smaller
bargaining units (100-499 employees).
- Client accessibility issues were addressed through the electronic
dissemination of information (via the Internet, e-mail, and interactive
databases) and through the adoption of a multi-year subscription
structure; that when combined, afford its clients a greater range of
choice and flexibility in accessing information and result in more
cost-efficient methods of dissemination.
- Documentation of the work processes of the Workplace Information
Directorate was undertaken.
Key Performance Indicators
Key Performance Indicators |
Notes |
Percentage of collective bargaining disputes settled under Part I of
the Canada Labour Code without work stoppage.
Objective: 90%
Result: 91% |
More than 400 collective agreements are negotiated in the federal
jurisdiction each year. Should direct bargaining fail to resolve the
terms of a new agreement, conciliation assistance is provided by the
Minister of Labour. If no settlement is reached during conciliation, the
parties acquire the right to strike or lockout. At this time, the
Minister may provide them with mediation assistance.
During 2003-2004, Federal Mediation and Conciliation Service handled 274
disputes and achieved a settlement rate of 91% of cases handled to
finality without a work stoppage.
Amendments to the Canada Labour Code, which came into effect in
1999, were intended to give unions and employers more control over the
conciliation process. However, they have had the effect of increasing
the effort required on the part of the Federal Mediation and
Conciliation Service to achieve settlement of collective bargaining
disputes without work stoppage.
Because most Federal Mediation and Conciliation Service resources are
being devoted to meeting core legislative responsibilities for dispute
resolution, other important activities, such as preventive mediation
activities and marketing of the Labour-Management Partnerships Program,
cannot be given adequate attention. The delivery of these services has
necessarily been diminished in the past two years due to the demand on
resources needed for critical conciliation and mediation assistance. |
Percentage of unjust dismissal complaints settled by inspectors (Part III
of the Canada Labour Code)
Objective: 75%
Result: 71.4%. |
Prior to initiating the pilot project in British Columbia and
Alberta, where there is a significant volume of activity, HRSDC was
settling 62% of the First Nations´ sector complaints. While the results
to date (67%) indicate a significant improvement, more work is required.
Of note, the number of unjust dismissal complaints in all other federal
sectors has been declining over the past year. In contrast, the number
of unjust dismissal complaints related to First Nations
employers/employees has increased markedly (50%) over the past two
years. |
Percentage of Part II of the Canada Labour Code situations
of non-compliance (excluding situations of danger) voluntarily resolved
through the acceptance of Assurances of Voluntary Compliance.
Objective: 90%
Result: 98.9% |
The objective was surpassed because of the systematic follow-up of
employers' commitment to voluntarily comply with the legislation. |
STRATEGIC OUTCOME
Enhanced community capacity to contribute to the
reduction of homelessness
Description
In the 1990s, Canada was faced with a growing homelessness problem,
particularly in the country's urban centres. Homelessness is the most extreme
manifestation of poverty, social exclusion, and marginalization. It often
combines some of the most severe health, social, income and developmental
conditions individuals and families can face, and cuts across some of the most
vulnerable and at-risk populations. To combat the situation, the Government of
Canada launched the three-year National Homelessness Initiative (NHI) on
December 17, 1999.
Homelessness continues to be an important issue affecting individuals and
families in small and large communities across Canada, resulting in a wide
variety of social problems and untold hardship for individuals. It also
negatively impacts the ability of Canadians to fully participate in the labour
market and the country's ability to build a 21st century economy. In
the Speech from the Throne 2002, the Government of Canada recognized
homelessness as a national priority and extended the Supporting Communities
Partnership Initiative for three years (2003-2006) to provide communities with
the tools to plan and implement local strategies to help reduce homelessness.
The NHI is a community-based initiative, a key element of which is an
inclusive community planning process. A total of 61 communities across Canada,
representing 75% of the population, undertook an assessment of their existing
plans and have updated these plans to reflect changing needs as well as to
target sub-populations such as youth and Aboriginal peoples. Over the years, to
build in sustainability, communities have created partnerships with all levels
of government as well as the public and non-profit sectors; these partnerships
have successfully developed innovative community-based projects and leveraged
NHI funding contributions, thereby enabling communities to meet more needs for
facilities and services.
Communities have also focused on building a comprehensive continuum of
supports to help homeless people move out of the cycle of homelessness and
prevent those at risk from falling into homelessness. To facilitate this move,
communities have placed more emphasis on transitional and supportive facilities
and services designed to help them move towards self-sufficiency. All of these
efforts have led to increased community capacity in the areas of planning,
decision-making, networking, and information-sharing through transfer of
knowledge and best practices.22
Business line
Homelessness
Program Activities
- 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 Initiative23
Resources - Homelessness
Gross Spending
(millions of dollars) |
Restated 2003-2004a |
Planned Spendingb |
Authority |
Actual |
Gross Operating Expenditures |
0.0 |
22.2 |
21.7 |
Non-Statutory Grants & Contributions |
160.4 |
137.3 |
129.9 |
Total |
160.4 |
159.5 |
151.6 |
Full Time Equivalents |
0 |
241 |
241 |
a. The financial data has been restated as a result of December 12,
2003 restructure of HRDC into SDC and HRSDC. It represents the best
approximation for this Strategic Outcome as if HRSDC had been a
separate entity as of April 1, 2003.
b. Gross operating expenditures were included as part of the Grants
and Contributions in the 2003-2004 Report on Plans and Priorities.
|
Priorities and Results Achieved
Working with Communities
Conclude the final year of the National Homelessness Initiative (NHI),
launched in late 1999, which was mandated to respond to the growing problem of
homelessness by providing an immediate response in the form of shelters and
direct access to support services at the local level.
- As the original initiative concluded in March 2004, communities used
this transition period to complete capital projects, finalize contract
obligations, and report on project results. Together with their
stakeholders, communities have reviewed their assets and gaps in
consultation in order to identify future priorities for building
supportive and transitional housing and services as part of the
continuum of supports.
- The communities completed 102 projects representing a total investment
of $308 million by the NHI and partners (with over 60% of projects to
the Supporting Communities Partnership Initiative-Youth). The projects
resulted in increasing access to 317 shelters, 237 transitional housing
facilities and 72 supportive housing facilities including services for
homeless people.
- The initiative also mobilized community organizations that had never
worked together to coordinate their efforts in providing homeless
Canadians with access to the facilities, services and support they need.
The blending of perspectives and knowledge, together with huge input
from the community, resulted in the building of relationships and
solution-based alliances between non-profit, private, and public sector
stakeholders such as city staff, council members, sub-regional task
forces, and coalitions.
- Under the Surplus Federal Real Property for Homelessness Initiative, a
total of 41 real properties were transferred to communities for the
following types of projects: 35 transitional housing, 5 supportive
housing and 1 emergency shelter resulting in the creation of 214 housing
units. The National Secretariat on Homelessness coordinates this program
with the following partners: Public Works and Government Services
Canada, HRSDC, and the Canada Mortgage and Housing Corporation.
- The vast majority (98%) of the communities completed an assessment of
their 1999-2003 Community Plan. The community plan assessments were
helpful in identifying gaps and highlighting areas for strengthening
partnerships; they also provided an opportunity for communities to
explore and share best practices.
- The NHI's work within these contexts was examined in a formative
evaluation completed in 2003, which found that substantial progress had
been made in most areas of the initiative. While a few communities had
already established processes to coordinate homelessness planning, the
majority benefited from the NHI in terms of increased community capacity
and the implementation of a planned approach to addressing homelessness.
The evaluation findings also concluded that: more facilities and
services have been put in place to assist homeless populations; and new
or enhanced structures to support community capacity have been
established.24
Working with Homeless People
Continue commitments for an additional three years through the extension
of the National Homelessness Initiative (NHI): develop a broader range of
interventions to stabilize the living arrangements of homeless individuals and
families; encourage self-sufficiency where possible; prevent those at risk from
falling into homelessness; build partnerships.
- The Government of Canada determined that homelessness remains a national
priority, and in Budget 2003 announced the extension of the NHI funding
for fiscal years 2003-2004, 2004-2005 and 2005-2006. In designing the
renewed initiative, the National Secretariat on Homelessness (NSH)
sought advice and feedback from stakeholders such as community groups,
the private and voluntary sectors, and other levels of government. It
also considered the formative evaluation that recommended a more
coordinated approach among stakeholders, a greater focus on supportive
and transitional housing and services, as well as a continued need to
build community capacity.
- Building on the feedback, findings, past successes and lessons learned,
the NSH developed and implemented the national policy and operational
framework in support of its long-term strategic objectives, that is to
say:
- Develop a comprehensive continuum of supports for homeless
Canadians;
- Ensure sustainable capacity of communities to address
homelessness.
- As part of the renewal strategy, the designated communities began
shifting the emphasis to transitional and supportive services and
supports while maintaining emergency homelessness responses. To guide
this shift in focus, the NSH identified the following five new strategic
directions:
- Support communities to develop a more comprehensive range of
services at the local level;
- Build and enhance partnerships of the community platform;
- Strengthen knowledge capacity and understanding around
homelessness to aid in the development of effective solutions;
- Report on the results and impacts of the NHI and the issue of
homelessness; and
- Develop strategies to contribute to the reduction of
homelessness in Canada.
- Responding to the need for continued efforts to develop research on
homelessness, the extended NHI developed a National Research Program
based on identified research gaps. The NSH has published nine research
papers and articles to increase the dissemination of knowledge. To meet
the goals of the National Research Program, the NSH built several
partnerships with key research organizations, such as the Canadian
Institutes of Health Research, Metropolis and the Policy Research
Initiative, to name a few.25
Track and monitor the development of communities' own integrated and
comprehensive strategies to address and prevent homelessness through updated
Community Homelessness Plans for the extension of the National Homelessness
Initiative (NHI).
- In the first year of the NHI renewal, communities had to: complete their
Community Homelessness Plans; engage new and continuing partners; work
with groups delivering projects and services; and finish the wrap-up of
the original Initiative. In addition, communities approved 202 new
projects under the new focus of the renewed Initiative. Of the 202 new
projects, five emergency shelters and three transitional housing
facilities were completed by the end of fiscal year 2003-2004.26
Key Performance Indicators
Key Performance Indicators |
Notes |
Percentage of dollars expended and committed for Supporting
Communities Partnership Initiative (SCPI), SCPI-Youth and SCPI-Urban
Aboriginal Strategy against total budget of the original Initiative
Objective: 100%
Result: Achieved |
Communities in collaboration with the department were successful in
planning, developing and delivering 102 projects serving the needs of
homeless people in winding-down the original Initiative.
Communities were successful in: building partnerships (including
non-profit, federal, provincial, regional, municipal and private sector
partners) which developed innovative community-based projects; and
raising funds to leverage National Homelessness Initiative (NHI)
contributions. The ratio of total NHI investments versus leveraged
funding by partners for 2003-2004 was 1:1.6. |
Percentage of Supporting Communities Partnership Initiative-funded
communities that have submitted an updated Community Homelessness Plan
for the extended Initiative
Objective: 100%
Result: 87% |
53 of the 61 designated communities (87%) completed their community
plan update by the end of the fiscal year 2003-2004. The NSH continues
to provide communities with advice and guidance, best practices and
lessons learned and by streamlining processes to reduce the
administrative burden. To date, the NSH has received 60 of the community
plans and is confident that the one remaining plan will be received and
the submission rate will reach 100%. |
Percentage of updated community plans submitted that have
demonstrated Youth and Aboriginal participation in the community
planning process for the extended Initiative
Objective: 100%
Result for youth: 90%
Result for Aboriginal: 80% |
Although it is recognized that all stakeholders have an important
role to play, the NSH emphasized the inclusion of youth and Aboriginal
persons.
53 of 61 designated communities submitted community plan updates; these
53 communities attained 90% representation for youth and 80%
representation for Aboriginal people. The communities made great efforts
to ensure representation, but in some communities the outreach was
challenging due to the fact that they did not have large
sub-populations. In other instances, Aboriginal communities chose to
formulate their own plans (an option encouraged by the NSH), which in
many cases are now linked to the SCPI community plan. |
Ratio of capital investments targeted at Emergency Services and
Facilities versus Transitional/Supportive Services and Facilities for
homeless people for the extended Initiative
Objective: New indicator. Target to be established after first
year of data.
Result: Ratio: 1:4 |
Most communities set objectives or priorities relating to the
continuum of supports with the overall trend being towards the
development of transitional and supportive housing facilities rather
than services. Nevertheless, communities also demonstrated their plan to
invest in support services encompassing building capacity among the
homeless population via education, life skills training and employment
training, etc.
Communities also developed a sustainability plan to ensure local
capacity to address homelessness beyond the end of the Initiative. To
this end, they took the opportunity to enhance existing partnerships as
well as broaden the range.
The advancement of these activities aimed at improving stable living
conditions for those individuals most affected by homelessness. In the
course of fiscal year 2003-2004, the communities were successful in
targeting 81% of their capital investments in transitional and
supportive services and facilities compared to 19% in emergency services
and facilities. |
STRATEGIC OUTCOME
Seamless, integrated and multi-channel service
delivery that ensures client satisfaction
Description
When dealing with the government of Canada, citizens expect timeliness,
fairness, knowledge/competence, courteousness, and results. The departmental
programs must remain flexible, responsive and comprehensive and the Government
of Canada is committed to providing the highest level of citizen-centred quality
service that meets the needs and expectations of Canadians, in a multi-channel
environment.
The department is working to deliver programs and services that are easy to
access, simple to navigate and delivered by a modern, innovative public service
to support full participation in the workplace and community and that position
the department as a leader in providing programs and services its citizens need
in an affordable and sustainable way.
Business line
Policy, Program and Service Delivery Support
Program Activities
- Regional and Local Program and Service Delivery
- Regional Headquarters
- Human Resource Centres of Canada
- Strategic Policy and Planning
- Communications
Resources — Policy,
Program and Service Delivery Support
Gross Spending
(millions of dollars) |
Restated 2003-2004a |
Planned Spending |
Authority |
Actual |
Gross Operating Expenditures |
215.3 |
286.2 |
281.7 |
Non-Statutory Grants & Contributions |
125.0 |
88.3 |
86.4 |
Total Gross Expenditures |
340.3 |
374.5 |
368.1 |
EI Part II — Employment Benefits and Support Measures |
17.9 |
18.1b |
17.2 |
Total |
358.2 |
392.6 |
385.3 |
Full Time Equivalents |
1,784 |
2,680 |
2,680 |
a. The financial data has been restated as a result of December 12,
2003 restructure of HRDC into SDC and HRSDC. It represents the best
approximation for this Strategic Outcome as if HRSDC had been a
separate entity as of April 1, 2003.
b. Employment Insurance Benefits for 2003-2004 represent the Budget
2004 forecasts.
|
Priorities and Results Achieved
Service Improvement Initiative
Support the Service Improvement Initiative target (10% improvement in
satisfaction rate) by 2005.
- Service Canada
- Work began on an expansion project to add Service Canada Access
Centre services to several Human Resource Centres of Canada
(HRCC) to compensate for the strategic withdrawal of service
from 156 Canada Post sites.
- Initiated the Receiving Agent Pilot Project, a new partnership
with Passport Canada with the objective to better serve
Canadians in areas that do not have regional passport offices.
Project, training and communication plans are in place. The
first site in Brandon, Manitoba became operational on March 24,
2004. Two others, Kamloops, British Columbia and Drummondville,
Quebec were ready at the end of April 2004.
- Modernizing Services for Canadians
- Work on the Service Improvement Initiative has been incorporated
into the development of an overall Service Vision and Strategy
for the department.
- New on-line policies (privacy statements, linking policies, and
accessibility standards) have been developed and adapted by the
Treasury Board Secretariat as a model for Government of Canada
transformation. The accessibility standards that have been
developed exceed Secretariat's standards.
- A knowledge library of citizen service needs has been developed,
including summary reports and presentations on citizen research
conducted to date.
Establish service improvement planning and standards as part of the
corporate performance management system.
- Various client satisfaction surveys based on specific regional needs
were conducted in local Human Resource Centres of Canada (HRCC) using
the Common Measurements Tool.
- Information is being used at a program level to influence service
improvement initiatives.
Develop a client feedback mechanism.
- The department developed a new Internet-based application to gather and
manage client feedback.
- The Electronic Mechanism Feedback was piloted in the Charlottetown HRCC
from mid January 2003 to February 2004.
- Research was undertaken to support the development of a best practices
paper and the "next steps" toward implementation of client
feedback mechanisms for Employment Insurance, and Income Security
Programs.
- Work on client feedback mechanisms has subsequently been incorporated
into the development of an overall Service Vision and Strategy for the
department.
Client Service Charter
Implement the Client Service Charter.
- The Client Service Charter reflects the intent of the department 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 towards implementation of the Client
Service Charter has been incorporated into the development of a broader
Service Vision and Strategy for the department and is being developed
under the Modernizing Service for Canadians initiative.
Protecting the Privacy of Canadians
Phase implementation of the Privacy Management Framework.
- The department holds a great deal of information on individual Canadians
because of the many programs that are provided to them. The
enterprise-wide Privacy Management Framework is an overarching
infrastructure to manage this personal information in accordance with
privacy principles, current laws, and public concerns. Through the
review of Privacy Impact Assessments, the department addressed privacy
considerations of in new ways of delivering services and improvements to
existing ones. Work was also done to continue the departments'
enterprise-wide Databank Review Committee to review policy analysis,
research and evaluation activities requesting the use of personal
identifiers and/or the linkage of separate databanks.
Develop the departmental privacy statement and educational package for
staff.
- As part of the phased implementation of the Privacy Management
Framework, the department developed a privacy governance instrument that
formalizes accountabilities from the Deputy Ministers to individual
departmental employees. Modules that will form the basis of a privacy
education program were identified and the development of a privacy
statement to be used was pursued.
Enhance the integrity of client information by focusing on improving the
management of the Social Insurance Number (SIN) system, which includes the
following:
- Complete a baseline study for the completeness and accuracy of the
Social Insurance Register (SIR).
- Improve the means to check the validity of identity and citizenship
documents with the issuing authority.
- Improve the management and control of the 900-series SIN program
(update the SIR's list of SINs that have not been used in 5 years. These
SINs will be deactivated and an intervention will occur if they are used
to access HRDC's SIN-based programs or with the Canada Customs and
Revenue Agency.)
- Review proof-of-identity requirements for SIN applicants as well as
examine the SIN application taking process.
- Conduct an awareness campaign targeted at specific groups in the
general public.
- A new policy has been implemented for administration of the 900-series
SINs and deactivation of non-renewed 900-series SIN cards for temporary
residents.
- A strategy has been put in place to provide for regular updates of the
Social Insurance Register in order to deactivate SINs not used in the
past five years.
- 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.
- In 2003-2004, the communications plan targeted 900-series SIN holders to
ensure that appropriate messages reached the targeted population prior
to the introduction of the expiry dates that will come into force on
April 3, 2004.
Respond to recommendations made by the Standing Committee on Human
Resources Development and the Status of Persons with Disabilities and provide
regular progress reports on actions taken to implement HRDC's SIN Action Plan.
- A draft Memorandum of Understanding has been negotiated with the British
Columbia Vital Statistics Agency, and discussions are ongoing with
Ontario. As part of the Service Delivery Memorandum of Understanding
between the Canadian and Ontario governments, implementation of
SIN-at-birth is tentatively scheduled for 2004-2005.
- A draft Memorandum of Understanding has been negotiated with Citizenship
and Immigration Canada (CIC) to access citizenship data to support SIN
administration. CIC is undertaking a system re-design that is expected
to be completed in 2006. For this reason, electronic access to
citizenship data cannot be implemented until that time.
The following Key Performance Indicators relate to services administered by
Social Development Canada on behalf of HRSDC.
Key Performance Indicators
Key Performance Indicators |
Notes |
Availability of HRSDC and SDC Automated Service Channels to
Canadians
Objective: 94%
Result: 95.6% |
Measures the availability of automated Service Channels: Internet,
Interactive Voice Response and kiosk. Information and services are
provided on a 24 hours a day, seven days a week basis. This indicator
helps the departments ensure services are available to Canadians and be
able to monitor service disruptions. |
Timely Production of Payment Files in Support of all HRSDC and SDC
Payments to Canadians
Objective: 95%
Result: 99.4% |
This performance indicator assesses the timeliness of the various
payment application systems to monitor the transfer of payment files to
3rd party organizations, namely PWGSC, Canada Post, banks and lenders,
so they can deliver warrants, cheques and Direct Deposit to vendors and
the Canadian public. |
Call Centre Insurance Service Delivery Representative access within
three minutes
Objective: 95%
Results: 79% |
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 is up considerably compared to the same period last
year (79.0% compared to 71.5%).
This improvement is the result of a number of initiatives undertaken 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. |
Official Language Complaints - Service to the Public
Result for 2003-2004: 51 complaints received. 1 complaint unfounded.
Net = 50 complaints
Result for 2002-2003: 56 complaints received 6 complaints unfounded.
Net = 50 complaints |
No objectives were set, so actual results are compared to the
2002-2003 results
Official Languages: Numbers cover the period of April 1, 2003 to March
31, 2004. It is not possible to separate the data for HRSDC and Social
Development Canada for the period of December 13, 2003 to March 31,
2004. |
Integrated Strategic and Business Planning and Performance Management
Publish a five-year Strategic Plan.
- A five-year Strategic Plan for the department was prepared in 2004.
Given the organizational changes with the transition from HRDC to HRSDC,
the department has developed new plans and priorities and strategic
outcomes in support of HRSDC's mandate.
Align branch, regional and local level plans to the Strategic Plan, and
ensure that these plans are appropriately linked to executive performance
agreements.
- Strategic Priorities have been identified for HRSDC. These have been
used as the basis in preparation of the Deputy Minister and Clerk Accord
and Executive Performance Management Agreements for all departmental
executives. Performance Agreements of executives have been aligned with
the Executive Performance Management Agreements.
Ensure that overall performance measurement in the department is better
integrated and aligned to departmental strategic and business plans.
- Progress has been made in establishing a departmental performance
measurement framework. This new performance measurement framework aligns
with HRSDC's strategic outcomes, policies and programs, and has been
integrated into the overall planning process.
- The department will begin to use the new framework in the coming year;
the department continues to improve, refine and strengthen the
performance measurement regime, which will include the development of
new performance indicators.
Implement a comprehensive approach to risk management and mitigation.
- HRDC identified corporate risks as part of the corporate business
planning process that was published in HRDC's annual Business Plan.
- HRSDC has since undertaken a review of risks for the 2004-2005 planning
process as part of the department's new mandate.
Shared Corporate Services Provided to HRSDC by Social Development Canada
As of December 12, 2003, Social Development Canada's Human Resources,
Financial and Administrative Services, Systems, and Legal Services provide
corporate services to both Social Development Canada and HRSDC. For this reason,
accomplishments against plans and priorities can be found in Social Development
Canada's Departmental Performance Report available on the Treasury Board
Secretariat website.27
Key Performance Indicators related to shared corporate services are presented
in the following chart. Further information is available in Social Development
Canada's Departmental Performance Report. It should be noted that the data
combines both departments' results which are not yet available separately.
Key Performance Indicators
Key Performance Indicators |
Notes |
Diversity |
Visible Minority Representation
Objective: 7.1%a
Result: 8.1%b,c |
a Targets were established as per 1996
National Workforce Availability Estimates for HRDC in 2003-2004. These
targets will be revised by the Treasury Board Secretariat to reflect the
new 2001 Census data on workforce availability for Social Development
Canada and HRSDC.
b Representation levels provided by the Treasury Board
Secretariat/Public Service Human Resources Management Agency of Canada
on August 16, 2004 - and cover the period from April 1, 2003 to
March 31, 2004. Separate data for HRSDC and Social Development Canada
post December 12, 2003, are unavailable due to data and
systems constraints.
c Data Includes: All indeterminate, terms over 3 months and
seasonal workers; Substantive positions only; excludes persons on leave
without pay and students. |
Aboriginal Representation
Objective: 1.6%a
Result: 3.6%b,c |
Persons with Disabilities Representation
Objective: 4.0%a
Result: 8.0%b,c |
Women Representation
Objective: 57.5%a
Result: 70%b,c |
Official Languages
Official Language Complaints - Language of Work
Result for 2003-2004: 6 complaints received. Net = 6 complaints
Result for 2002-2003: 8 complaints received. 1 complaint unfounded. Net =
7 complaints |
No objectives were set, so actual results are compared to the
2002-2003 results.
Official Languages: Numbers cover the period of April 1, 2003 to March
31, 2004. It is not possible to separate the data for HRSDC and Social
Development Canada for the period of December 13, 2003 to March 31,
2004. |
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