Horizontal Initiative - September 2006

Name of Horizontal Initiative:
Aboriginal Human Resources Development Strategy (AHRDS)

Name of Lead Department(s):
Human Resources and Social Development (HRSDC)

Start Date: 1999

End Date: 2009

Total Federal Funding Allocation:
On going

Description of the Horizontal Initiative:

The Aboriginal Human Resources Development Strategy (AHRDS) was originally approved in 1999 for a five-year period with $1.6B committed for labour market and skills development. In the Fall of 2003, AHRDS was approved for another five years (2004-09). The AHRDS is a pan-Aboriginal human resources and skills development strategy that provides support to Aboriginal organizations (80 Human Resources Development Agreement holders to date), to design and deliver :

• labour market development programs to assist Aboriginal people, including Aboriginal persons with disabilities, prepare for, obtain, and maintain meaningful and sustainable employment;
• special programs to assist Aboriginal youth make successful transitions from school to work or to support their return to school; and
• child care programs.

As part of a broader Aboriginal agenda, the AHRDS will assist to improve Aboriginal people's skills, facilitate their participation in the labour market, and, thus, close the gap in employment outcomes between Aboriginal and non-Aboriginal people.

Shared Outcome(s):

• Assist Aboriginal clients to prepare for, obtain and maintain employment, thereby resulting in Employment Insurance and Social Assistance unpaid benefits.
• Assist Aboriginal youth to prepare for, obtain and maintain employment and to make a successful transition into the labour market, thereby resulting in increased employment.
• Assist Aboriginal persons with disabilities to prepare for, obtain and maintain employment.
• Increase the supply of quality child care services in First Nations and Inuit communities, thereby raising the availability of distinct and diverse services in these communities to a level comparable to that of the general population.

Governance Structure(s):

• AHRDS agreements are managed by Service Canada
• The governance structure is being reviewed as part of the renewal process and will be reported in the Departmental Performance Report.
• Another component of the AHRDS is the Aboriginal Human Resources Development Council, launched in January 1998, to enable Aboriginal organizations to build a broad network with leaders of the federal and provincial government and the private sector. Private-sector leadership is at the core of the Council and leaders from key economic sectors work in partnership as champions of the Council and its issues.

$ million

Federal Partners Involved in Each Program

Names of Programs

Total Allocation

Planned Spending for 2006-2007

Expected Results for 2006-2007

1. HRSD

Total : On going

$361.3M ^a

• Number of Aboriginal clients served: 50,000
• Total interventions: 60,000
• Number of Aboriginal clients employed following intervention: 20,000
• Employment Insurance unpaid benefits: $17M
• Social assistance unpaid benefits: $8M
• Number of Aboriginal Youth employed following an intervention: 6,000
• Number of Aboriginal Youth who returned to school following an intervention: 2,000
• Child care spaces created and supported: 7,500
• Urban Aboriginal clients served: 7,500
• Number of Urban Aboriginal clients who returned to work following an intervention: 2,500
• Number of Urban Aboriginal clients who returned to school following an intervention: 1000
• Number of Aboriginal clients with disabilities served: 1,400
• Number of Aboriginal clients with disabilities employed following an intervention: 350

Total
On going

Total
$361.3M

Results to be Achieved by Non-federal Partners (if applicable):

There will be 80 Agreements with Aboriginal organizations across Canada. The expected results above are an aggregate total of the results to be achieved by the 80 agreement holders for 2006-2007.

Contact Information:

Keith Conn
Director General,
Aboriginal Affairs,
Employment Programs
Policy and Design

Approved by:

Karen Jackson,
Assistant Deputy Minister
Employment Programs Policy and Design

Date Approved:

September 26, 2006

a. The planned spending figures reflect Consolidated Revnue Fund (CRF) and Employment-Insurance Act Part II. There is an estimated $14.2M in planned spending for operating resources related to AHRDS.

Name of Horizontal Initiative:
Aboriginal Skills and Employment Partnership Program

Name of Lead Department(s):
Human Resources and Social Development Canada (HRSDC)

Start Date: 2003

End Date: 2008

Total Federal Funding Allocation:
$85 Million

Description of the Horizontal Initiative:

The Aboriginal Skills and Employment Partnership (ASEP) program is a five year initiative with a total funding allocation of $85 million. It is targeted at developing the skills of Canada's Aboriginal workforce, promoting maximum employment for Aboriginal people on major economic developments across Canada and providing lasting benefits for Aboriginal communities, families and individuals. The entire initiative is geared to providing Aboriginal people with the skills needed to participate in economic opportunities such as northern mining, oil and gas, and hydro development projects across Canada.

A key feature of the ASEP program is that a partnership must be established that includes significant funding contribution from the private sector, the provincial or territorial government as well as a commitment from all of the local Aboriginal communities. The partnership must also develop a comprehensive Aboriginal human resources training-to-employment plan for the large scale economic development project that will cover a broad continuum ranging from basic skills, literacy and academic upgrading, through job-specific training and apprenticeships to retention counselling and other on-the-job supports. The plan must have a commitment from the major employer to provide at least 50 long-term, sustainable jobs for Aboriginal people.

There will be a number of major projects under development over the next decade as oil and gas, mining, forestry and hydro-electric projects are launched or expanded across Canada. There will be a wide range of employment opportunities, including the skilled trades and opportunities in secondary and service industries which offer good potential for sustainable employment. Training needs will be high, as many jobs now require higher education and computer skills. Within its currently funding capacity, ASEP is supporting nine such projects.

Shared Outcome(s):

Long term sustainable employment for Aboriginal people on major economic developments, thereby resulting in increased employment and savings to income support programs.

Governance Structure(s):

• ASEP is a national, centrally managed project with support from Service Canada. It promotes the maximum employment of Aboriginal people through a collaborative approach.
• The implementation of the ASEP projects involve close collaboration with regional Service Canada officials and requires involvement of other federal departments, provincial governments, Aboriginal groups and the private sector.
• ASEP proponents receive direct support through a contribution agreement and HRSDC negotiates a multi-year contribution agreement based on a human resources development plan. ASEP proponents are responsible for interim and final financial and performance reports.

$ million

Federal Partners Involved in Each Program

Names of Programs

Total Allocation

Planned Spending for 2006-2007

Expected Results for 2006-2007

1. HRSDC

a. ASEP

$85 million
(program and operating)

$25.3 million^a (program and operating)

• 1,750 Aboriginal clients served
• 1,000 interventions completed
• 340 clients returned to employment following ASEP intervention
• $5,000,000 in savings to Social Assistance

Total
$85M

Total
$25.3 M

^a A request for re-profile of $5,263k from fiscal year 2005-2006 to 2006-2007 was approved.

Results to be achieved by Non-federal Partners ( if applicable):

Contact Information:

Keith Conn, DG
Aboriginal Affairs Directorate
Employment Programs Policy and Design
956-8860

Approved by:

Karen Jackson
Assistant Deputy Minister
Employment Programs Policy and Design
997-8551

Date Approved:

September 26, 2006

Horizontal Initiative:
Canada Student Loans Program

Lead Department(s):
Human Resources and Social Development Canada(HRSDC)

Start Date: 1964

End Date: ongoing

Total Federal Funding Allocated: ongoing

Description:

The February 2004 Speech from the Throne and the 2004 and 2005 Federal Budgets outlined the Government of Canada's commitment to ensuring access to post-secondary education by modernizing the Canada Student Loans Program (CSLP). The Government set out a balanced package of improvements to loans and grants, ensuring that student financial assistance evolves to meet the changing needs of learners and society.

The purpose of the CSLP is to promote accessibility to post-secondary education for individuals with demonstrated financial need by lowering financial barriers through the provision of loans and grants and to ensure Canadians have an opportunity to develop the knowledge and skills to participate in the workplace and community. Since 1964, the CSLP has assisted millions of students in their pursuit of post-secondary education.

In August of 2000, CSLP shifted from the risk-shared financing arrangements that had been in place with financial institutions between 1995 and 2000 to a direct student loan financing regime. This meant that the Program had to redesign the delivery mechanism in order to directly finance student loans. In the new arrangement, the Government of Canada provides the necessary funding to students and currently two service providers have contracts to administer the loans.

For 2006-2007, it is estimated that approximately 455,000 full-time and part-time students will be assisted in accessing learning opportunities through student loans, study and access grants and non-repayable in-study interest subsidies. The amount of total financial support is expected to reach $2.2 billion. Of that amount, more than $1.9 billion will be disbursed as Canada Student Loans to approximately 355,000 students and approximately $120 million will be granted in non-repayable Canada Study Grants (CSG) and Canada Access Grants (CAG) to over 80,000 of those same students. The remaining amount (about $173 million) will be spent on in-study interest subsidies for all of the above plus approximately 100,000 previous additional borrowers remaining in study.

Information for the public on saving, planning and paying for post-secondary studies and specific information for CSLP clients (including information on learning opportunity selection, financial planning, and how to apply for, maintain and repay student loans) can be accessed at: www.canlearn.ca.

Shared Outcome(s):

The shared outcomes for the Canada Student Loans Program are to:

• Lower financial barriers to students with a demonstrated financial need through the provision of loans and grants;
• Provide financial assistance to eligible Canadians to pursue post-secondary educational opportunities;
• Ensure a more manageable debt burden for borrowers; and
• Maintain the Government's commitment to accessible post-secondary education.

Governance Structure(s):

Through the Canada Student Loans Program, the Government of Canada develops policies regarding needs assessment, eligibility criteria, in-study account management, loan repayment and debt management, provides information on post-secondary education, and lends money to post-secondary students to finance their studies. In addition, it coordinates the delivery of the Direct Loan Program while managing both the Risk-Shared and Guaranteed Loan portfolios.

The Government of Canada has entered into Integration Agreements with four provinces in order to create a "one-student-one-loan’ service approach.

The administration of the current Program is the product of a co-operative effort between Human Resources and Social Development Canada (HRSDC), Service Canada, Canada Revenue Agency (CRA), participating provinces and the Yukon Territory, two Service Providers and Public Works and Government Services Canada (PWGSC). These agents are responsible for conducting one or more activities during the loan lifecycle. Program documents and communications tools are typically prepared with the input and approval of both federal and participating provincial and territorial governments. Quebec, the Northwest Territories and Nunavut do not participate in the CSLP. These jurisdictions receive an alternative payment to assist in the cost of delivering a similar student financial assistance program.

Effective management of relations with third-party agents is the primary responsibility of the CSLP. Other Program activities include client relations and comptrollership. The front end of the Program is delivered by provincial student assistance offices, which also administer provincial aid.

The participating provinces and the Yukon Territory:

• determine individual eligibility based on federal criteria;
• assess students' financial needs based on federal criteria;
• issue loan certificates;
• administer and deliver CAGs and CSGs; and
• designate educational institutions that students may attend with CSLP assistance.

Service Providers assume responsibility for maintaining the loans when the loan agreement is signed. Service Providers' responsibilities include:

• verifying loan agreements;
• managing the in-study interest-free period;
• negotiating and handling loan repayment; and
• debt management.

PWGSC is responsible for disbursing loans. CRA Non-Tax Collection Services is the agent responsible for debt collection. Delinquent guaranteed and risk-shared loans become debts to the Crown when the Government of Canada buys back the debt from financial institutions. CRA Non-Tax Collection Directorate becomes responsible for directly financed loans after the Service Provider has attempted collection of a set period of time and the borrower has either not been located or is unwilling to repay. These activities may also be conducted by private collection agencies under contract to CRA. These private collection agencies must abide by CRA collection guidelines when carrying out the recovery of Crown debts.

Federal Partners Involved in each program

Names of Programs

Total Allocation (Actuals for 2005-2006)

Planned Spending for 2006-2007^c

Expected Results for 2006-2007

HRSDC
PWGSC
CRA

N/A

Final Operating Results $693.7 M

Loans disbursed under the Canada Student Financial Assistance Act $1.9B

$648.7 M

Loans disbursed under the Canada Student Financial Assistance Act $1.9B

• Estimated number of Canadians to benefit from the Canada Student Loans Program (includes loans, grants and non-repayable in-study interest subsidies): 455,000^a
• Estimated number of Canadians to benefit from Canada Study Grants and Canada Access Grants: 80,000^b

Results to be achieved by Non-Federal Partners (if applicable): N/A

Contact:

Trudy Albert,
Program Analyst,
Program Integrity and Accountability,
Canada Student Loans Program
(819) 956-6679

Approved by:

Rosaline Frith
Director General
Canada Student Loans Program
(819) 994-2377

Date Approved:

Name of Horizontal Initiative:
Early Childhood Development (ECD) Agreement

Name of Lead Department(s):
Human Resources and Social Development Canada (HRSDC)

Start Date:
September 2000 with funding beginning April 2001

End Date:
Ongoing

Total Federal Funding Allocation:
500 million/year

Description of the Horizontal Initiative:

September 2000, Federal/Provincial/Territorial Early Childhood Development (ECD) Agreement. To improve and expand early childhood development supports for young children (prenatal to age 6) and for their parents. The specific objectives are:

• to promote early childhood development so that, to their fullest potential, children will be physically and emotionally healthy, safe and secure, ready to learn and socially engaged and responsible; and
• to help children reach their potential and to help families support their children within strong communities.

The Government of Quebec supports the general principles expressed in the Early Childhood Development Initiative but did not participate in developing the Initiative because it wants to retain sole responsibility for social matters. However, it receives its share of funding granted by the Government of Canada and makes significant investments in programs and services that benefit families and children.

Information about the Agreement, including the text of the First Ministers' communiqué on ECD, is available on the federal, provincial and territorial web portal on early childhood development and early learning and child care at www.ecd-elcc.ca.

Shared Outcome(s):

The objectives of the initiative, as outlined in the ECD Agreement are:

• to promote early childhood development so that, to their fullest potential, children will be physically and emotionally healthy, safe and secure, ready to learn, and socially engaged and responsible; and
• to help children reach their potential and to help families support their children within strong communities.

Governance Structure(s):

In the ECD Agreement, First Ministers recognized that provinces and territories have the primary responsibility for early childhood development programs and services.

Federal/Provincial/Territorial (F/P/T) Ministers Responsible for Social Services and Ministers of Health are responsible for implementation of the commitments in the Agreement. Implementation has been tasked to an ECD Working Group comprised of officials from all jurisdictions (including Quebec, which participates as an observer). The Working Group includes representation from both the Health and Social Services sectors, and reports to Deputy Ministers Responsible for Social Services and Deputy Ministers of Health (represented by the Public Health Agency of Canada and the lead province on early childhood development). The Working Group is jointly chaired by HRSDC and Saskatchewan.

Results to be Achieved by Non-federal Partners (if applicable):

Provincial and territorial governments are investing the funds transferred to them by the Government of Canada in any or all of the following four areas of action outlined in the ECD Agreement:

• promoting healthy pregnancy, birth and infancy;
• improving parenting and family supports;
• strengthening early childhood development, learning and care, and;
• strengthening community supports.

All participating F/P/T governments have committed to three reporting requirements:

• Each government released a first report on ECD programs and expenditures for the 2000-2001 fiscal year, providing a baseline against which new investments can be tracked.
• In fall 2002, governments began annual reporting, using a shared framework with comparable program indicators, to track progress in improving and expanding early childhood development programs and services within the four areas for action.
• In fall 2002, governments began regular reporting on children's well-being, using a common set of outcome indicators.

Within the Government of Canada, responsibility for implementation of the commitments outlined in the ECD Agreement is shared jointly between Human Resources and Social Development Canada and the Public Health Agency of Canada.

Contact Information:

Lorri Biesenthal
Acting Director
Child and Youth Policy Division

Approved by:

Deborah Tunis
A/Assistant Deputy Minister
Strategic Policy -
Children and Families

Date Approved:

September 26, 2006

Horizontal Initiative:
Foreign Credential Recognition Program

Lead Department(s):
Human Resources and Social Development Canada (HRSDC)

Start Date: 2003-2004

End Date: 2008-2009 and ongoing

Total Federal Funding Allocation:
$59.2 million over 6 years and $6.9 million ongoing

Description:

The Foreign Credential Recognition (FCR) Program provides financial and strategic support to provincial and territorial partners and stakeholders, including Sector Councils, regulatory bodies, immigrant serving organizations and post secondary educational institutions, to develop a pan-Canadian approach to assessing and recognizing foreign credentials within targeted occupations and sectors of the economy to facilitate entry into, and mobility within, the Canadian labour market.

The FCR Program supports the research and project-based activities of partners and stakeholders to develop tools and processes to assess and recognize foreign credentials in targeted occupations and sectors. The goal of the Program is to deliver on its mandate of improving the labour market outcomes of internationally trained workers in targeted occupations and sectors.

Shared Outcome(s):

As the actual implementation of FCR rests with partners and stakeholders, the program primarily plays a support role in the development of tools and processes to assess and recognize foreign credentials. Efforts focus on achieving the following short-, medium- and long-term outcomes in support of the program's overarching ultimate objective.

In the short term, the program will work in partnership to:

• increase the understanding, consensus and commitment on issues and potential solutions related to FCR;
• increase the knowledge of what works in developing a pan-Canadian process for FCR;
• identify sectors and occupations facing current and emerging critical shortages that could be addressed by interventions from the program; and
• enhance national coordination of partnership activities with regards to FCR.

In the medium and long term, the program will work in partnership to:

• increase the awareness, availability and use of tools and processes for employers and regulators to assess and recognize foreign credentials;
• standardize pan-Canadian FCR processes in targeted occupations and sectors;
• improve the ability of sectors, employers and regulators to assess and recognize internationally trained workers; and
• reduce the barriers to entering the labour market for internationally trained workers.

The program will work with partners and stakeholders to achieve these short-, medium- and long-term outcomes to meet its ultimate objective of improving labour market outcomes in targeted occupations and sectors of internationally trained workers.

Governance Structure(s):

FCR is an area of shared jurisdiction with provinces and territories. In turn, provinces and territories have delegated this responsibility to over 400 regulatory bodies. This means some FCR Program outcomes are linked directly to the operations of its partners and explains why the accountability for achieving these outcomes is a shared responsibility.

Federally, a committee of senior officials from 15 departments meet regularly to ensure policy and program coherence to improve the labour market outcomes of internationally trained workers. This committee is co-chaired by Human Resources and Social Development Canada and Citizenship and Immigration Canada.

Federal Partners Involved in Each Program

Names of Programs

Total Allocation

Planned Spending for 2006-2007

Expected Results for 2006-2007

1. HRSDC

a. Foreign Credential Recognition

$59.8M over six (6) years

$15.7M

Further developing and strengthening the Foreign Credential Recognition program

Results to be Achieved by Non-federal Partners (if applicable): N/A

Contact Information:

Corinne Prince-St. Amand
Director General
Immigrants and Foreign Workers
(819) 997-9217

Approved by:

Karen Jackson
Assistant Deputy Minister
Workplace Skills Branch
(819) 997-9236

Date Approved:

September 26, 2006

Horizontal Initiative:
Labour Market Development Agreements

Lead Department(s):
Human Resources and Social Development Canada (HRSDC)

Start Date:
First provincial agreement was signed in December 1996

End Date:
Ongoing

Total Federal Funding Allocation:
$1.95 billion per year

Description:

Labour Market Development Agreements (LMDAs) are designed to assist unemployed Canadians prepare for, find and maintain employment.  These agreements seek to achieve labour market program objectives such as improving client labour market outcomes, ensuring better coordination of federal/provincial programs to reduce duplication, and to more effectively meet the needs of regional and local labour markets.

Pursuant to sections 57 and 63 of the Employment Insurance (EI) Act, LMDAs have been signed with all of the provinces/territories, in the form of either a co-managed or transfer agreement. A transfer agreement was signed with Ontario in November 2005. It will come into effect on January 1^st, 2007. LMDAs are indeterminate agreements and are not subject to renewal, however, each agreement contains certain provisions for either party to give notice of termination. Part II of the EI Act requires the federal government to "work in concert" with provinces and territories in designing, implementing and evaluating Employment Benefits and Support Measures (EBSMs). EBSMs reduce dependency on insurance benefits and social assistance by helping individuals obtain and maintain employment. For further information on EBSM spending, please refer to the Monitoring and Assessment Report (MAR) at the following URL: http://www.hrsdc.gc.ca/en/ei/reports/eimar_2005.shtml

The Employment Insurance Commission is mandated in section 3(1) of the Employment Insurance Act to provide the Minister responsible for the Employment Insurance (EI) program with an annual report on the usage, impact and effectiveness of the program.  The 2005 EI Monitoring and Assessment Report continues an annual examination of EI from the perspective of the economy, communities and individual workers. The report examines the use of the program, the program’s impacts and effectiveness, the use of active re-employment measures, and the interaction between EI and the workplace for the fiscal year April 1, 2004 to March 31, 2005.

The Employment Benefits and similar provincial-territorial programs delivered under the LMDAs help unemployed EI insured Canadians gain work experience, improve job skills or start new businesses, as well as encourage employers to provide opportunities for work experience. The first of four employment benefits is the Skills Development (SD) benefit which provides financial assistance to help eligible individuals pay for the cost of skills training and related expenses, while they are enrolled in a training program. The second is the Self-Employment (SE) benefit which provides eligible individuals with financial support and assistance in business planning while they begin to establish and operate their businesses. Thirdly, the Job Creation Partnerships (JCP) benefit provides eligible individuals with opportunities to gain valuable work experience on projects developed in conjunction with industry, other levels of government, and/or community groups. Finally, Targeted Wage Subsidies (TWS) helps eligible individuals who are experiencing difficulty accessing employment due to employment barriers. Employers receive a temporary wage subsidy as an incentive to hire individuals they would not normally hire in the absence of a subsidy.

The Support Measures and similar provincial-territorial programs delivered under the LMDAs, provide funding to organizations, businesses and communities for three types of activities: The first measure, Employment Assistance Services (EAS) helps unemployed individuals prepare for, obtain and maintain employment by providing them with services such as counselling, job search techniques, action planning, job placement, and labour market information. The second support measure is Labour Market Partnerships (LMP) which provides funding to assist employers, employee and/or employer associations and communities, to improve their capacity to deal with human resource requirements and to implement labour force adjustments. Finally, Research and Innovation (R&I) helps support experimental activities which identify improved methods of helping Canadians prepare for and maintain employment, as well as be productive participants in the labour force.

Summative evaluations of EBSMs, which are aimed at providing information on the impact of active measures in helping participants prepare for, obtain and maintain employment, are currently underway in several jurisdictions. Final results from the British Columbia, Quebec Alberta, Ontario, Nunavut and Newfoundland and Labrador summative evaluations are discussed in the 2005 Monitoring and Assessment Report. This report has been tabled in Parliament and is available from the above link to the MAR website. Other summative evaluations are currently underway and where available, findings will be presented in the 2006 Monitoring and Assessment Report.

Shared Outcome(s):

The shared outcomes of partners are to help unemployed EI insured Canadians gain work experience, improve job skills or start new businesses, and to provide funding to organizations, businesses and communities that provide employment services to unemployed Canadians.

Three measurement indicators will be used to assess the performance of these programs:

1. EI Clients Served:

Represents active claimants and former Quebec claimants.

2. Returns to Work:

Represents those insured participants (active and former Part I claimants) who have been referred to and participated in an EI Act Part II activity and who have subsequently returned to employment.

3. Unpaid Benefits:

Measures the difference between the individual's entitlement to regular EI Act Part I benefits and the actual benefits paid out as the result of EI Active claimants who have been referred and participated in an EI Act Part II activity and who have returned to employment before exhausting their employment insurance entitlement.

Governance Structure(s):

• Under the co-managed arrangement, HRSDC and the respective province/territory share responsibility for the design of labour market development programs and services, while HRSDC (through Service Canada) continues to be responsible for the management and delivery of the EBSMs through its network of local offices. Each provincial/territorial government of co-managed agreements has assumed joint responsibility for the planning and evaluation of active employment measures through a Joint Management Committee, and Joint Evaluation Committee.
• Under transfer agreements, the delivery of similar benefits and measures is the responsibility of the respective province/territory.
• A formula based on socio-economic indicators allocates EI funds to co-managed regions and Ontario for EBSMs, and to transfer provinces/territories for similar benefits and measures.
• Under the agreements with transfer provinces/territories, the Government of Canada also provides an annual contribution towards the administration costs incurred by the province or territory.
• Joint Management Committees, and/or Joint Implementation Committees are used by various regions and provinces, while all save Quebec have Joint Evaluation Committees. In Quebec, the province conducts the evaluations.
• Provinces/Territories and the Government of Canada agree on the importance of ensuring that the public be notified of their respective roles, and particularly the financial contribution of the Government of Canada and the responsibility of the provinces/territories with regard to active employment measures under these Agreements.
• HRSDC remains responsible for the implementation of activities under its employment benefits and support measures that are pan-Canadian in scope and not covered by LMDAs, such as activities in support of inter-provincial labour mobility and national sectoral partnerships, but will consult with provinces/territories regarding the implementation of these activities that impact the citizens of the provinces/territory.
• HRSDC may also intervene in response to economic crises using funding that is incremental to funding commitments that have been made within the context of the Labour Market Development Agreement.
• HRSDC retains responsibility for EI benefits under EI Act Part I (passive support).

Federal Partners Involved in each Program

Names of Programs

Total Allocation

Planned Spending for 2006-2007^a

Expected Results for 2006-2007^a

HRSDC

Co-Managed LMDAs and Ontario

HRSDC and co-managed provinces and territories (NL, PEI, NS, BC, and YK) share responsibility for the design of labour market development programs and services. HRSDC, through Service Canada continues to be responsible for the management and delivery of the EBSMs through its network of local offices.

In the case of Ontario where there was until recently no signed agreement, HRSDC is responsible for the design of programs, while HRSDC, through Service Canada is responsible for program  management and delivery). Ontario will assume responsibility for design, management and delivery under the terms of the Canada-Ontario LMDA which will come into effect in January 2007.

EBSMs

• Skills Development
• Self-Employment
• Job Creation Partnerships
• Targeted Wage Subsidies
• Employment Assistance Services
• Labour Market Partnerships
• Research and Innovation

$1,060.8M

(NB: the allocation noted above includes the portion allocated for Ontario - $526.7M - this will be split in the next RPP to reflect the coming into force of the transfer LMDA on January 1^st, 2007. The specific quanta remain to be determined)

$1,060.8M

EI Clients Served
It is expected that these investments will assist 212,400 active claimants.

Returns to Work
It is anticipated that 117,850 EI clients (active and former) will become employed or self-employed.

Unpaid EI Act Part I benefits
The return to work of the active claimants before the end of their benefit period will result in $484.0M in unpaid EI Act Part I benefits.

Total $1,060.8M

Total $1,060.8

Results to be achieved by Non-Federal Partners (if applicable):

Provincial / territorial governments - Transfer LMDA

Under transfer agreements, the delivery of similar EBSM programs is the responsibility of the devolved provinces and territories (NB, QC, MB, SK, AL, NWT, and NU).

Total Allocation

Planned Spending
for 2006-2007

Expected Results
for 2006-2007

Transfer LMDAs

$889.2 million

(see note regarding Ontario allocation, above: the allocation noted in this column does not include Ontario’s allocation)

$889.2 million

EI Clients Served
It is expected that these investments will assist 210,000 active claimants and former Quebec claimants.

Returns to Work
It is anticipated that 107,925 EI clients (active and former) will become employed or self employed.

Unpaid EI Act Part I benefits
The return to work of the active claimants before the end of their benefit period will result in $429.6M in unpaid EI Act Part I benefits.

Contact:

John Atherton
Director General
Labour Market and Official Language Minority Communities
Employment Programs Policy & Design

Approved by:

Karen Jackson
Assistant Deputy Minister
Employment Programs Policy & Design

Date Approved:
September 26, 2006

^a Above Planned Spending and Expected Results exclude Pan-Canadian activities as these are not delivered through LMDAs.

Name of Horizontal Initiative:
Multilateral Framework on Early Learning and Child Care

Name of Lead Department(s):
Human Resources and Social Development Canada (HRSDC)

Start Date:
March 2003

End Date:
Ongoing

Total Federal Funding Allocation:
$300 million in 2006-2007

Description of the Horizontal Initiative:

In March 2003, Federal/ Provincial/Territorial Ministers Responsible for Social Services, reached agreement on a framework for improving access to affordable, quality, provincially and territorially regulated early learning and child care programs and services. Under the Multilateral Framework, the Government of Canada is providing $1.05 billion over five years through the CST to support provincial and territorial government investments in early learning and child care. This initiative complements the September 2000 ECD Agreement.

The objective of this initiative is to further promote early childhood development and support the participation of parents in employment or training by improving access to affordable, quality early learning and child care programs and services.

Early learning and child care programs and services funded through this initiative will primarily provide direct care and early learning for children in settings such as child care centres, family child care homes, preschools, and nursery schools. Types of investments can include capital and operating funding, fee subsidies, wage enhancements, training, professional development and support, quality assurance, and parent information and referral. Programs and services that are part of the formal school system are not included in this initiative.

Governments also committed to transparent public reporting that will give Canadians a clear idea of the progress being made in improving access to affordable, quality early learning and child care programs and services, beginning with a baseline report in November 2003.

Information about the initiative, including the text of the Multilateral Framework on Early Learning and Child Care, is available on the federal, provincial and territorial Web portal on early childhood development and early learning and child care at www.ecd-elcc.ca.

Shared Outcome(s):

The objectives of the initiative, as outlined in the Multilateral Framework on Early Learning and Child Care are:

• to promote early childhood development; and
• to support the participation of parents in employment or training by improving access to affordable, quality early learning and child care programs and services.

Governance Structure(s):

The Multilateral Framework for Early Learning and Child Care recognizes that provinces and territories have the primary responsibility for early learning and child care programs and services.

Implementation of the commitments outlined in the Multilateral Framework has been tasked to a Working Group comprised of officials from all jurisdictions (including Québec, which participates as an observer). This Working Group reports to Deputy Ministers Responsible for Social Services, and is jointly chaired by Human Resources and Social Development Canada and Saskatchewan.

Results to be Achieved by Non-federal Partners (if applicable):

Provincial and territorial governments have agreed to invest the funding provided in regulated early learning and child care programs for children under the age of six. Early learning and child care programs and services funded through this initiative will primarily provide direct care and early learning for children in settings such as child care centres, family child care homes, preschools, and nursery schools. Investments can include capital and operating funding, fee subsidies, wage enhancements, training, professional development and support, quality assurance, and parent information and referral. Programs and services that are part of the formal school system are not included in this initiative.

Governments also committed to transparent public reporting that will give Canadians a clear idea of the progress being made in improving access to affordable, quality early learning and child care programs and services, beginning with a baseline report in November 2003 and annual reporting in November 2004.

The Government of Quebec supports the general principles expressed in the Early Learning and Child Care Initiative but did not participate in developing the Initiative because it wants to retain sole responsibility for social matters. However, it receives its share of funding granted by the Government of Canada and makes significant investments in programs and services that benefit families and children

Contact Information:

Barbara Moran
Acting Director
Child and Youth Policy Division

Approved by:

Deborah Tunis
A/Assistant Deputy Minister
Strategic Policy - Children and Families

Date Approved:

September 26, 2006

Horizontal Initiative:
National Child Benefit

Name of Lead Department(s):
Human Resources and Social Development Canada (HRSDC)

Start Date:
1998

End Date:
Ongoing

Total Federal Funding Allocation:
Statutory

Horizontal Initiative:

The Government of Canada is committed to helping to ensure that children in low-income families are supported in achieving their full potential. The National Child Benefit contributes to a larger federal/provincial/territorial (F/P/T) strategy, the National Children's Agenda, designed to help Canadian children.

Through the National Child Benefit, the Government of Canada is working in partnership with provincial and territorial governments* to provide income support, as well as benefits and services, for low-income families with children. The initiative also includes a First Nations component.

* The Government of Quebec has stated that it agrees with the basic principles of the National Child Benefit. Quebec chose not to participate in the initiative because it wanted to assume control over income support for children in Quebec; however, it has adopted a similar approach to the National Child Benefit. Throughout this document, references to joint F/P/T positions do not include Quebec.

Shared Outcome(s):

The National Child Benefit initiative has three goals:

• Help prevent and reduce the depth of child poverty;
• Promote attachment to the labour market by ensuring that families will always be better off as a result of working; and
• Reduce overlap and duplication by harmonizing program objectives and benefits and simplifying administration.

F/P/T Ministers Responsible for Social Services are committed to focusing on program outcomes as the primary goal of public reporting. Program monitoring, evaluation and reporting are essential to ensuring government accountability for the funds invested in the National Child Benefit and to determining whether the initiative's objectives are being achieved.

Annual National Child Benefit Progress Reports include information on the level of spending by all jurisdictions. There is a data collection process to which all participating jurisdictions contribute in order to present comparable information by jurisdiction on National Child Benefit initiatives. The data submitted by each jurisdiction is reviewed jointly to ensure consistency in reporting. To obtain the most recent Progress Report or for further information, please visit the F/P/T National Child Benefit website: www.nationalchildbenefit.ca.

Federal Spending:

The Government of Canada contributes to the National Child Benefit initiative through a supplement to its Canada Child Tax Benefit. In addition to the base benefit of the Canada Child Tax Benefit, which is targeted to both low- and middle-income families, the NCB Supplement provides extra income support to low-income families with children. Federal spending on the Canada Child Tax Benefit is tracked by the Canada Revenue Agency, which is responsible for the delivery of the NCB Supplement.

The federal government provided $2.9 billion through the NCB Supplement in 2004-05. By 2007-2008, total annual federal support delivered through the Canada Child Tax Benefit system, including the NCB Supplement, is projected to reach $9.5 billion, including a projected $3.7 billion through the NCB Supplement.

Provincial/Territorial and First Nations Spending:

Under the National Child Benefit, provinces, territories and First Nations provide benefits and services that further the goals of the initiative. The National Child Benefit Progress Report: 2004, reports that in 2003-2004, provinces, territories and First Nations reinvested about $697 million in available social assistance savings plus another $183 million in additional funds into benefits and services for low-income families with children. This includes First Nations reinvestments in programs and services which are estimated to be $53.2 million in 2003-2004.

Indicators and Impacts:

The National Child Benefit Progress Report: 2004 includes an analysis of both societal level indicators, which measure areas such as low income and labour force attachment and do not assume that any changes are necessarily caused by the initiative, and direct outcome indicators, which measure only those changes that are directly attributed to the National Child Benefit.

With respect to societal level indicators, the report shows that the proportion of families with children living in low income has declined significantly since the mid-1900s, decreasing from 17.6 percent in 1996 to 11.4 percent in 2002, based on Statistics Canada's post-tax low-income cutoffs (post-tax LICOs). During this period, the number of children living in low income decreased from 1,304,000 in 1996 to 839,500 in 2002, a decrease of approximately 464,500 children.

Further, the report estimates that in 2002, as a direct result of the National Child Benefit:

• 106,000 children in 45,900 families were prevented from living in low income, a reduction of 9.7 percent. This means that in 2002, there were 9.7 percent fewer families with children living in low income than there would have been without the National Child Benefit.
  - These families saw their average disposable income increase by an estimated $2,400, or 9.8 percent.
• For those families with children who remained in low-income situations, the National Child Benefit improved their disposable income by an average of $1,200 (7 percent). This means that the low-income gap (the additional amount of income needed by low-income families to reach the low-income line) was reduced by 14.9 percent.

In addition, in June 2005, F/P/T governments released a synthesis report of a comprehensive evaluation of the first three years of the National Child Benefit initiative (1988-99, 1999-00, 2000-01). The evaluation compiled evidence from a number of studies and showed that the National Child Benefit is meeting its objectives of helping to prevent and reduce the depth of child poverty, supporting parents as they move into the labour market by ensuring they are better off working, and reducing overlap and duplication of government programs.

For a complete discussion of indicators, please see Chapters 5 and 6 of the NCB Progress Report: 2004. For a discussion of evaluation results, please see the Evaluation of the National Child Benefit Initiative: Synthesis Report. These reports are available free of charge on the National Child Benefit website, at: www.nationalchildbenefit.ca.

Governance Structure(s):

The National Child Benefit Governance and Accountability Framework outlines the key characteristics of the F/P/T partnership: cooperation, openness, flexibility, evolution and accountability. As a co-operative effort among governments, the NCB combines the strengths of a national program with the flexibility of provincial and territorial initiatives designed to meet the specific needs and conditions within each jurisdiction.

With respect to accountability, under the Governance and Accountability Framework, federal, provincial and territorial Ministers Responsible for Social Services have committed to sharing data on reinvestment initiatives and reviewing results and outcomes achieved in order to identify best practices. F/P/T governments have also agreed to report annually to the public with a primary focus on performance of the initiative. To date, six annual progress reports have been published, as well as a synthesis report on a comprehensive evaluation of the first three years of the initiative.

The Federal Role:

Under the National Child Benefit, the Government of Canada provides additional income support to low-income families with children via the NCB Supplement component of the Canada Child Tax Benefit. Canada Revenue Agency delivers these benefits to families.

Human Resources and Social Development Canada is responsible for policy development with respect to the National Child Benefit initiative, and the Minister of Human Resources and Social Development represents the Government of Canada in this F/P/T initiative.

The Canada Child Tax Benefit (including the NCB Supplement) is a tax measure, and is administered by Canada Revenue Agency.

Indian and Northern Affairs Canada and Citizenship and Immigration Canada have roles in reinvestments and investments.

The Provincial and Territorial Role:

Under the National Child Benefit, provinces, territories and First Nations provide benefits and services that further the goals of the initiative. The National Child Benefit is designed so that provinces, territories and First Nations have the flexibility to develop and deliver programs and services that best meet the needs and priorities of their communities. As part of this flexibility, provinces and territories may adjust social assistance or child benefit payments by the full or partial amount of the National Child Benefit Supplement. This approach has resulted in families on social assistance being no worse off in terms of their level of benefits, while providing additional funds for new or enhanced provincial and territorial programs benefiting low-income families with children.

It is important to note that, as the National Child Benefit initiative has matured, the majority of provinces and territories no longer recover increases to the NCB Supplement. This means that the vast majority of children living in low-income families, including those on social assistance, are currently receiving some or all of the NCB Supplement.

Under the National Reinvestment Framework, provincial and territorial governments, along with First Nations, have committed to re-allocating available social assistance funds into benefits and services for children in low-income families that further the goals of the initiative. Jurisdictions have focused reinvestments primarily in five key areas:

• Child Benefits and Earned Income Supplements;
• Child/Day Care;
• Early Childhood Services and Children-at-Risk Services;
• Supplementary Health Benefits;
• Youth Initiatives, and
• Other Benefits and Services.

First Nations Role:

The federal government is responsible for ensuring programs for First Nations children on reserve are comparable to those available to other Canadian children. Under the National Child Benefit, First Nations have the flexibility to reinvest savings from adjustments to social assistance into programs and services tailored to meet the needs and priorities of individual communities. Some 500 First Nations participate in the National Child Benefit and implement their own programs.

Federal Partners* Involved in Each Program

Names of Programs

Total Allocation

Planned Spending for 2006-2007

Expected Results for 2006-2007

1. Canada Revenue Agency*

National Child Benefit Supplement

Ongoing

$3.7 billion (projected)

Continued progress on the goals of the NCB initiative, as described in "Shared Outcomes’, above.

* While Human Resources and Social Development Canada is responsible for policy development with respect to the National Child Benefit initiative, the Canada Child Tax Benefit (including the NCB Supplement) is a tax measure, and is administered by Canada Revenue Agency. In addition, Indian and Northern Affairs Canada and Citizenship and Immigration Canada have roles in reinvestments and investments.

17. Results Achieved by Non-federal Partners: N/A

18. Contact Information:

Lenore Duff, A/Director
Economic Security
Strategic Policy - Children and Families
Phone (613) 957-7277

19. Approved by:

Virginia Poter, Director General
Economic Security Policy Group
Strategic Policy - Children and Families

20. Date Approved:

25 September 2006

Horizontal Initiative:
National Homelessness Initiative

Lead Department(s):  
Human Resources and Social Development (HRSD)

Start Date: 1999

End Date: March 31, 2007.

Total Federal Funding Allocation: $784 million (grants and contribution funds only)

Description:

In December 1999, the Government of Canada launched the National Homelessness Initiative (NHI), a three-year initiative with a budget allocation of $753 million to develop new programs and to enhance existing programs to address the homelessness crisis in Canada. In February 2003, the Government extended the NHI for an additional three years with a budget allocation of $405 million. In November 2005, the Government announced a one-year extension (2006-2007) of the NHI with a budget allocation of $134.8 million to sustain communities through investments in successful homelessness initiatives.

In 1999, the Government of Canada launched the NHI to assist communities in responding to the needs of the homeless population and those at risk of homelessness in Canada. The NHI makes strategic investments in community priorities and a planning process that encourages cooperation between governments, agencies and community-based organizations to find local solutions for homeless people and those at-risk. The NHI is designed to provide supports to 61 designated communities and some small, rural and Aboriginal communities to develop community-based measures that assist homeless individuals and families move toward self-sufficiency. Although the responsibility for homelessness programs falls under Human Resources and Social Development, most NHI program components are delivered by regional staff, now part of Service Canada.

The NHI will continue to:

• help communities build on their successes and focus on interventions to help prevent and break the cycle of homelessness;
• enhance the partnership approach with all levels of government and the private and voluntary sectors to strengthen capacity and build sustainability;
• carry out research to foster a better understanding of homelessness as well as collect and disseminate best practices to assist in designing the most effective responses. 

For more information, please visit the NHI website: http://www.homelessness.gc.ca

Shared Outcome:

Enhanced community capacity to contribute to the reduction of homelessness in Canada.

Governance Structure(s):

The NHI's community-based program is delivered via two models:

• community entity model: Under this model, the Community Advisory Board recommends projects to the community entity (an incorporated organization) which is the decision-making body responsible for approving project proposals and determining the eligibility of projects. HRSD is responsible for managing the contribution agreement and all related activities. The community, in consultation with Service Canada, has designated responsibility for program delivery to a specific local organization.
• shared delivery model: Under this model, the Community Advisory Body reviews project proposals and makes recommendations to HRSD which manages the contribution agreement and all related activities. Both Service Canada and the community work in partnership to support funding priorities, resulting in a joint selection and decision-making process. The Minister approves the project proposals.

In Quebec, unlike other provinces and territories, two NHI components - the Supporting Communities Partnership Initiative (SCPI) and the Regional Homelessness Fund (RHF) - are delivered under a formal Canada-Quebec agreement, in collaboration with the Province Quebec.

The community entity model and the shared delivery model deliver the components of the NHI, specifically the SCPI, Urban Aboriginal Homelessness (UAH) and the RHF. In addition, regions are actively involved in setting the agenda of the National Research Program (NRP) and the delivery of Surplus Federal Real Property for Homelessness Initiative (SFRPHI).

Action for Neighbourhood Change (ANC) is a two-year action research initiative led by the Housing and Homelessness Branch (HHB), through its National Research Program (NRP), that examines how to further horizontal collaboration across government departments to increase the capacity and strength of distressed neighbourhoods.

SFRPHI is an NHI program co-managed by Public Works and Government Services Canada (PWGSC) and Human Resources and Social Development/Housing and Homelessness Branch (HRSD/HHB), with advice and support from Canada Mortgage and Housing Corporation (CMHC). Together, HHB and PWGSC submitted a Treasury Board submission to transform surplus federal property into facilities that serve homeless people or those at risk of homelessness and contribute to building a coordinated response to homelessness and housing challenges.

In coordination with the Department of Indian and Northern Affairs' Urban Aboriginal Strategy (UAS), the HHB will explore new ways for federal departments to work in a complementary fashion to better meet the needs of urban Aboriginal people in the eight communities originally included in the UAS (i.e., Vancouver, Edmonton, Calgary, Saskatoon, Regina, Winnipeg, Thunder Bay and Toronto). In coordinating this program, emphasis is placed on culturally appropriate Aboriginal community-planning and decision-making processes where priorities have been identified in each of the eight pilot cities, to guide investments. UAS expanded its program to include four new communities: Prince George, Prince Albert, Thompson, and Lethbridge; SCPI partners in those communities have been asked to work collaboratively with local UAS partners.

Federal Partners Involved in each program

Names of Programs

Total Allocation (1999-2007)

Planned Spending for 2006-2007

Expected Results for 2006-2007

• SCPI communities will be required to demonstrate cost-matching with other partners
• Increased availability and access, for homeless people, to a range of services and facilities along the continuum (i.e., emergency, transitional and supportive housing)

• Increased knowledge (e.g., best practices, research findings, etc.) exchanged among community service providers, researchers, and all levels of government working on issues of homelessness

• Concrete projects that can help the federal partners understand the types of activities that are most effective in support of neighbourhood renewal.

2. Indian and Northern Affairs Canada (INAC) - Federal Interlocutor Division (FID)

Urban Aboriginal Strategy/urban Aboriginal Homelessness (UAS/UAH)

$109

$15

• Better coordination and complementarity among Government of Canada policies and programs to address Aboriginal homelessness and other related issues

3. Public Works and Government Services Canada (PWGSC)

Surplus Federal Real Property for Homelessness Initiative (SFRPHI)

$0

[SFRPHI funding is administered by PWGSC]

• Enhanced capacity of communities to provide facilities to homeless individuals and families

Total
$715M

Total
$131.6M

Results to be achieved by Non-Federal Partners (if applicable): N/A

Contact:

Jim Young
A/Director of Corporate Affairs and Accountability
Housing and Homelessness Branch
165 Hotel de Ville, Phase II
Gatineau, Quebec
K1A 0J2
Telephone: (819) 956-6857
E-mail:
james.young@hrsdc-rhdcc.gc.ca

Approved by:

Bayla Kolk

A/Assistant Deputy Minister of Housing and Homelessness
165 Hotel de Ville, Phase II
Gatineau, Quebec
K1A 0J2
Telephone: (819) 956-9646
E-mail:
bayla.kolk@hrsdc-rhdcc.gc.ca

Date Approved:

July 12, 2006

Horizontal Initiative:
Sector Council Program

Lead Department(s):
Human Resources and Social Development Canada (HRSDC)

Start Date: 2002-2003

End Date: ongoing

Total Federal Funding Allocation:
$83.9 million over five years and $26.5 million ongoing

Description:

The Sector Council Program supports research and project-based activities proposed by Sector Councils, as well as ad-hoc national sector like organizations working on skills and learning issues. SCP supports sector council activities that include:

• sector human resources studies that identify current and emerging trends and skill needs;
• occupational/skills standards that describe skills and knowledge needed to perform competently in the workplace;
• building strong business-education linkages and relationships that result in core curriculum tailored to industry requirements;
• projects that assist Councils and other sector groups to ensure that workers can get the skills required for the workplace; and,
• programs to build the infrastructure and institutional capacity needed to implement human resources strategies.

Shared Outcome(s):

While the specific goals of the industry-sponsored Sector Council may vary, depending on the particular needs of the sector, some interests and objectives are common.

In the short-term, the Program and Sector Councils will continue to work in partnership to:

• develop new and innovative solutions to human resources and skills issues; by
  • increasing consensus and understanding of skills, occupational needs and labour market issues;
  • increasing availability and use of products and services to help industry address their human resources issues;
  • enhancing labour market transition (facilitating labour market entry and career progression); and
  • enhancing collaboration, action, and investment by industry.
• address current and emerging skills and human resources issues by:
  • increasing sectoral capacity - by sharing best practices and innovative ideas between councils and across sectors and industries;
  • encouraging learning systems to be more responsive to the labour market - by developing educational curricula that develops and refine skills needed by industries and employers in Canada's labour market; and
  • promoting the workplace as a learning place - by encouraging employers and industry to increase training investment in their employees.

Governance Structure(s):

As previously mentioned, SCP works in partnership with the aforementioned organizations in order to deliver on its mandate; and as such, the Program is in a "shared accountability regime". Some of the program outcomes that SCP is mandated to achieve are directly linked to the performance of its partners and therefore, the accountability for achieving these outcomes should be shared.

SCP contributes to HRSDC's commitment under Chapter 7 of the Agreement on Internal Trade by supporting professional bodies in the development of Mutual Recognition Agreements. Once completed, these Mutual Recognition Agreements provide a plan for recognizing the credentials of professionals who move from one province or territory to another.

Note: There are also national organizations with the mandate to address skills issues. While they do not form sector councils, they often work with industrial/occupational sector councils to address issues related to one or more councils.

Federal Partners Involved in Each Program

Names of Programs

Total Allocation

Planned Spending for 2006-2007

Expected Results for 2006-2007

1. HRSDC

a. Sector Council Program

$83.9M

$26.5M

Refining and broadening the impact of the Sector Council Program, testing new and innovative approaches to sectoral skills development

Total
$83.9M

Total
$26.5M

Results to be Achieved by Non-federal Partners (if applicable): N/A

Contact Information:

Éric Parisien
Director
Sector Council Division
(819) 994-4360

Approved by:

Karen Jackson
Assistant Deputy Minister
Workplace Skills Branch
(819) 997-9236

Date Approved:

September 26 2006

Horizontal Initiative:
Service Canada

Lead Department(s):
Human Resources and Social Development Canada (HRSD)

Start Date:

End Date:

Total Federal Funding Allocation:

Description:

Service Canada was publicly launched in September 2005 to provide Canadians with better, more convenient and more responsive service delivery and one-stop access to an extensive range of programs and services from federal government departments and agencies. It builds on over a decade of work within the Government of Canada to improve the delivery of services to Canadians. Service Canada supercedes Modernizing Service for Canadians and the Service Canada Access Centres that were folded into Service Canada following Budget 2005.

Shared Outcome(s):

As part of its citizen focus, Service Canada has developed a Service Charter that describes its commitment for better service, Service Standards to communicate the level of service Canadians should expect, and a Performance Scorecard which includes service indicators for measuring access and Client Satisfaction results. These results are monitored and discussed by senior executives on a regular basis. An Office for Client Satisfaction was created to monitor and manage suggestions, compliments and complaints and identify where Service Canada can improve its processes to be more responsive and fair.

For more details on Service Canada's governance structure, accomplishments, future plans and partners please refer to the Service Canada information in HRSDC's 2005-2006 Departmental Performance Report and the 2006-2007 Report on Plans and Priorities or the Service Canada Annual Report planned for publication in fall/winter 2006.

Contact:
Wendy Bray
Planning and Reporting
Policy, Partnerships and
Corporate Affairs

Approved by:
Charles Nixon
Assistant Deputy Minister
Policy, Partnerships and
Corporate Affairs
Service Canada

Date Approved:
October 3, 2006

Horizontal Initiative:
Youth Employment Strategy

Lead Department(s):
Human Resources and Social Development Canada (HRSD)

Start Date:
2003

End Date:
2008

Total Federal Funding Allocation:
Ongoing

Description:

The Youth Employment Strategy (YES) supports Canadian youth as they move into the world of work. YES has played an instrumental role in developing Canada's workforce of the future by providing young Canadians with access to programs and services to help them gain the skills, knowledge, career information and work experience they need to find and maintain employment and in making a successful transition into the labour market.

YES has been streamlined based on information and knowledge gained through research and program evaluations which indicated the need to keep pace with the changing labour market and needs of youth, especially youth facing barriers to employment. The realigned YES features three key programs for youth aged 15-30 years: Career Focus, Skills Link and Summer Work Experience. For the period 2006-2007, the estimated YES investment is planned to be $400.1 million ($334.1 million CRF program funds and $66M in operating resources).

The Government of Canada's support to young Canadians is a shared responsibility and a partnership effort among many departments and organizations. Through YES, HRSD with Service Canada and 12 other federal government departments work cooperatively with other levels of government, Aboriginal organizations, educational institutions, and private sector, not-for-profit and voluntary sectors to deliver YES initiatives.

Shared Outcome(s):

1. The shared outcomes of partners are:

• Number of youth served
• Number of youth employed / self-employed
• Number of youth returning to school

Governance Structure(s):

YES has in place an umbrella Results-based Management and Accountability Framework (RMAF) that represents a commitment amongst the thirteen participating federal departments and agencies to undertake ongoing collection of common performance management data to ensure effective overall performance management of the program.

As lead department, HRSD with Service Canada chairs and is responsible for the coordination and management of an Interdepartmental Operations Committee that is responsible for reporting on the implementation of YES. The Evaluation Steering Committee is another YES interdepartmental committee. There is also a Communications Sub-Committee reporting to the Operations Committee.

YES initiatives are delivered nationally/regionally and locally using a variety of funding instruments such as contribution agreements and some direct delivery methods. Transfer payments are primarily provided by participating departments through contribution agreements and service delivery agreements in support of participant's remuneration and, overhead costs.

Youth Protocols for joint planning mechanisms have been signed with Newfoundland and Labrador, Nova Scotia, Prince Edward Island, New Brunswick and Manitoba.

$ million

Federal Partners Involved in each Program

Names of Programs

Total Allocation

Planned Spending for 2006-2007:

Expected Results for 2006-2007:

1. Career Focus

1. Human Resources and Social Development Canada with Service Canada^a

On-going

$10.4 M

SC - $6.2M

HRSD-HRP - $4.2 M

Service Canada

• Clients Served: 300
• Employed or Self-Employed: 200
• Return to School:30
• Contribution Agreements: 50
• Funds Leveraged: $8M

HRSD - HRP

• Clients Served: 657
• Employed or Self-Employed: 90% or 591
• Return to School: 10% or 66
• Contribution Agreements: 14
• Funds Leveraged:

Over the full course of the agreements, the total sector contribution is predicted to be $19,968,130 (agreements run from mid 05-06 to March 2008)

This would equate to approximately $8M sector (recipient) contribution for 2006-07

Targets are not set by HRSD for OGD's, but results are reported in the DPR

2. Agriculture and Agri-Food Canada

$1.1 M

3. Canadian Food Inspection Agency

$0.1 M

4. Canadian International Development Agency

$6.4 M

5. Canadian Heritage

$0.9 M

6. Department of Foreign Affairs/ Department of International Trade

$6.4 M

7. Environment Canada

$3.3 M

8. Industry Canada

$9.8 M

9. National Research Council

$5.4 M

10. Natural Resources Canada

$0.6 M

2. Skills Link

1. Human Resources and Social Development Canada with Service Canada^a

On-going

$146.6 M

HRSD with Service Canada

• Clients Served -13,000
• Employed or Self-Employed -5,000
• Return to School -1,200
• Contribution Agreements -800
• Funds Leveraged -$60M

Targets revised August 06

Targets are not set by HRSD for OGD's, but results are reported in the DPR

2. Canada Mortgage and Housing Corporation

$1.0 M

3. Indian and Northern Affairs Canada

$14.0 M

3. Summer Work Experience

1. Human Resources and Social Development Canada with Service Canada^a

On-going

$ 98.1 M

HRSD with Service Canada

• Clients Served -52,000
• Employed or Self-Employed - N/A
• Contribution Agreements -32,000

Targets revised August 06

Funds Leveraged $65M. Targets are not set by HRSD for OGD's, but results are reported in the DPR.

2. Canadian Heritage

$8.0 M

3. Industry Canada

$10.0 M

4. Indian and Northern Affairs Canada

$10.0 M

5. Parks Canada

$2.0 M

Total:
N/A

Total:
$334.1 M^a

Results to be achieved by Non-Federal Partners (if applicable): N/A

Contact:
John Atherton
Director General
Active Employment Measures
Employment Programs Policy and Design Directorate/
Sharon Shanks
Director General
Aboriginal & Youth Programs Directorate

Approved by:
Karen Jackson
Assistant Deputy Minister
Employment Programs Policy and Design

Date Approved:
September 26, 2006

^a HRSD planned spending reflects Consolidated Revenue Fund. There is an estimated $66M in planned spending for operating resources related to YES.