DPR 2003-2004
Human Resources and Skills Development Canada

• Section I : Ministers' Messages
• Section II : Management Representation Statement
• Section III : Departmental Overview
  • Departmental Mandate
  • Strategic Outcomes and Business Lines
  • Organizational Structure
  • Serving Canadians
  • 2003-2004 Expenditure Profile
• Section IV : Year in Review and Performance
  • Economic year in review
  • Policy Achievement
  • Management Challenges
  • Corporate Risks
• Section V : Summary of Departmental Performance
  • Progress and performance against RPP commitments
  • Parliamentary Committee Recommendations
• Section VI : Performance Discussion
  • Efficient and effective income support and labour market transitions
  • Enhanced competitiveness of Canadian workplaces by supporting investment in and recognition and utilization of skills
  • Through access to learning, Canadians can participate fully in a knowledge-based economy and society
  • Safe, healthy, fair, stable, cooperative and productive workplaces
  • Enhanced community capacity to contribute to the reduction of homelessness
  • Seamless, integrated and multi-channel service delivery that ensures client satisfaction
• Section VII : Report on Government-Wide Initiatives
  • Modern Comptrollership and Management Accountability Framework
  • Government On-Line Initiative
  • Sustainable Development Strategy
• Section VIII : Special Responsibility of the Minister
• Section IX: Supplemental Data and Information
  • Financial Performance Overview
    • Table 1: Financial Requirements by Authority
    • Table 1.1: Expenditures by Authority
    • Table 1.2: Impact of December 12, 2003 Announcements
    • Table 2: Comparison of Total Spending to Actual Spending
    • Table 3: Crosswalk Between Strategic Outcomes and Business Lines
    • Table 4: Details of Respendable and Non-Respendable Revenues
    • Table 5: Summary of Statutory Transfer Payments by Business Line
    • Table 6: Summary of Non-Statutory Transfer Payments by Business Line
    • Table 7: Loans Disbursed Under the Canada Student Financial Assistance Act
    • Table 8: Contingent Liabilities
    • Table 9: External Charging
  • Details on Transfer Payments
  • Foundations (Conditional Grants)
  • Introduction to Specified Purpose Accounts
  • Employment Insurance Account
  • Government Annuities Account
  • Civil Service Insurance Fund
  • Statutory Annual Reports
  • Canada Student Loans Program
    • Table 10: Consolidated Canada Student Loans Program—Combined Programs
    • Table 11: Consolidated Canada Student Loans Program—Risk Shared and Guaranteed Loans Only
    • Table 12: Consolidated Canada Student Loans Program—Direct Loans Only
  • Other Statutory Annual Reports
  • Consolidated Reporting
    • Asset Management
    • Procurement and Contracting
    • Regulatory Initiatives
    • Horizontal Initiatives
    • Evaluations and Audits

• Annex 1: Division of Responsibilities of the former Human Resources Development Canada
• Annex 2: Websites and References

Section I: Ministers' Messages

In the past year, the newly created Human Resources and Skills Development Canada (HRSDC) has re-aligned its strategies to meet the challenge of responsive government. Together we are working to be more effective at supporting the changing needs of Canada's citizens. The 2003-2004 Departmental Performance Report details our efforts and accomplishments in providing Canadians with high levels of service and support in a year characterized by unforeseen economic challenges.

Our department played a key role in the day-to-day lives of citizens by improving access to employment opportunities, providing student assistance, and supporting workplace skills development. We worked hard to transform the way we deliver traditional services. Client Access Web Stations and a 'virtual interview' process are just two of the many new initiatives that support clients and improve the speed and accuracy with which Canadians receive their Employment Insurance benefits.

We are also committed to developing programs that enhance the skills, knowledge, and work experience of all Canadians, ensuring their full participation in society and the workplace. In 2003-2004, the department focused on modernizing its support for post-secondary education and the responsiveness of post-secondary education institutions. To help provide all Canadians with learning opportunities, a series of enhancements were made to the Canada Student Loans Program and the Canada Education Savings Grant Program that will improve access, affordability and interest relief.

In addition, foreign credential recognition processes were improved by working with professional associations, including a $1.6 million investment in the Medical Council of Canada to develop on-line self-assessment tools, and a partnership with the Canadian Council of Professional Engineers to develop tools and processes that better integrate foreign-trained engineers into the Canadian labour market.

I am proud that our department's achievements have contributed to economic growth and helped secure Canada's quality of life. We will continue to strive for accountable, efficient policies and programs in the months and years to come.

The Honourable Joseph Volpe, P.C., M.P.
Minister of Human Resources and Skills Development

Modernization of Canada's labour legislation and improvements in the administration of our labour law are fundamental to building a fair, healthy and productive workplace. Over the past year, we revised the Canada Labour Code to reflect an increasingly adaptive and flexible workforce. Revisions to Part III (Labour Standards) of the Canada Labour Code included the Compassionate Care Leave amendment allowing workers to take time off to care for seriously ill family members without fear of losing their jobs. Following the federal lead, most provinces and territories have also moved to provide similar job protection. This change was an important step in supporting workers and promoting work-life balance.

We also demonstrated leadership in other labour related issues. In 2003-2004, the Federal Mediation and Conciliation Service provided assistance in 274 collective bargaining disputes. Ninety-one percent of these disputes were settled without a stoppage in work. As well, the annual report on the Employment Equity Act, designed to promote equality in the workplace, indicated that federally regulated employers and Crown Corporations were making progress. Officials have developed specific strategies to engage employers and unions to do more to increase employment for Aboriginal peoples and persons with disabilities.

With respect to homelessness, we developed and implemented Phase 2 of the National Homelessness Initiative (NHI). The NHI supports a community-based approach to build the social infrastructure needed to help homeless people move towards self-sufficiency. Homeless Canadians and those at risk of becoming homeless face not only a lack of affordable safe accommodation but also face severe health, social, income and developmental challenges. Last year, the NHI also expanded its cooperation with the non-profit, public and private sectors and increased its emphasis on transitional and supportive housing while continuing to support emergency shelter services. It provided communities with the tools to determine local priorities and develop a sustainable range of housing support and service aimed at stabilizing the living arrangements of homelessness.

The progress we have made over the past year demonstrates our commitment to strengthening the social foundations of our country. Working with my officials and our partners throughout Canada, we will continue to build on this momentum over the next year.

The Honourable Joe Fontana, P.C., M.P.
Minister of Labour and Housing

Section II: Management Representation Statement

Management Representation Statement

I submit, for tabling in Parliament, the 2003-2004 Departmental Performance Report for Human Resources and Skills Development Canada (HRSDC).

This report has been prepared based on the reporting principles and other requirements in the 2003—2004 Departmental Performance Reports Preparation Guide. Financial performance information is based on the Main Estimates and Public Accounts of Human Resources Development Canada (HRDC). HRDC authorities were divided between HRSDC and Social Development Canada (SDC) on December 12, 2003. Financial information related to the transferred authorities was used to determine amounts to be included in the financial tables as if they were part of HRSDC as of April 1, 2003.

This report represents, to the best of my knowledge, a comprehensive, balanced, and transparent picture of the HRSDC's performance for fiscal year 2003-2004.

_____________________________
Wayne G. Wouters
Deputy Minister
Human Resources and Skills Development

_____________________________
Date

Management Representation Statement

To the best of my knowledge, the results achieved in support of the Labour program and the National Homelessness Initiative are presented in a complete, accurate and balanced manner in the 2003-2004 Departmental Performance Report for Human Resources and Skills Development Canada.

_____________________________
Maryantonett Flumian
Associate Deputy Minister and Deputy
Minister for Labour

_____________________________
Date

Section III: Departmental Overview

Note: The creation of two departments — Human Resources and Skills Development (HRSDC) and Social Development Canada — on December 12, 2003 complicated the process of reporting to Canadians in the Departmental Performance Report.

To ensure comprehensive reporting, each priority and commitment from the Human Resources Development Canada 2003-2004 Report on Plans and Priorities¹ was allocated to either HRSDC or Social Development Canada according to their mandates.

This Departmental Performance Report sets out the accomplishments of Human Resources Development Canada (HRDC) relating to the labour market, learning, labour and homelessness. It also reports on HRSDC's achievements. The HRDC commitments not included in this report can be found in Social Development Canada's Departmental Performance Report.² The term "department" is used, for ease of presentation, to cover the two departments over the entire fiscal year. Figures, tables and charts in this report reflect the situation of HRSDC as of March 31, 2004, unless otherwise specified.

Departmental Mandate

HRDC had a broad mandate to enhance employment, encourage equality and promote social security. This mandate put HRDC at the forefront of the Government of Canada's social and labour market agenda and it was fulfilled through the delivery of programs such as Employment Insurance, Old Age Security, Canada Pension Plan, Employment Benefits and Support Measures, and the Canada Student Loans Program. HRDC's mission was to enable Canadians to participate fully in the workplace and community, and this was accomplished by assisting Canadians of all ages and needs.

On December 12, 2003, the Prime Minister announced a restructuring of the federal government to achieve progress in three key areas:

• Strengthening Canada's social foundations;
• Building a 21^st century economy; and
• Ensuring Canada's role in the world.

As part of this change, HRDC was divided into two new departments: Human Resources and Skills Development Canada (HRSDC) and Social Development Canada. HRDC programming that promoted social inclusion became the foundation of the new department of Social Development Canada. Those programs that were focused on the labour market and on developing human capital became part of HRSDC. The mandate of the new department of HRSDC supports the dual objectives of strengthening Canada's social foundations and helping build a 21^st century economy. HRSDC's long-term vision supports these objectives of building a country where everyone has the opportunity to learn and to contribute to Canada's success by participating fully in a well-functioning and efficient labour market. The departmental mission is to improve the standard of living and quality of life for all Canadians by promoting a highly skilled and mobile workforce and an efficient and inclusive labour market.

In addition, HRSDC is taking steps to modernize the way benefits and services are delivered, and improve its capacity to reach, engage, and serve Canadians.

HRSDC works closely with provinces and territories on learning, homelessness, labour market and workplace issues. Among others, HRSDC clients include Canadians looking for work or income support following a loss of employment, employers and workers dealing with workplace-related issues, students requiring financial assistance to participate in post-secondary education, parents saving for their children's education and learners of all ages, and those who need support to participate in the workplace or community such as youth at risk, older workers, Aboriginal people, and homeless persons.

Strategic Outcomes and Business Lines

To deliver on their mandates, HRDC and HRSDC developed strategic outcomes. Strategic outcomes reflect the results the department is expected to achieve through a broad array of programs and as part of the Government of Canada's service delivery network. The strategic outcomes provide the structure against which results are reported to the public.

The former HRDC had four strategic outcomes supporting its mandate:

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

Reflecting the reorganization on December 12, 2003, HRSDC developed six strategic outcomes that are used in this report to structure the performance discussion for 2003-2004:

• Efficient and effective income support and labour market transitions;
• Enhanced competitiveness of Canadian workplaces by supporting investment in and recognition and utilization of skills;
• Through access to learning, Canadians can participate fully in a knowledge-based economy and society;
• Safe, healthy, fair, stable, cooperative and productive workplaces;
• Enhanced community capacity to contribute to the reduction of homelessness; and
• Seamless, integrated and multi-channel service delivery that ensures client satisfaction.

The HRDC strategic outcome, "opportunity to fully participate in the workplace and community" encompassed four of the new HRSDC strategic outcomes devoted to the labour market, workplaces, learning and homelessness. It should also be noted that HRDC's "income security for seniors, persons with disabilities and their children, survivors and migrants" strategic outcome is now delivered through Social Development Canada and reported in their performance report.

Figure 1 provides a crosswalk between the strategic outcomes from the 2003-2004 Report on Plans and Priorities of the former HRDC and the new HRSDC strategic outcomes. It also highlights how specific programs and services align under the new HRSDC strategic outcomes. Each strategic outcome and business line is described in detail in Section VI — Performance Discussion. Further details on how activities have been divided between the two departments can be found in Annex 1.

Organizational Structure

To deliver on its mandate and achieve these strategic outcomes, HRSDC modified the previous departmental structure and established new business lines. Figure 2 presents the organizational structure of HRDC before December 12, 2003, and Figure 3 shows the structure of HRSDC following its creation.

Figure 2: Human Resource Development Canada

Figure 3: Human Resource and Skills Development Canada

Serving Canadians

HRSDC is responsible for direct in-person service delivery and most of the mail delivery channel for HRSDC and Social Development Canada. With almost 14,000 employees, HRSDC is accountable for $20 billion in benefits and supports for Canadians that are delivered through a network of regional offices located in each of the provinces and territories, and 320 Human Resource Centres of Canada (HRCC) located in communities. Of these 320 local offices, HRSDC manages 105 Employment Insurance Processing Centres, and another 11 Income Security Programs Processing Centres are managed on behalf of Social Development Canada.

In addition, HRSDC was responsible for the management of the Government of Canada's in-person network of 223 Service Canada Access Centres, 156 of which were operated by Canada Post, and 3 were operated by the department of Canadian Heritage. The other 64 were operated by HRSDC; 57 of these from HRSDC offices, and 7 contracted from third parties.

Social Development Canada is responsible for delivering telephone and Internet client services as well as shared corporate services (human resources, finance and administrative services and systems) for both departments.

HRSDC expenditures on programs and services total more than $20 billion, of which $17 billion or 85% are direct benefits to Canadians through Employment Insurance, Student Loans and other statutory transfer payments.

Figure 4a: 2003-2004 Expenditure Profile

Section IV: Year in Review and Achievements

Economic Year in Review

Hampered by a series of unexpected events, Canada's economic growth slowed in fiscal year 2003-2004 but labour markets stayed relatively healthy.

When Budget 2003 was tabled in February, the consensus view was that the Gross Domestic Product (GDP) would grow by 3.2 percent in 2003 and 3.5 percent in 2004. This was premised on the United States economic recovery gaining momentum in the second half of 2003 and into 2004.⁵

Over fiscal year 2003-2004, GDP growth was 1.6 percent in Canada.⁶ This slow growth reflected several factors. First, all regions of the country were affected by the rapid appreciation of the Canadian dollar. Consequently, while the Canadian business sector's unit labour costs stayed fairly constant over the year when expressed in Canadian currency, they increased by 15.4 percent when expressed in United States dollars.⁷

Second, during 2003, Canada was hit by a series of economic shocks that affected different regions of the country to varying extents. These included: the Severe Acute Respiratory Syndrome impact, especially in Ontario; the Ontario power failure; the Bovine Spongiform Encephalopathy outbreaks; the ongoing softwood lumber dispute with the United States; and forest fires in Western Canada. Although some of these shocks were of limited duration, they had impacts on local labour markets and also on the services provided by the department. Despite these difficulties, purchases of goods and demand for services by Canadian individuals and firms rose 3.7 percent, illustrating the underlying vigour in the economy.

In the 2003-2004 fiscal year, overall job growth slowed to 1.8 percent (276,000 jobs), down from 2.8 percent (416,000 jobs) in the previous fiscal year. That being said, with 2003 being a year of slow job growth internationally (Japan, Germany and France all had job losses) Canada's small advance still led all G7 nations in employment gains.⁸ Service-sector employment rose 2.3 percent in 2003-2004, while employment in the goods sector was little-changed. The majority of jobs created in 2003-2004 were full-time (229,000); nearly 80 percent of employment growth consisted of employees (rather than self-employed workers). While job creation took place in nearly all provinces, it was more pronounced in Ontario (128,000), Alberta (49,000), and British Columbia (46,000).

With population growth slowing, the average employment rate (the share of the population aged 15 and over with a job) rose to a record level in 2003-2004 of 62.4 percent. The 7.6 percent national unemployment rate was the same as in the previous fiscal year.

The pace of job creation varied during the course of 2003-2004. Most of the year's shocks curtailed employment in the first two quarters of the fiscal year, when annualized job growth was only 0.7 percent and 0.8 percent respectively. Employment growth in the third quarter was at a 3.6 percent rate, as the effects of the shocks waned and a spurt of growth in the United States economy boosted Canada's exports.

Policy Achievements

During the past year policy work focused on addressing the challenges identified in the former Human Resources Development Canada's Report on Plans and Priorities. With the creation of Human Resources and Skills Development Canada in December 2003 the focus of policy work shifted to the challenges linked to the mandate of the new department, including:

• Responding to Canadians' desire for governments to move from entitlement to empowerment - helping Canadians help themselves;
• Addressing the gaps in our learning systems;
• Responding to the dramatic changes in Canada's labour markets;
• Increasing collaboration with partners and stakeholders; and
• Tackling the diverse problems underlying homelessness.

Within this socio-economic context, the department had a number of major policy achievements over the past year. Key accomplishments include:

• Modernizing the department's approach to address labour market and workplace needs. HRSDC succeeded in renewing the Aboriginal Human Resources Development Strategy, securing $60 million for the Foreign Credential Recognition initiative in the 2004 Budget, and introducing the Employment Insurance Compassionate Care Benefit in January 2004.
• Major steps toward addressing gaps in learning systems. The department undertook significant policy work on the Canadian Learning Institute initiative, announced in Budget 2003. This work culminated in March 2004 with the provision of funding to the Canadian Council on Learning to promote evidence-based decision-making in all areas of lifelong learning. The work of the Council will help Canadians, employers and learning providers to make better decisions related to lifelong learning and skills development.
• Policy work with provinces and territories to improve the Government of Canada's support for learning. This work led to initiatives announced in the 2004 Budget to: increase support for families to plan and save early for their children's post-secondary education; and to help individuals with disabilities and from low- and modest-income families address their educational goals through new or improved grants, increased loan ceilings, reduced parental contribution requirements, and improved debt management measures.

Another policy accomplishment for 2003-2004 was the work undertaken to increase collaboration with partners and stakeholders to respond more effectively to the priorities of Canadians, such as:

• Addressing skills and learning priorities. Following the June 2003 agreement with provinces and territories (except Quebec, which requested observer status) on priority areas to strengthen skills and learning, work began on a labour market framework agreement that will better respond to the shifts occurring in the labour market since the mid 1990s. Work carried out by the Federal-Provincial-Territorial Committee on Financial Assistance to Students was also instrumental to the improvements to the Canada Student Loans Program announced in Budget 2004.
• Enhancing skills and improving the labour market outcomes of Aboriginal people. The department undertook consultations with Aboriginal Human Resources Development Agreement holders, other government departments, provinces and territories, and the private sector, on future Aboriginal skills and labour market programming.
• Tackling issues of poverty, homelessness, and dependency. As a result of a decision of the Government of Canada to tackle these issues in Budget 2003, the National Secretariat on Homelessness (NSH) consulted with other provinces and territories to identify early federal-provincial-territorial issues. The NSH was successful in obtaining agreement that the extended National Homelessness Initiative would focus on longer-term transitional and supportive housing support and services while preserving a community-based approach. The NSH is pursuing strategic linkages with complementary federal initiatives to assist in moving forward on this policy initiative.

• Enhancing Canada's role in the international arena.
  • The department worked with the Organisation for Economic Co-operation and Development (OECD) to pursue our policy objectives and showcase Canada's achievements in the international arena. For example, in September, the Minister and senior departmental officials represented Canada at the OECD Employment and Labour Ministerial Meeting in Paris. The meeting offered Canada an opportunity to: highlight its agenda; promote labour market participation of under-represented groups; and influence the OECD work program for the next five years.
  • In December, the department participated in the G8 Conference of Labour and Employment Ministers in Stuttgart, Germany where the issues of globalisation and structural change, the conditions for growth and employment, balancing flexibility and security, and international co-operation in employment policies were addressed. The meeting provided the Canadian delegation with an opportunity to promote the department's achievements and to demonstrate how HRSDC is linking learning strategy with employment strategy to generate a Human Capital Development Strategy.

Management Challenges

During 2003-2004, the department continued to strengthen comptrollership and oversight of its programs and services. For example, the accountability regime between senior management in National Headquarters and regional operations were clarified and strengthened, particularly for grants and contributions programs. These programs also saw the beginning of a major initiative to develop and implement a program delivery model that will increase standardization and efficiency of program delivery in all regions.

To support the changing business and demographics of the department and build the capacity of the workforce, an employability strategy was developed with a focus on learning. Progress was also made regarding the Employment Equity and Diversity programs to ensure that HRSDC's workforce is diversified and representative of the Canadian population. Over the 2003-2004 period, the combined workforces of HRSDC and Social Development Canada exceeded the labour market workforce availability for the four designated groups: visible minorities, Aboriginal people, persons with disabilities and women.

It should also be noted that the department was the subject of a chapter in the November 2003 report by the Auditor General of Canada that focused on the measuring and reporting of the performance of the Employment Insurance Income Benefits Program. The Auditor General recommended: the development of a more complete picture of service performance by adding new measures or improving existing ones; the development of measures that better capture service performance to meet the information needs of Parliamentarians and describe plans to meet performance targets; and the improvement of information to Parliament with respect to the impact of the 1996 changes to the Employment Insurance Act. In response to the report, the department and the Canada Employment Insurance Commission agreed with the recommendations and indicated that these issues would be addressed as a matter of priority (see Employment Insurance information in Section VI).

An important step in modernizing management practices was taken with the Treasury Board Secretariat's Management Accountability Framework assessment of the former HRDC. This assessment led to priorities and strategies that have been integrated into the departmental priorities for 2004-2005.

Finally, it should be noted that HRSDC addressed its challenges within the context of the new realities of budget reallocation and fiscal restraint. HRDC and successor organizations HRSDC and Social Development Canada contributed $105 million to the government's reallocation plan in 2003-2004.

Corporate Risks

As part of its ongoing management commitments in 2003-2004, HRDC identified three corporate risks and challenges. Strategies were implemented to address these risks, and were continued under the new department of HRSDC.

Challenge: Business continuity and service reliability
Risk: Service disruptions while pursuing business transformation

Of the roughly $70 billion in planned HRDC spending for 2003—2004, 95% was direct payments to Canadians. From the client's perspective, the department's ability to maintain service continuity for Canadians was absolutely critical. The department's risk mitigation strategies resulted in no major disruptions in benefits delivery during this period of transition and transformation. Continuity of service was also ensured through: the effective management and re-alignment of financial resources to support corporate priorities; the management of change and the engagement of managers and staff in departmental transformation; investment in supportive technology; and departmental reorganization and clearer accountabilities.

Challenge: Building public and stakeholder trust and confidence
Risk: Erosion of public trust during transformation

HRSDC worked to earn the trust and confidence of Canadians and partners by increasing managerial supervision of grants and contributions programming, building clear accountabilities into agreements, increasing financial reviews and audits, and establishing a focal point for integrity issues. The department also responded effectively to emergencies, as well as improved current programsand service delivery in the new organization.

Challenge: Mobilizing employees to be change advocates and reinvesting for the future
Risk: Failure to sufficiently engage employees in business transformation to motivate and support them in executing and adapting to change

The department ensured that its employees could execute, adapt to, and feel a part of the organizational changes entailed in the business transformation through investments in change leadership, improved internal communications, communicating the department's mandate, the sharing of departmental priorities, and the upgrading of employees' skills.

Section V: Summary of Departmental Performance

The purpose of this section is to provide an overall report card on departmental performance based on program performance indicators and the recommendations of Parliamentary committees. In a difficult year of transition, the department met or exceeded two-thirds of the objectives set for 2003-2004.

Progress and Performance against Report on Plans and Priorities Commitments

In the 2003-2004 Report on Plans and Priorities, the former HRDC set a series of objectives and Key Performance Indicators to monitor performance.

The following charts report results against objectives for the programs of HRDC and the new HRSDC (results of all other HRDC programs can be found in the Social Development Canada Departmental Performance Report). The department is reporting on the existing set of program indicators for this report, but a substantive review of program indicators will take place over the coming year.

For those Key Performance Indicators where objectives were not met, a page number is provided referring the reader to a discussion of results.

Legend

- Objective achieved

- Exceeded expectations

X - Objective not achieved

N/A - Not applicable

Efficient and effective income support and labour market transitions

Rating	Key Performance Indicators	Objective (O)
		Result (R)
	Number of clients employed or self-employed following an employment program intervention (Funded by the Consolidated Revenue Fund and Employment Insurance)	O: 232,000
		R: 246,791
	Unpaid benefits (Employment Insurance Act Part I) resulting from Employment Insurance claimants employed following an Employment Insurance Act Part II intervention	O: $829 million
		R: $852.82 million
	Number of youth and Aboriginal clients who return to school following an employment program intervention	O: 6,000
		R: 9,172
	Number of employment programs clients served (Consolidated Revenue Fund and Employment Insurance funded)	O: 406,000
		R: 493,700

Efficient and effective income support and labour market transitions

	Total dollars collected - Employment Insurance and Employment Programs9	O: $296.8 million
		R: $314.7 million
	Percentage of Employment Insurance Benefits payments that are accurate	O: 95%
		R: 95.14%
X	Total dollar savings (direct and indirect) to the Employment Insurance Account resulting from Investigation and Control deterrence, prevention, and detection activities (Page 32)	O: $539 million
		R: $513.9 million
X	Percentage of Employment Insurance payments issued by Direct Deposit (Page 32)	O: 80%
		R: 78.8%
X	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 (Page 31)	O: 75%
		R: 65.8%
X	Percentage of appeals scheduled to be heard by the Board of Referees within 30 days of receipt of the appeal (Page 32)	O: 90%
		R: 84.6%

Enhanced competitiveness of Canadian workplaces by supporting investment in and recognition and utilization of skills

Rating	Key Performance Indicators	Objective (O)
		Result (R)
	Number of trades people with Red Seal	O: 13,000 per year
		R: 15,839 (calendar year 2003)
	Number of new National Sector Councils launched	O: 3 by March 2004
		R: 3
N/A	Percentage of labour market covered by National Sector Councils	O: 50% by 2006-2007
		R: 40% by March 2004

Through access to learning, Canadians can participate fully in a knowledge-based economy and society

Rating	Key Performance Indicators	Objective (O)
		Result (R)
	Number of Canadians who access learning opportunities as a result of the Canada Education Savings Grant	O: 45,000
		R: 92,247
	Total dollars collected - Default Canada Student Loans10	O: $142.1 million
		R:$ 152.3 million
X	Number of Canadians who accessed learning opportunities as a result of the Canada Student Loans Program (Page 52)	O: 470,000
		R: 455,000
X	Percentage of Canadians aged 0 to 17 who are beneficiaries of a Registered Education Savings Plan and who received a Canada Education Savings Grant (Page 52)	O: 30%
		R: 28.2%

Safe, healthy, fair, stable, cooperative and productive workplaces

Rating	Key Performance Indicators	Objective (O)
		Result (R)
	Percentage of collective bargaining disputes settled under Part I of the Canada Labour Code without work stoppage	O: 90%
		R: 91%
	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	O: 90%
		R: 98.9%
X	Percentage of unjust dismissal complaints settled by inspectors (Part III of the Canada Labour Code) (Page 59)	O: 75%
		R: 71.4%

Enhanced community capacity to contribute to the reduction of homelessness

Rating	Key Performance Indicators	Objective (O)
		Result (R)
	Percentage of dollars expended and committed for the Supporting Communities Partnership Initiative (SCPI), SCPI-Youth, and SCPI-Urban Aboriginal Strategy against total budget for the original Initiative (1999-2003)	O: 100%
		R: 100%
X	Percentage of SCPI-funded communities that have submitted an updated Community Homelessness Plan for the extended Initiative (Page 64)	O: 100%
		R: 87%
X	Percentage of updated community plans submitted that have demonstrated Youth and Aboriginal participation in the community planning process for the extended Initiative (Page 64)	O: 100%
		R: Youth 90% Aboriginal 80%
N/A	Ratio of capital investments targeted at Emergency Services and Facilities versus Transitional/Supportive Services and Facilities for homeless people for the extended Initiative (Page 64)	O: New indicator. Target to be established after first year of data.
		R: 1:4 19% Emergency versus 81% Transitional / Supportive

The indicators on this page pertain to shared service delivery and corporate services administered by Social Development Canada on behalf of both departments.

Seamless, integrated and multi-channel service delivery that ensures client satisfaction

Rating	Key Performance Indicators	Objective (O)
		Result (R)
	Availability of HRSDC and SDC Automated Service Channels to Canadians	O: 94%
		R: 95.6%
	Timely production of Payment Files in Support of all HRSDC and SDC Payments to Canadians	O: 95%
		R: 99.4%
X	Call Centre Insurance Service Delivery Representative access within three minutes. (Page 69)	O: 95%
		R: 79%
N/A	Official Language Complaints - Service to the Public - HRSDC and SDC (number of complaints in comparison to previous year)	2002-2003: 50
		2003-2004: 50

The following indicators represent combined results for both the Social Development Canada and HRSDC workforces.

Indicators

Rating	Key Performance Indicators	Objective (O)
		Result (R)
	Visible Minority Representation	O: 7.1%
		R: 8.1%
	Aboriginal Representation	O: 1.6%
		R: 3.6%
	Persons with Disabilities Representation	O: 4.0%
		R: 8.0%
	Women Representation	O: 57.5%
		R: 70.0%
N/A	Official Language Complaints - Language of work (number of complaints in comparison to previous year)	2002-2003:7
		2003-2004: 6

Parliamentary Committee Recommendations

The Standing Committee on Human Resources Development and the Status of Persons with Disabilities presented two reports in 2003 that are within the responsibilities of HRSDC: literacy and urban Aboriginal people. Departmental commitments in response to these reports have been integrated into departmental priorities for 2004-2005. Additional information on the subject can be found in Section VI.

Raising Adult Literacy Skills: The Need for a Pan-Canadian Response

• Third Report of the Standing Committee on Human Resources Development and the Status of Persons with Disabilities. Key recommendations in the committee's report focused on developing a pan-Canadian approach to addressing literacy issues¹¹

  Tabled in the House June 12, 2003

• Government of Canada Response to the Report of the Standing Committee on Human Resources Development and the Status of Persons with Disabilities Raising Adult Literacy Skills: The Need for a Pan-Canadian Response¹²

  Tabled in the House November 15, 2003

Building a Brighter Future for Urban Aboriginal Children

• Report of the Standing Committee on Human Resources Development and the Status of Persons with Disabilities¹³

  Tabled in the House June 12, 2003

• Response of the Government of Canada to the Fourth Report of the Standing Committee on Human Resources Development and the Status of Persons with Disabilities: Building a Brighter Future for Urban Aboriginal Children¹⁴

  Tabled in the House of Commons on behalf of the Government of Canada by The Honourable Ralph Goodale, P.C., M.P. and Federal Interlocutor for Métis and Non-Status Indians, November 6, 2003.

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.

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.

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.

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

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.

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

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.

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

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.

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 21^st 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

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:
  1. Support communities to develop a more comprehensive range of services at the local level;
  2. Build and enhance partnerships of the community platform;
  3. Strengthen knowledge capacity and understanding around homelessness to aid in the development of effective solutions;
  4. Report on the results and impacts of the NHI and the issue of homelessness; and
  5. 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

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

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.

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.

Section VII: Report on Government-Wide Initiatives

Modern Comptrollership and Management Accountability Framework

The Modern Comptrollership Initiative was superseded in 2003 by Treasury Board Secretariat's Management Accountability Framework (MAF). The MAF covers all of the elements of Modern Comptrollership, and a departmental assessment was completed by the Treasury Board Secretariat using the MAF which, in turn, was used in the identification of management priorities for 2004-2005.

An Assurance Audit on the implementation of Modern Comptrollership was completed in January 2004 as a means of benchmarking and monitoring progress achieved to date in the department. The audit findings indicated a high degree of satisfaction with the steps taken to implement modern management within HRDC.

An emphasis on learning and training continued throughout 2003-2004. A two-day awareness session entitled "Modern Comptrollership: Managing for Results", reached 283 participants throughout National Headquarters and the Ontario Region. This brings the total number of managers and functional specialists trained across the department to 2,317 since the sessions began in September 2000.

Government On-Line Initiative

The overall objective of the Government On-line Initiative is to increase the availability of the on-line federal services. The approach is both citizen/client-centred and Government of Canada-wide. As part of the effort to ensure government information and services were accessible on-line by 2005, the department, with Social Development Canada, identified eleven key services. Both departments also manage the Canadians Gateway and five on-line clusters. Reporting on HRSDC's Government On-line Initiative projects can be found in Section IV in the Employment Insurance and Employment Programs section.²⁸

Sustainable Development Strategy

During the reporting period, the department continued working towards the goals, objectives and targets identified in the second iteration of the Human Resources Development Canada (HRDC) Sustainable Development Strategy (SDS-II) which was tabled in Parliament in February 2001. Progress achieved to date by both departments in achieving the SDS-II goals, objectives and targets is identified as follows.

In addition to these results, significant work was accomplished during the reporting period regarding the preparation, update and implementation of the next iteration of the Sustainable Development Strategy (SDS-III). Because of the December 2003 division of HRDC, and for reporting and tabling efficiency reasons, the Ministers of HRSDC and Social Development Canada decided to jointly table the Sustainable Development Strategy 2004-2006 on February 16, 2004. At that time, the Ministers committed to tabling individual departmental strategies by 2006 reflecting sustainable development goals, objectives and targets that coincide with the specific mandates of each department.

The updated Strategy (SDS-III) capitalizes on the achievements and lessons learned from previous rounds of Strategies (SDS-I and SDS-II) in addition to acting upon recommendations made by the Commissioner of the Environment and Sustainable Development to improve the overall Sustainable Development outcomes in terms of the social and economic dimensions of sustainable development.

The previous strategy (SDS-II) commitments focused on four key goals:

• Strengthening the department's capacity to move forward on a path to sustainable development;
• Greening the department's internal operations;
• Participating with other departments to gain a better understanding of the social policy dimensions of sustainable development and their policy implications, and to build a knowledge base in various sustainable development-related issues of interest to the department; and
• Building sustainable development into the department's corporate culture.

While building on the previous strategy, the current strategy (SDS-III) shifts to the following key goals:

• Strengthening the department's capacity to move forward on a path to sustainable development;
• Sustaining the department's internal operations;
• Developing the social and labour market dimensions of sustainable development within the department; and
• Building sustainable development into the department's corporate culture.

The following results were achieved during the reporting period (April 1, 2003 to March 31, 2004) with regards to the goals, objectives, and targets identified under SDS-II. Please also refer to Social Development Canada's Departmental Performance Report.

The following results were achieved during the reporting period (April 1, 2003 to March 31, 2004) in regards to the goals, objectives, and targets identified under SDS-III.

Section VIII: Special Responsibility of the Minister

SPECIAL RESPONSIBILITY OF THE MINISTER

Toronto Waterfront Revitalization Initiative

Description

The purpose of the Toronto Waterfront Revitalization Initiative (TWRI) is to revitalize the Toronto waterfront through investments in both traditional city-building infrastructure (such as local transportation and sewers) and in more contemporary urban development (including parks, green spaces, tourism-related facilities and the rebirth of underutilized post-industrial areas). Investments in these areas are expected to result in both social and economic benefits for the Toronto Region.

From October 2000 to March 2004, the TWRI was managed on behalf of the federal government by the Minister of Transport. On March 8, 2004, responsibility for the file was transferred to the Minister of HRSD in keeping with the Minister's role as Minister responsible for Ontario. As such, reporting on priorities for 2003-2004 is conducted by HRSDC.

Priorities and Results Achieved

Establish timing, scope and priority of the federal commitment to this initiative.

• Approval obtained from Cabinet.

Enhance Toronto's economic vitality, social development, transportation system, housing development, and environmental sustainability.

• Contributed $6,177,365 to support the Toronto Waterfront Revitalization Corporation (TWRC) and four priority projects intended to further the TWRI: Union Station Second Platform, Naturalization and Flood Protection for the Lower Don River, Portlands Preparation, and Front Street Extension and Interchange.
• Continued negotiations for the development of new projects intended to further the TWRI: Harbourfront Water's Edge Improvements, Mimico Waterfront Linear Park, Port Union Waterfront Improvements, Precinct Planning for the West Don Lands, East Bayfront, Central Port Lands (Urban Research Centre), Lower Yonge Precinct and Portlands, and Cherry Beach Improvements.
• Fulfilled role of responsible authority for environmental assessments under the Canadian Environmental Assessment Act with respect to the majority of the previously noted projects.
• Supported the TWRC in the development of a Sustainability Framework which identifies goals, actions, and targets to be followed to achieve sustainability when revitalizing the Toronto waterfront.
• Continued overall management of the TWRI for the federal government.

Section IX: Supplemental Data and Information

Financial Performance Overview

The financial tables 1.0, 1.1 and 1.2 on the following pages provide information on HRDC prior to the restructuring of December 12^th, 2003. It also provides the authority and actual spending for HRSDC as it would have been reported if HRSDC had been a separate entity as of April 1, 2003.

In 2003-2004, the revised HRSDC actual expenditures were $3,459 million which is $32 million lower than HRSDC's revised total authorities of $3,491. This was mainly due to:

• grants and contributions expenditures being $26 million less than originally projected. The lapse can be mainly attributed to funding being reprofiled to 2004-2005 for the Homelessness Initiative and to the lapsing of other grant and contributions programs such as Youth, Older Worker Pilot Projects, Learning; and
• a net operating lapse of $6 million due to delays in deferred projects.

Note: All financial tables within this report are expressed in millions of dollars and amounts showed as $0.0 represent values that are smaller than $50 thousand.

Table 1: Financial Requirements by Authority

Table 2: Comparison of Total Spending to Actual Spending^a

Table 3: Crosswalk Between Strategic Outcomes and Business Lines

The table below identifies the six strategic outcomes that HRSDC endeavours to provide for Canadians, and the links between business lines (i.e., Employment Insurance Benefits, Employment Programs, Workplace Skills, Learning, Labour, Homelessness, and Policy, Program and Service Delivery Support) and those strategic outcomes.

Table 5: Summary of Statutory Transfer Payments by Business Lines^a

Table 6: Summary of Non-Statutory Transfer Payments by Business Lines

Table 7: Loans Disbursed Under the Canada Student Financial Assistance Act

Table 9: External Charging

Details on Transfer Payments

Human Resources and Skills Development Canada (HRSDC) has a substantial number of transfer payment programs. These support individuals, communities, labour, other orders of government and Aboriginal organizations in the achievement of shared human development goals. HRSDC is subject to the revised Treasury Board policy on Transfer Payments, which was introduced on June 1, 2000. That policy requires departments to report on those transfer payment programs that are worth at least $5 million. In so doing, the department is helping to demonstrate sound management of, and accountability for, the department's transfer payments.

Consistent with this policy, descriptive material on each program funded from the Consolidated Revenue Fund, including stated objectives, expected results and outcomes, and milestones for achievement has been developed. The following table provides a list of the active transfer payments programs. A fact sheet for each program over $5 million is also provided.

Actual figures reflect program costs and exclude operating resources necessary to deliver the programs.

FACT SHEET #1

FACT SHEET #2

FACT SHEET #3

FACT SHEET #4

FACT SHEET #5

FACT SHEET #6

FACT SHEET #7

FACT SHEET #8

FACT SHEET #9

Foundations (Conditional Grants)

Peter Gzowski Foundation for Literacy

Introduction to Specified Purpose Accounts

Specified Purpose Accounts (SPA) are special categories of revenues and expenditures. They report transactions of certain accounts where enabling legislation requires that revenues be earmarked and that related payments and expenditures be charged against such revenues. The transactions of these accounts are to be accounted for separately.

HRSDC is responsible for the stewardship of three such accounts:

• the Employment Insurance (EI) Account;
• the Government Annuities Account; and
• the Civil Service Insurance Fund.

The EI Account is a consolidated SPA and is included in the financial reporting of the Government of Canada. Consolidated SPAs are used principally where the activities are similar in nature to departmental activities and the transactions do not represent liabilities to third parties but, in essence, constitute Government revenues and expenditures.

The Government Annuities Account is a consolidated SPA and is included in the financial reporting of the Government of Canada. It was established by the Government Annuities Act, and modified by the Government Annuities Improvement Act, which discontinued sales of annuities in 1975. The account is valued on an actuarial basis each year, with the deficit or surplus charged or credited to the Consolidated Revenue Fund.

The Civil Service Insurance Fund is a consolidated SPA and is included in the financial reporting of the Government of Canada. It was established by the Civil Service Insurance Act. Pursuant to subsection 16(3) of the Civil Service Insurance Regulations, the amount of actuarial deficits is transferred from the Consolidated Revenue Fund to the Civil Service Insurance Account in order to balance the assets and liabilities of the program.

The following information updates forecasted data on the EI Account that was provided in the 2003-2004 Report on Plans and Priorities.³¹ That report presented multi-year financial data and general information. Additional information on performance and year-end data is available at the Internet addresses provided in this section.

Employment Insurance Account

The table below summarizes the financial results for the Employment Insurance (EI) Account from 2001-2002 to 2003-2004. In 2002-2003, the Government of Canada changed its basis of accounting from the modified accrual accounting to the full accrual basis of accounting. This change in accounting policy has been applied retroactively and the financial statements have been restated accordingly.

Benefits rose in 2003-2004 mainly due to an increase in the number of beneficiaries, the result of a higher level of unemployment rate, accompanied by a higher average benefit rate. EI premiums decreased by $343 million mainly due to lower premium rates, which offset the increase in employment and earnings. Interest earned increased, due solely to the rise in the cumulative surplus, as interest rates declined. As total revenue exceeds total expenditure by $2.4 billion, the cumulative EI surplus is $46.2 billion as of March 31, 2004.

More detailed information is reported in the 2003-2004 audited EI Account financial statements that are included in the 2004 Public Accounts of Canada, Volume 1, Section 4.³² HRSDC also offers a website dedicated to Employment Insurance.³³ It provides information on the authority, objectives and details of the program as well as linkages to the Actuarial Reports and Monitoring and Assessment Reports.

Government Annuities Account

The table below summarizes the financial results for the Government Annuities Account from 2001-2002 to 2003-2004.

The annual report and financial statements for Government Annuities are available in the 2004 Public Accounts of Canada, Volume 1, Section 6.³⁴

Civil Service Insurance Fund

The table below summarizes the financial results for the Civil Service Insurance Fund from 2001-2002 to 2003-2004.

The annual report and financial statements for the Civil Service Insurance Fund are available in the 2004 Public Accounts of Canada, Volume 1, Section 6.³⁵

Statutory Annual Reports

Canada Student Loans Program

In August 2000, the Canada Student Loans Program (CSLP) was shifted from the risk-shared financing arrangements that had been in place with financial institutions between 1995 and July 2000 to a direct student loan financing plan.³⁶

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 two service providers have contracts to administer the loans.

It also meant that the Program had to enter into interim contracts with the former risk-shared loan lenders in order to ensure uninterrupted delivery of federal student financial assistance until the Direct Loans program could be fully implemented. These contracts ended February 28, 2001.

Reporting Entity

The entity detailed in this report is the Canada Student Loans Program only and does not include departmental operations related to the delivery of the CSLP. Expenditures in the figures are primarily statutory in nature, made under the authority of the Canada Student Loans Act and the Canada Student Financial Assistance Act.

Basis of Accounting

The financial figures are prepared in accordance with accounting policies and concepts generally accepted in Canada and as reflected in the Public Sector Accounting Handbook of the Canadian Institute of Chartered Accountants.

Specific Accounting Policies

Revenues

Two sources of revenue are reported: interest revenue on Direct Loans and recoveries on Guaranteed and Put Back Loans. Government accounting practices require that recoveries from both sources be credited to the government's Consolidated Revenue Fund. They do not appear along with the expenditures in the CSLP accounts, but are reported separately in the financial statements of Human Resources and Skills Development Canada (HRSDC) and the Government.

• Interest Revenue on Direct Loans — Student borrowers are required to pay simple interest on their part-time student loans and on their full-time loan, but only when they leave full-time studies. Students have the option of selecting a variable (prime + 2.5%) or fixed (prime + 5%) interest rate. The amounts in the figures represent the interest accrued on the outstanding balance of the government-owned Direct Loans. Borrowers continue to pay the interest accruing on the guaranteed and risk-shared loans directly to the private lender holding these loans.
• Recoveries on Guaranteed Loans — The government reimburses the private lenders for any loans issued prior to August 1, 1995 that go into default (i.e., lenders claim any amount of principal and interest not repaid in full). The amounts in the figures represent the recovery of principal and interest on these defaulted loans.
• Recoveries on Put-back Loans — Under the risk-shared agreements, the government will purchase from the participating financial institutions any loans issued between August 1, 1995 to July 31, 2000 that are in default of payments for at least 12 months after the period of study, that in aggregate, do not exceed 3% of the average monthly balance of the lender's outstanding student loans in repayments. The amount paid is set at 5% of the value of the loans in question. The recoveries amounts in the figures represent the recovery of principal and interest on these loans.

Canada Study Grants

Canada Study Grants improve access to post-secondary education by providing non-repayable financial assistance to post-secondary students with particularly high levels of need. Five types of grants are available to assist: (1) students with permanent disabilities in order to meet disability-related educational expenses (up to $8,000 annually); (2) students with dependants (up to $3,120annually); (3) high-need part-time students (up to $1,200 annually); (4) women in certain fields of Ph.D. studies (up to $3,000 annually for up to three years); and (5) high-need students with permanent disabilities (up to $2,000 annually).

Collection Costs

These amounts represent the cost of using private collection agencies to collect defaulted Canada Student Loans. The loans being collected include: risk-shared and guaranteed loans that have gone into default and for which the government has reimbursed the private lender; and Direct Loans issued after July 31, 2000, that are returned to HRSDC by the third party service provider as having defaulted.

Interim Arrangements

As noted in the introduction to this section, interim contracts were entered into with the former risk-shared loan lenders to disburse full-time Direct Loans on the government's behalf until February 28, 2001. At that time, the government reimbursed the lenders 85% of the loan principal they had advanced during the interim period. The remaining 15% was reimbursed to the lenders later. These contracts also called for remuneration in the form of transaction fees and the interest on funds advanced on behalf of the government. Another contract was entered into with Canada Post for the delivery of Direct Loans to part-time students. The Interest Cost to Financial Institutions (Interim) and Transition fees to Financial Institutions (Interim) items identify the cost of these interim arrangements.

• Interest Cost to Financial Institutions (Interim) — This expense represents the interest costs, calculated at prime, paid by CSLP on a monthly basis to the lending institutions on the outstanding advances made to full-time students with Direct Loans.
• Transition Fees to Financial Institutions (Interim) — This expense represents the cost of transaction fees paid by CSLP during the interim period for each fully completed full-time loan made to the student by the participating lending institutions. Transition fees also include payments made to Canada Post for each fully completed part-time loan made during the interim period. The cost is calculated on the basis of certificates of eligibility negotiated by the student.

Service Bureau Costs

As of March 1, 2001, CSLP uses third party service providers to administer Direct Loans disbursement, in-study loan management and post-studies repayment activities. This item represents the cost associated with these contracted services.

Risk Premium

Risk premium represents part of the remuneration offered to lending institutions participating in the risk-shared program from August 1, 1995 to July 31, 2000. The risk premium was 5% of the value of loans being consolidated (normally the value of loans issued to students), being calculated and paid at the time students leave studies and go into repayment. In return, the lenders assumed risk associated with non-repayment of these loans.

Put-Back

Subject to the provisions of the contracts with lending institutions, the government will purchase from a lender the student loans that are in default of payment for at least 12 months and that, in aggregate, do not exceed 3% of the average monthly balance of the lender's outstanding student loans in repayments. The amount paid is set at 5% of the value of the loans in question. The figures also include any refund made to participating financial institutions on the recoveries.

Administrative Fees to Provinces and Territories

Pursuant to the Canada Student Financial Assistance Act (CSFAA), the government has entered into arrangements with participating provinces and Yukon Territory to facilitate the administration of the CSLP. They administer the application and needs assessment activities associated with federal student financial assistance and in return they are paid an administrative fee.

In-Study Interest Borrowing Expense

The capital needed to issue the Direct Loans is raised through the department of Finance's general financing activities. The cost of borrowing this capital is recorded in the department of Finance's overall financing operations. The figures represent the cost attributed to CSLP in support of Direct Loans while students are considered in study status.

In Repayment Interest Borrowing Expense

The capital needed to issue the Direct Loans is raised through the department of Finance's general financing activities. The cost of borrowing this capital is recorded in the department of Finance's overall financing operations. The figures represent the cost attributed to CSLP while students are in repayment of their Canada Student Loans.

In-Study Interest Subsidy

A central feature of federal student assistance is that student borrowers are not required to pay the interest on their student loans as long as they are in full-time study and, in the case of loans negotiated prior to August 1, 1993, for six months after the completion of studies. Under the guaranteed and risk-shared programs, the Government paid the interest to the lending institutions on behalf of the student.

Interest Relief

Assistance may be provided to cover loan interest for up to 54 months for borrowers who have difficulty repaying their loans. The shift from Guaranteed and Risk-Shared Loans to Direct Loans did not alter interest relief for loans in distress from the borrower's perspective; however, the method of recording associated costs changed. For loans issued prior to August 1, 2000, CSLP compensates lending institutions for lost interest equal to the accrued interest amount on loans under interest relief. For loans issued after August 1, 2000, an interest relief expense is recorded to offset the accrued interest on direct loans.

Debt Reduction in Repayment

Debt Reduction in Repayment (DRR) assists borrowers in severe financial hardship. DRR is a federal repayment assistance program through which the Government of Canada reduces a qualifying student's outstanding Canada Student Loans principal to an affordable amount after all other interest relief measures are exhausted. The maximum amount of the reduction is $10,000 or 50% of the loan principal, whichever is less. For loans issued prior to August 1, 2000, CSLP pays the lending institutions the amount of student debt principal reduced by the Government of Canada under DRR. For loans issued after August 1, 2000, the Government of Canada forgives a portion of the loan principal.

Claims Paid and Loans Forgiven

From the beginning of the program in 1964 until July 31, 1995, the Government fully guaranteed all loans issued to students by private lenders. The Government reimburses private lenders for any of these loans that go into default (i.e., lenders claim any amount of principal and interest not repaid in full, after which the department of Social Development Canada's Collection Services will attempt to recover these amounts).³⁷ The risk-shared arrangements also permitted loans issued from August 1, 1995 to July 31, 2000 to be guaranteed under specific circumstances. This item represents the costs associated with loan guarantees.

Pursuant to the Canada Student Loans Act and the Canada Student Financial Assistance Act, the government incurs the full amount of the unpaid principal plus accrued interest in the event of the death of the borrower or if the borrower becomes permanently disabled and cannot repay the loan without undue hardship.

Bad Debt Expense

Under Direct Loans, the government owns the loans issued to students and must record them as assets. As a result, Generally Accepted Accounting Principles require a provision be made for potential future losses associated with these loans. The provision must be made in the year the loans are issued even though the losses may occur many years later. The figures represent the annual expense against the provisions for Bad Debt and Debt Reduction in Repayment on Direct Loans.

Alternative Payments to Non-participating Provinces

Provinces and territories may choose not to participate in the CSLP. These provinces and territories receive an alternative payment to assist in the cost of delivering a similar student financial assistance program.

Commitments

As at March 31, 2004, the department had the following commitments for Service Provider contracts: $76.6 million. The current end date for the Service Provider contracts is February 28, 2005.

Other Statutory Annual Reports

Noted below are other statutory annual reports that are consolidated in other segments of this report and/or in the Public Accounts of Canada.

Parts I and III of the Canada Labour Code

These are reported under the Strategic Outcome of "Safe, healthy, fair, stable and cooperative and productive workplaces"

Civil Service Insurance Act

The complete annual report is included in the 2004 Public Accounts of Canada,
Volume 1, Section 6.³⁸ It is also reported on in the Specified Purpose Accounts section of this report.

Government Annuities Act

The complete annual report is included in the 2004 Public Accounts of Canada,
Volume 1, Section 6.³⁹ It is also reported on in the Specified Purpose Accounts section of this report.

Consolidated Reporting

Asset Management

Asset management is being reported by Social Development Canada's Financial and Administrative Services on behalf of HRSDC. Results can therefore be found in Social Development Canada's Departmental Performance Report available on the Treasury Board Secretariat website.⁴⁰

Procurement and Contracting

Procurement and contracting is being reported by Social Development Canada's Financial and Administrative Services on behalf of HRSDC. Results can therefore be found in Social Development Canada's Departmental Performance Report available on the Treasury Board Secretariat website.⁴¹

Regulatory Initiatives

Safe, Healthy, Fair, Stable, Cooperative and Productive Workplaces

Horizontal Initiatives

Human Resources and Skills Development Canada is the lead on the following horizontal initiatives. A Horizontal Results Database detailing each initiative is available at the following internet address: http://www.tbs-sct.gc.ca/

• Aboriginal Human Resources Development Strategy
• Aboriginal skills and employment partnerships and the Joint Voisey's Bay employment and training authority
• Youth Employment Strategy
• Labour Market Development Agreements
• Sector Council Program
• Older Workers Pilot Projects Initiative
• Canada Student Loans Program
• National Literacy Program
• National Homelessness Initiative
• Service Canada
• Toronto Waterfront Revitalization Initiative

Evaluations and Audits

Human Resources and Skills Development Canada (HRSDC) is committed to ensuring that it gets the best possible results from its programs, policies and services, and that it does so in an effective and efficient manner. The department can assess this through evaluations and audits.

Evaluations examine all elements of a program, ranging from the procedures and policies that are used to design and deliver the program, to measuring the achieved results or impacts (both intended and unintended) of the program. Evaluations provide credible and objective evidence of how well programs and policies are working, and how they might be improved.

Audits, on the other hand, provide management with objective assessments and assurance on key aspects of management practices, control systems and information used for decision-making and financial reporting. Audits also guide management in determining where the organization is most exposed to risk, and what remedial actions are available and appropriate.

While evaluation and audit functions are distinct, both contribute to ensuring that the department has timely, strategically-focused, objective and evidence-based information on its management practices and on the performance of its policies, programs and services, to produce better results for Canadians.

Fiscal year 2003-2004 represented a year of significant change and transformation for both the Evaluation and Internal Audit directorates. They first underwent reorganization in the Human Resources Development Canada, and then the audit and evaluation functions were integrated within HRSDC.

During the year, evaluation efforts were focused, for the most part, on labour market programs, which now reside with HRSDC. Priority was given to evaluations of grant and contribution programs requiring the renewal of their terms and conditions, as well as programs pursuant to the federal-provincial Labour Market Development Agreements. Significant evaluation activity, however, was also initiated for programs that now reside within Social Development Canada, and much of this evaluation work was in progress during 2003-2004. These included, among others, evaluations of the National Child Benefit Strategy, the Labour Market Agreements for Persons with Disabilities, and the Guaranteed Income Supplement and Spousal Allowance.

The Internal Audit function operated that year in a context of significant and ongoing departmental changes, both in term of accountability structures and program/process design and operation. Internal audit efforts supported risk and change management while pursuing the conduct of several major assurance audits, most of which were completed in the following year.

Internal Audit Services (formerly Internal Audit and Risk Management Services) administrative reporting changed twice during the period. Since February 2004, the Director General, Audit and Evaluation is reporting to the ADM, Strategic Policy and Planning.

Internal Audit has invested in new technology to improve its efficiency and has increased the depth and coverage of the quality assurance program.

HRSDC publishes and makes its evaluations and audits available to Canadians. The chart below includes evaluation studies, audits and reviews published or in progress during 2003-2004, and organized by departmental strategic outcomes. Executive summaries, observations, recommendations and management action plans are published on HRSDC Internet sites.⁴²

Annex 1: Division of Responsibilities of the former Human Resources Development Canada

Following the governmental reorganization announced on December 12, 2003, Human Resources Development Canada (HRDC) was split into two new departments: Human Resources and Skills Development Canada (HRSDC) and Social Development Canada (SDC).The following table shows the division of responsibilities of the former HRDC into the new departments.

Division of Responsibilities of the former Human Resources Development Canada

Annex 2: Websites and References

Parliamentary Committee Recommendations

Raising Adult Literacy Skills: The Need for a Pan-Canadian Response. Third Report of the Standing Committee on Human Resources Development and the Status of Persons with Disabilities.

• http://www.parl.gc.ca/InfocomDoc/37/2/HUMA/Studies/Reports/humarp03-e.htm

Government of Canada Response to the Report of the Standing Committee on Human Resources Development and the Status of Persons with Disabilities Raising Adult Literacy Skills: The Need for a Pan-Canadian Response

• http://www.hrsdc.gc.ca/en/cs/comm/reports/literacy/index.shtml

Building a Brighter Future for Urban Aboriginal Children. Report of the Standing Committee on Human Resources Development and the Status of Persons with Disabilities.

• http://www.parl.gc.ca/InfoComDoc/37/2/HUMA/Studies/Reports/humarp04-e.htm

Response of the Government of Canada to the Fourth Report of the Standing Committee on Human Resources Development and the Status of Persons with Disabilities: Building a Brighter Future for Urban Aboriginal Children

• http://www.pco-bcp.gc.ca/interloc/default.asp?Language=E&Page=Strategy&Sub=Response

Efficient and Effective Income Support and Labour Market Transitions

Youth Employment Strategy (YES):

• http://www.youth.gc.ca/yoaux.jsp?contentpageid=706&lang=en
• http://www.tbs-sct.gc.ca/rma/eppi-ibdrp/hrdb-rhbd/yes-sej/description_e.asp

Employment Benefits and Support Measures:

• http://www18.hrdc-drhc.gc.ca/programs/unemployed.asp

Aboriginal Human Resources Development Strategy (AHRDS):

• http://www17.hrdc-drhc.gc.ca/ARO-BRA/ARO.cfm?Menu=strategymenu_e.cfm&File= strategy/strategy_intro_e.cfm&subMenu=AHRDA
• http://www.tbs-sct.gc.ca/rma/eppi-ibdrp/hrdb-rhbd/ahrds-sdrha/description_e.asp

Early Childhood Development Strategy for First Nations and Other Aboriginal Children:

• http://www.hc-sc.gc.ca/english/media/releases/2002/2002_72.htm

Early Learning and Child Care

• http://socialunion.gc.ca/elcc_e.htm
• http://socialunion.gc.ca/ecd_e.html

Federal/provincial/territorial investments in Early Childhood Development

• http://www.socialunion.gc.ca/ecd_e.html

Labour Market Development Agreements (LMDA):

• http://www.tbs-sct.gc.ca/rma/eppi-ibdrp/hrdb-rhbd/lmda-edmt/description_e.asp

Employment Insurance Monitoring and Assessment Report:

• http://www.hrsdc.gc.ca/en/ei/reports/eimar_2003.shtml

Enhanced Competitiveness of Canadian Workplaces by Supporting Investment in and Recognition and Utilization of Skills

Knowledge Matters: Skills and Learning for Canadians:

• http://www.innovationstrategy.gc.ca/cmb/innovation.nsf/pages/Menu-e

Consultations:

• http://www.hrdc-drhc.gc.ca/sp-ps/sl-ca/events_e.shtml

Sectoral Partnership Initiative:

• http://www.tbs-sct.gc.ca/rma/eppi-ibdrp/hrdb-rhbd/scp-pcs/description_e.asp

Foreign Worker Program

• http://www.hrsdc.gc.ca/en/gateways/nav/top_nav/program/fw.shtml

Literacies: Researching Practice, Practicing Research:

• http://www.literacyjournal.ca

Knowledge Matters: Skills and Learning for Canadians:

• http://www.hrdc drhc.gc.ca/sp ps/sl-ca/home.shtml

Modern Comptrollership:

• http://www.hrsdc.gc.ca/en/cs/fas/fs/mm/menu/mc_home.shtml

University of Ottawa Certificate:

• http://www.uottawa.ca/academic/info/regist/crs/ssocEN/PAP.htm

Performance tracking results:

• http://www.hrdc-drhc.gc.ca/dept/reports/index.shtml

Through Access to Learning, Canadians can Participate Fully in a Knowledge-Based Economy and Society

Canada Student Loans Program (CSLP):

• http://www.hrsdc.gc.ca/en/gateways/nav/top_nav/program/cslp.shtml
• http://www.tbs-sct.gc.ca/rma/eppi-ibdrp/hrdb-rhbd/cslp-pcpe/description_e.asp

Student assistance:

• http://www.canlearn.ca

National Literacy Secretariat:

• http://www.nald.ca

Safe, Healthy, Fair, Stable, Cooperative and Productive Workplaces

The Federal Mediation and Conciliation Service (FMCS)

• http://www.hrsdc.gc.ca/asp/gateway.asp?hr=/en/lp/fmcs/02About.shtml&hs=mxm

National Labour Operations

• http://www.hrsdc.gc.ca/en/gateways/nav/top_nav/program/labour.shtml

International Labour Affairs (ILA)

• http://www.hrsdc.gc.ca/en/gateways/business/cluster/category/ilaa.shtml

Workplace Policy and Information

• http://www.hrsdc.gc.ca/en/gateways/topics/wnc-gxr.shtml

Enhanced Community Capacity to Contribute to the Reduction of Homelessness

National Homelessness Initiative:

• http://www.homelessness.gc.ca
• http://www.tbs-sct.gc.ca/rma/eppi-ibdrp/hrdb-rhbd/nhi-ins/description_e.asp

Seamless, Integrated and Multi-channel Service Delivery that Ensures Client Satisfaction

Report on Government-Wide Initiatives
Sustainable Development Strategy (SDS):

• http://www.sdc.gc.ca/en/cs/fas/as/sds/sdd.shtml

Supplementary Information

Specified Purpose Accounts
2002-2003 Report on Plans and Priorities:

• http://www.hrdc drhc.gc.ca/fas sfa/rpp0203.shtml

2003 Public Accounts of Canada, Volume 1:

• http://www.pwgsc.gc.ca/recgen/text/pub-acc-e.html

Employment Insurance:

• http://www.hrsdc.gc.ca/en/ei/legislation/ei_act_entry_page.shtml

Transfer Payments
National Literacy Program:

• http://www.tbs-sct.gc.ca/rma/eppi-ibdrp/hrdb-rhbd/nlp-pna/description_e.asp

Older Workers Pilot Projects:

• http://www.tbs-sct.gc.ca/rma/eppi-ibdrp/hrdb-rhbd/owppi-ippta/description_e.asp

Statutory Annual Reports
Direct Student Loan financing plan:

• http://www.hrdc-drhc.gc.ca/student_loans

Other Statutory Annual Reports
2003 Public Accounts of Canada, Volume 1, Section 6:

• http://www.pwgsc.gc.ca/recgen/text/pub-acc-e.html

Evaluation and Audit
Recent Evaluations and Special Studies:

• http://www11.hrdc-drhc.gc.ca/

Recent Audits:

• http://www.hrdc-drhc.gc.ca/fas-sfa/iab-bvi/menu/toc.shtml

Questions and Public Enquiries

If you have questions about departmental programs and services, you may contact your nearest Human Resources Development Canada office listed in the Government of Canada pages of the telephone book or the HRDC Public Enquiries Centre.

To obtain HRSDC publications, you may contact the HRDC Public Enquiries Centre at 1 819 994 6313.

• ¹ http://www.tbs-sct.gc.ca/est-pre/20032004/HRDC-DRHC/HRDC-DRHCr34_e.asp
• ² http://www.tbs-sct.gc.ca
• ³ Social Development Canada programming has not been included."
• ⁴ Program activities listed here do not include Social Development Canada managed functions such as Modernizing Service for Canadians and Call Centres.
• ⁵ Budget in Brief 2003, p.6: http://www.fin.gc.ca/budget03/pdf/briefe.pdf; budget 2003 was tabled on February 18, 2003
• ⁶ Statistics Canada, The Daily, May 31, 2004: http://www.statcan.ca/Daily/English/040531/d040531a.htm
• ⁷ Statistics Canada, The Daily, June 11, 2004: http://www.statcan.ca/Daily/English/040611/d040611.pdf
• ⁸ Based on calendar year estimates.
• ⁹ Collection services of Employment Insurance and Employment Programs overpayments, penalties and interests are administered by Social Development Canada on behalf of HRSDC.
• ¹⁰ Collection services for Default Canada Student Loans are administered by Social Development Canada on behalf of HRSDC.
• ¹¹ Available at: http://www.parl.gc.ca/InfocomDoc/37/2/HUMA/Studies/Reports/humarp03-e.htm
• ¹² Available at:http://www.hrsdc.gc.ca/en/cs/comm/reports/literacy/index.shtml
• ¹³ Available at: http://www.parl.gc.ca/InfoComDoc/37/2/HUMA/Studies/Reports/humarp04-e.htm
• ¹⁴ Available at: http://www.pco-bcp.gc.ca/interloc/default.asp?Language=E&Page=Strategy&Sub= Response
• ¹⁵ http://www.hrsdc.gc.ca/en/ei/reports/eimar_2003.shtml
• ¹⁶ More information on the federal Early Childhood Development Strategy for First Nations and Other Aboriginal Children can be found on-line at http://www.hc-sc.gc.ca/english/media/releases/2002/2002_72.htm.
• ¹⁷ More information on FNICCI can be found in the Government of Canada's annual reports on Early Learning and Child Care activities and expenditures. These reports can be found on-line at http://socialunion.gc.ca/elcc_e.htm. More information on other federal/provincial/territorial investments in Early Childhood Development can be found online at http://socialunion.gc.ca/ecd_e.html.
• ¹⁸ Reported by calendar year.
• ¹⁹ http://www.hrsdc.gc.ca/en/gateways/nav/top_nav/program/fw.shtml
• ²⁰ http://www.canlearn.ca
• ²¹ http://www110.hrdc-drhc.gc.ca/millieudetravail_workplace/gazette/legislation/index.cfm/doc/english
• ²² Of the $753 million allocated for the three-year NHI, $311 million was delivered by the Canada Mortgage and Housing Corporation (CMHC) and will be reported separately.
• ²³ The Surplus Federal Real Property for Homelessness Initiative is delivered by Public Works and Government Services Canada under the Supporting Communities Partnership Initiative renewal in Budget 2003.
• ²⁴ http://www.homelessness.gc.ca/initiative/evaluationreport/index_e.asp
• ²⁵ http://www.homelessness.gc.ca/research/projects/projectslist1_e.asp
• ²⁶ For descriptions of NHI success stories, visit: http://www.homelessness.gc.ca/successstories/index_e.asp
• ²⁷ http://www.tbs-sct.gc.ca/
• ²⁸ For more background on Government On-line Initiative Public Reports refer to http://www.hrsdc.gc.ca/en/cs/comm/gol/index.shtml.
• ²⁹ Social Development Canada administers corporate services for both HRSDC and Social Development Canada, and in that capacity is responsible for many of the sustainable development targets.
• ³⁰ Refer to the departmental Sustainable Development Strategy website at the following link for details: http://www.sdc.gc.ca/en/cs/fas/as/sds/sdd.shtml
• ³¹ For further information, see http://www.tbs-sct.gc.ca/est-pre/20032004/HRDC-DRHC/HRDC-DRHCr34_e.asp
• ³²For further information, see http://www.pwgsc.gc.ca/recgen/text/pub-acc-e.html
• ³³ For further information, see http://www.hrsdc.gc.ca/en/ei/legislation/ei_act_tofprov_1.shtml
• ³⁴ For further information, see http://www.pwgsc.gc.ca/recgen/text/pub-acc.e.html
• ³⁵For further information, see http://www.pwgsc.gc.ca/recgen/text/pub-acc.e.html
• ³⁶ For further information on the Canada Student Loans Program, see http://www.hrsdc.gc.ca/en/gateways/nav/top_nav/program/cslp.shtml
• ³⁷ An announcement was made on December 12, 2003 which split Human Resources Development Canada into two new departments — Human Resources and Skills Development Canada (HRSDC) and Social Development Canada (SDC). It was subsequently determined that collection services would be shared between the two departments and housed in SDC.
• ³⁸ For further information, see http://www.pwgsc.gc.ca/recgen/text/pub-acc.e.html
• ³⁹ For further information, see http://www.pwgsc.gc.ca/recgen/text/pub-acc.e.html
• ⁴⁰ http://www.tbs-sct.gc.ca/
• ⁴¹ http://www.tbs-sct.gc.ca/
• ⁴² See http://www.hrsdc.gc.ca. Recent evaluations and special studies are posted at http://www11.hrdc-drhc.gc.ca. Recent audits are posted at http://www.hrsdc.gc.ca/en/cs/fas/iarms/toc.shtml.

Date Modified: 2004-12-01