ARCHIVED - Human Resources and Social Development Canada

Name of Horizontal Initiative: Aboriginal Skills and Employment Partnerships Program

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

Lead Department Program Activity: Labour Market

Start Date of the Horizontal Initiative: October 3, 2003

End Date of the Horizontal Initiative: March 31, 2012

Total Federal Funding Allocation (start to end date): $290.0 million

Description of the Horizontal Initiative (including funding agreement): Aboriginal Skills and Employment Partnership program was initially an $85 million initiative beginning in 2003 to 2009. Budget 2007 expanded and extended the program through an additional investment of $105 million for 2007-2012. In Canada�s Economic Action Plan, the Government is investing an additional $100M over three years in ASEP to help Aboriginal people participate in the work force and get the training they need to make the most of employment opportunities. The Aboriginal Skills and Employment Partnership is targeted at developing the skills of Canada's Aboriginal workforce, promoting maximum employment for Aboriginal people on major economic developments across Canada and providing lasting benefits for Aboriginal communities, families and individuals.

The Aboriginal Skills and Employment partnership program is an opportunity driven initiative that is implemented through formalized partnerships between the private sector and Aboriginal communities (and others such as the province and training institutions). The partnerships are responsible for jointly developing and managing comprehensive, multi-year skills development plans that will ensure long-term highly skilled sustainable employment as a result of the projects. The comprehensive Aboriginal training-to-employment plan covers a broad continuum ranging from basic skills, literacy and academic upgrading, through job-specific training and apprenticeships to retention counselling and other on-the-job supports. The plan must have a commitment from the employers to provide at least 50 long-term (sustainable) jobs for Aboriginal people. The partnership must also make a significant financial contribution to the training plan and must develop a governance model that will manage and oversee the project.

http://www.hrsdc.gc.ca/general/public/asep-pcea/asep-pcea-eng.asp

Shared Outcome(s): Long term sustainable employment for Aboriginal people on major economic developments.

Governance Structure(s):

• Aboriginal Skills and Employment partnership is a national, centrally managed program. It promotes the maximum employment of Aboriginal people through a collaborative approach.
• The implementation of the Aboriginal Skills and Employment partnership projects requires the participation of Aboriginal organizations the private sector, provincial governments and others as appropriate and may involve collaboration with regional Service Canada officials.
• Aboriginal Skills and Employment partnership proponents receive direct support through a multi-year contribution agreement negotiated by HRSDC based on a human resources development plan. Aboriginal Skills and Employment partnership proponents are responsible for interim and final financial and performance reports.

($ millions)

* 2008-09 allocation and spending totals for other government departments are not available at the date of the publication of the DPR
Federal Partners	Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2008-2009	Actual Spending for 2008-2009	Expected Results for 2008-2009	Results Achieved in 2008-2009
1. Human Resources and Skills Development Canada	Labour Market	Aboriginal Skills and Employment Partnerships	290.0	40.2	25.3	Aboriginal clients served: 3,600 Interventions completed: 1,800 Clients returned to employment following an ASEP intervention: 1,500 Savings to Social assistance: $1.5M	Aboriginal clients served: 2505 Interventions completed: 2646 Clients returned to employment following an ASEP intervention: 2055 Savings to Social assistance: Ongoing
Natural Resources Canada	PA1	(a) ASEP New Brunswick Project	not available*	not available*	not available*	N/A	N/A
Indian and Northern Affairs Canada	PA1	(a) ASEP Manitoba Hydro Northern	not available*	not available*	not available*	N/A	N/A
		(b) Nunavut Fisheries Training	not available*	not available*	not available*	N/A	N/A
		(c) Mine Training Society	not available*	not available*	not available*	N/A	N/A
Western Economic Diversification	PA1	(a) ASEP Manitoba Hydro Northern	not available*	not available*	not available*	N/A	N/A
Total			290.0	40.2	25.3

Comments on Variances: The variance is mainly due to re-profiling of funds into future years due to deferrals of projects into next fiscal year because of delays in project proposal starts dates.

Results to be achieved by non-federal partners (if applicable): N/A

Contact information:
Glenda Restoule, Director
Aboriginal Skills and Employment Partnership Program
Skills and Employment Branch
819-956-8860
glenda.restoule@hrsdc-rhdsc.gc.ca
Place du Portage, Phase IV
140 Promenade du Portage
Gatineau, Quebec

Name of Horizontal Initiative: Youth Employment Strategy

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

Lead Department Program Activity: Labour Market

Start Date of the Horizontal Initiative: March 18, 1999

End Date of the Horizontal Initiative: Ongoing

Total Federal Funding Allocation (start to end date): Ongoing

Description of the Horizontal Initiative (including funding agreement): The Youth Employment Strategy supports Canadian youth as they move into the world of work. The Strategy plays a role in developing Canada's workforce by providing young Canadians with access to programs and services to help them gain the skills, knowledge, career information and work experience they need to find and maintain employment and make a successful transition into the labour force.  The Youth Employment Strategy is designed to respond to labour market challenges facing youth, aged 15 to 30. The Strategy has three program streams: Skills Link, Career Focus and Summer Work Experience, which includes the Canada Summer Jobs initiative. Skills Link provides youth-at-risk with opportunities to develop skills they need to find work or return to school. Career Focus helps post-secondary graduates find work in their area of specialization. Summer Work Experience helps secondary and post-secondary graduates acquire career-related skills and financing for their education through summer jobs.  The Government of Canada's support to young Canadians is a shared responsibility and a partnership effort among many departments and organizations. Human Resources and Skills Development, along with 10 other federal government departments, work cooperatively with other levels of government, Aboriginal organizations, educational institutions, and private sector, not-for-profit and voluntary sector organizations to deliver Youth Employment Strategy initiatives.

www.youth.gc.ca/

Shared Outcome(s): The shared outcomes of partners for the common key results are:

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

Governance Structure(s): The Youth Employment Strategy has in place an umbrella Results-based Management and accountability Framework (RMAF) that represents a commitment among the eleven participating federal departments to undertake ongoing collection of common performance management data to ensure effective overall performance management of the program.

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

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

($ millions)

* Planning spending totals include both grants and contributions and operating funds while actual spending totals may not include operating funds. ** Canadian Food Inspection Agency is no longer involved in YES as of 2008-09. *** Results include only Environment Canada�s International Environmental Youth Corp (IEYC) program. Environment Canada results will be reported in full in the 2009-10 DPR. **** Results are not complete. Full Industry Canada results will be reported in the 2009-10 DPR. ***** Results are for 2007-08. Results for 2008-09 will be reported in the 2009-10 DPR. ****** Results for 2008-09 will be reported in the 2009-10 DPR.
Federal Partners	Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2008-2009*	Actual Spending for 2008-2009*	Expected Results for 2008-2009	Results Achieved in 2008-2009
Human Resources and Skills Development Canada	Labour Market	a. Career Focus	Ongoing	13.0	11.3	Service Canada Clients Served: 400-600 Employed or Self-Employed: 300-375 Return to School: 10-30 Contribution agreements: 80-110 Funds Leveraged: $2-4M HRSDC Clients Served: 454 Employed or Self-Employed: 90% or 408 Return to School: 10% or 45 Contribution agreements: 14 Funds Leveraged: $10,812,694.	Service Canada Clients Served: 427 Employed or Self-Employed: 227 Return to School: 33 Contribution agreements: 90 Funds Leveraged: $10,018,498 HRSDC Clients Served: 363 Employed or Self-Employed: 226 Return to School: 0 Contribution agreements: 12 Funds Leveraged: $5.1M
		b. Skills Link	Ongoing	149.4	139.7	Clients Served: 14,000-16,000 Employed or Self-Employed: 5,950-6,250 Return to School: 1,250-1,350 Contribution agreements: 1,100-1,300 Funds Leveraged: $65-80M	Clients Served: 16,073 Employed or Self-Employed: 5,961 Return to School: 1842 Contribution agreements: 966 Funds Leveraged: $55,722,745
		c. Summer Work Experience (Canada Summer Jobs)	Ongoing	101.4	94.4	Clients Served: 41,000-48,000 Employed or Self-Employed: N/A Return to School: N/A Contribution agreements: 26,000-30,000 Funds Leveraged: N/A	Clients Served: 36,464 Employed or Self-Employed: N/A Return to School: N/A Contribution agreements: 20,866 Funds Leveraged: N/A
2. Agriculture and Agri-Food Canada		Career Focus	Ongoing	1.1	0.6	N/A	Clients Served: 90 Employed or Self-Employed: 82 Return to School: 8
3. Canadian Food Inspection Agency**		Career Focus	Ongoing	0.1	N/A	N/A	N/A
4. Canadian International Development Agency		Career Focus	Ongoing	6.4	5.6	N/A	Clients Served: 388 Employed or Self-Employed: 78 Return to School: 38
5. Canadian Heritage		Career Focus	Ongoing	0.9	0.9	N/A	Clients Served: 89 Employed or Self-Employed: 23 Return to School: 9
		Summer Work Experience	Ongoing	9.8	7.6	N/A	Clients Served: 1672 Employed or Self-Employed: N/A Return to School: N/A
6. Environment Canada		Career Focus	Ongoing	3.3	1.3	N/A	Clients Served: 18*** Employed or Self-Employed: 15*** Return to School: 2***
7.Industry Canada		Career Focus	Ongoing	9.8	8.7	N/A	Clients Served: 1094 Employed or Self-Employed: 83 Return to School: 139
		Summer Work Experience	Ongoing	7.4	5.2	N/A	Clients Served: 860**** Employed or Self-Employed: N/A Return to School: N/A
8.National Research Council		Career Focus	Ongoing	5.4	4.8	N/A	Clients Served: 312 Employed or Self-Employed: 148***** Return to School: 3*****
9.Natural Resources Canada		Career Focus	Ongoing	0.6	0.5	N/A	Clients Served: 50 Employed or Self-Employed: 38 Return to School: 3
10.Canada Mortgage and Housing Corporation		Skills Link	Ongoing	1.0	1.0	N/A	Clients Served: 164 Employed or Self-Employed: 30 Return to School: 8
11.Indian and Northern Affairs Canada		Skills Link	Ongoing	14.0	14.1	N/A	Clients Served: N/A****** Employed or Self-Employed: N/A*** Return to School: N/A******
		Summer Work Experience	Ongoing	12.6	12.0		Clients Served: N/A****** Employed or Self-Employed: N/A Return to School: N/A
12.Parks Canada		Summer Work Experience	Ongoing	2.0	2.0	N/A	Clients Served: 226 Employed or Self-Employed: N/A Return to School: N/A
Total Career Focus				40.6	33.7
Total Skills Link				164.4	154.8
Total Summer Work Experience				133.2	121.2
Total Youth Employment Strategy				338.2	309.7

Comments on Variances: The variance was due to delays in implementing Skills Link and Career Focus projects, as well the inability of some employers to fill all the positions for which they were approved for Canada Summer Jobs funding, and because some students left their jobs early.

Results to be achieved by non-federal partners (if applicable): N/A

Contact information:
John Atherton, Director General
Active Employment Measures
Skills and Employment Branch
(819) 994-6916
john.atherton@hrsdc-rhdsc.gc.ca
Place du Portage, Phase IV
140 Promenade du Portage
Gatineau, Quebec

Name of Horizontal Initiative: Temporary Foreign Worker program

Name of Lead Department(s): Human Resources and Skills Development Canada and Citizenship and Immigration Canada

Lead Department Program Activity: Workplace Skills (HRSDC) and Temporary Resident Program (CIC)

Start Date of the Horizontal Initiative: June 13, 2007

End Date of the Horizontal Initiative: Ongoing

Total Federal Funding Allocation (start to end date): Ongoing

Description of the Horizontal Initiative (including funding agreement): The Temporary Foreign Worker program enables Canadian employers to hire foreign workers on a temporary basis to meet immediate skills and labour needs when Canadians are not available. The program is jointly managed by Citizenship and Immigration Canada and Human Resources and Skills Development Canada (with Service Canada). Employers can recruit workers into any legal profession and from any source country, subject to employers and workers meeting specified criteria. The Temporary Foreign Worker program includes program streams such as the Seasonal Agricultural Workers Program, the Live-in-Caregiver Program, and the pilot project for Occupations Requiring Lower Levels of Formal Training. In the province of Quebec, the Temporary Foreign Worker program is administered through a partnership with the Government of Quebec. The Temporary Foreign Worker program is funded from the Consolidated Revenue Fund.
www.hrsdc.gc.ca/en/workplaceskills/foreign_workers/index.shtml
www.cic.gc.ca/english/work/index.asp

Shared Outcome(s):

• To enhance Canadian productivity and participation through efficient and inclusive labour markets, competitive workplaces and access to learning (HRSDC).
• Migration that significantly benefits Canada�s economic, social and cultural development (CIC)
• To respond to regional, occupational, and sectoral skills and labour demands;
• To protect employment opportunities for Canadians and ensure that temporary foreign workers enjoy the same rights and protections as Canadians

Governance Structure(s):

• Human Resources and Skills Development Canada / Service Canada is responsible for providing a labour market opinion to Citizenship and Immigration Canada and employers indicating if the employment of the temporary foreign worker is likely to have a positive or neutral effect on the labour market in Canada.
• Human Resources and Skills Development Canada is responsible for the design and management of those elements of the program under the Minister's responsibility.
• Service Canada delivers the program regionally for Human Resources and Skills Development Canada by processing labour market opinion applications to support the work permit application process.
• Citizenship and Immigration Canada is responsible for assessing work permit applications and issuing work permits to workers.

($ millions)

* The above planned spending figures are for CIC and HRSDC only. Figures exclude planned spending for other government departments such as DFAIT and PWGSC and therefore do not represent the full Government of Canada costs for the TFW Program.
Federal Partners	Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2008-2009	Actual Spending for 2008-2009	Expected Results for 2008-2009	Results Achieved in 2008-2009
1. Human Resources and Skills Development Canada (with Service Canada)	Workplace Skills	Temporary Foreign Worker program	Ongoing	32.3	31.8	Program enhancements, including strengthened worker protection, program integrity measures, and improved facilitative processes develop employer monitoring and compliance measures Fed./prov. information-sharing MOUs RMAF/RBAF expand on-line application system sector/occupation-based labour market opinion processing	Successful implementation of the Expedited Labour Market Opinion (ELMO) Employer Compliance Review (ECR) process. Development of the Monitoring Initiative, which encourages employers to participate in a voluntary monitoring program. Revision of LMO application form will allow a more robust assessment of the request for TFWs against program requirements Completion of the RMAF/RBAF Signed Letters of Understanding on Information Sharing with the Governments of Alberta and Manitoba. Signed Temporary Foreign Worker Annexes to Immigration Agreements in Alberta and Ontario Established TFWP Federal-Provincial Working Groups in Manitoba, Saskatchewan, Ontario, and Newfoundland.
2. Citizenship and Immigration Canada	Temporary Resident Program	Temporary Foreign Worker Program	Ongoing	34.7	32.8	Improve program integrity related to work permit process.	Implementation of 2 new TFW Units in Toronto and Moncton, and the expansion of service in the Calgary TFW Unit to include Saskatchewan, Manitoba, NWT and Nunavut, who (with the TFW Units in Vancouver and Montreal) provide increased outreach information to employers and employer associations, guidance to employers and/or their authorized representatives seeking to employ foreign workers Implementation of the TFW Liaison desk, enhancing the coordination of information sharing between missions and the in-Canada TFW network, including with HRSDC on LMO follow up. Completion of the RMAF/RBAF Signed Temporary Foreign Worker Annexes to Immigration Agreements in Alberta and Ontario
Total			Ongoing	67.0	64.6

Comments on Variances: The HRSDC $0.5M variance is mainly due to the delayed implementation of the enhanced policy development capacity and new employer compliance functions. The CIC variance is due to general operating lapses as well as delays in setting up a centralized unit for Temporary Foreign Workers (TFW) until CIC finalizes the review of the TFW units within its operations in 2009-2010.

Results to be achieved by non-federal partners (if applicable): not applicable

Contact information:
Andrew Kenyon, Director General
Human Resources and Skills Development Canada
Temporary Foreign Workers Directorate
Skills and Employment Branch
(819) 994-1021
andrew.kenyon@hrsdc-rhdsc.gc.ca
Place du Portage, Phase IV
140 Promenade du Portage
Gatineau, Quebec

Les Linklater, Director General
Citizenship and Immigration Canada
Immigration Branch
(613) 941-8989
les.linklater@cic.gc.ca
Jean Edmonds Tower South
365 Laurier Avenue West
Ottawa, Ontario

Name of Horizontal Initiative: Canada Student Loans Program

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

Lead Department Program Activity: Learning

Start Date of the Horizontal Initiative: September, 1964

End Date of the Horizontal Initiative: Ongoing

Total Federal Funding Allocation (start to end date): Ongoing

Description of the Horizontal Initiative (including funding agreement): The purpose of the Canada Student Loans program is to promote accessibility to post-secondary education for individuals with demonstrated financial need by lowering financial barriers through the provision of loans and grants and to ensure Canadians have an opportunity to develop the knowledge and skills to participate in the workplace and community.

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

Shared Outcome(s):
Maintain the Government's commitment to accessible post-secondary education by:

• lowering financial barriers to post-secondary education through the provision of financial assistance to eligible Canadians; and
• ensuring a more manageable debt burden for borrowers

Governance Structure(s): The Government of Canada has entered into Integration Agreements with four provinces (Ontario, Saskatchewan, New Brunswick and Newfoundland and Labrador) in order to create a "one-student-one-loan" service approach. The administration of the current program is the product of a co-operative effort between Human Resources and Skills Development Canada, Service Canada, Canada Revenue Agency, participating provinces and the Yukon Territory, Service Provider, financial institutions and Public Works and Government Services Canada. These agents are responsible for conducting one or more activities during the loan lifecycle. Program documents and communications tools are typically prepared with the input and approval of both federal and participating provincial and territorial governments. Quebec, the Northwest Territories and Nunavut do not participate in the Canada Student Loans Program. These jurisdictions receive an alternative payment to assist in the cost of delivering a similar student financial assistance program.

Effective management of the program and of relations with third-party agents is the primary responsibility of the Canada Student Loans Program. Program activities include, for example, defining the operational and financial processes for the delivery of the program by the service provider, comptrollership and client relations for escalated cases.

The application and needs assessment for the program is delivered by provincial student assistance offices, which also administer provincial aid. The participating provinces and the Yukon Territory:

• determine individual eligibility for loans and grants based on federal criteria; assess students' financial needs based on federal criteria;
• issue loan certificates;
• administer and deliver grants; and
• designate educational institutions that students may attend with Canada Student Loans Program assistance.

While the Canada Student Loans Program provides the guidance and direction on how the program is to be delivered, the Service Provider assumes responsibility for the administration of the loans once the loan agreement is signed and submitted for processing. The responsibilities of the Service Provider include:

• verifying loan agreements;
• managing the in-study interest-free period;
• handling loan repayment; and
• managing debt management activities, advising and counselling borrowers on debt management options.

Public Works and Government Services Canada is responsible for disbursing loans and grants to the borrowers and to Educational Institutions, for any funds directed to pay for tuition.

Canada Revenue Agency Non-Tax Collection Services is the agent responsible for debt collection. Delinquent guaranteed and risk-shared loans become debts to the Crown when the Government of Canada buys back the debt from financial institutions. Delinquent direct financed loans are returned to government after the Service Provider has attempted collection for a set period of time and the borrower has either not made payments on their loan or is unwilling to repay. These activities may also be conducted by private collection agencies under contract to Canada Revenue Agency. These private collection agencies must abide by Canada Revenue Agency collection guidelines when carrying out the recovery of Crown debts

($ millions)

a Please note that the number is estimated as loans are awarded based on client eligibility and demonstrated need. b Please note that the number is estimated as grants are awarded based on client eligibility and demonstrated need.
Federal Partners	Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2008-2009	Actual Spending for 2008-2009	Expected Results for 2008-2009	Results Achieved in 2008-2009
1	HRSDC PWGSC CRA	a. N/A	Ongoing Statutory funding	687.9 Loan disbursed under the Canada Student Financial Assistance Act $2.0B	628.3 Loan disbursed under the Canada Student Financial Assistance Act $2.0B	Estimated number of Canadians to benefit from the Canada Student Loans program (includes loans, grants and non-repayable in-study interest subsidies): 450,000a Estimated number of Canadians to benefit from Canada Study Grants and Canada access Grants: 80,000b	Estimated number of Canadians to benefit from the Canada Student Loans program (includes loans, grants and non-repayable in-study interest subsidies): 473,000 Estimated number of Canadians to benefit from Canada Study Grants and Canada access Grants: 86,000
Total				687.9	628.3

Comments on Variances: The bulk of the $59.6M variance between planned and actual expenditures for 2008-2009 can be explained by the Bad Debt Expense being lower than forecasted by $70.2M. The variance can also be explained by an adjustment to the methodology between the forecast and actual calculation, and by the decrease in the interest rate this year. This is offset by the Debt Reduction in Repayment being higher by $38.9M due to an increase of the provision rate by the Chief Actuary.
The interest revenue indicates a variance of $94.9M, that is being offset by variances in both the In-Study and In Repayment Interest Borrowing Expense of $95.7M. These variances can be explained by a combination of the decrease in the interest rate and a lower than anticipated In-Repayment portfolio. The Interest Relief was also lower than forecasted by $18.7M, again due to the interest rate reduction.
The remaining variance of $8.8M is a combination of minor variances related to other component of the program.

Results to be achieved by non-federal partners (if applicable): not applicable.

Contact information:
Barbara Glover
Director General
Canada Student Loans Program
(819) 997-1094

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

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

Lead Department Program Activity: Children and Families

Start Date of the Horizontal Initiative: March, 2003

End Date of the Horizontal Initiative: Ongoing

Total Federal Funding Allocation (start to end date): $350 million/year via the Canada Social Transfer (CST)

Description of the Horizontal Initiative (including funding agreement): In March 2003, Federal/ Provincial/Territorial Ministers Responsible for Social Services, reached agreement on a framework for improving access to affordable, quality, provincially and territorially regulated early learning and child care programs and services. Under the Multilateral Framework, the Government of Canada is providing $350M per year through the CST to support provincial and territorial government investments in early learning and child care. This initiative complements the September 2000 ECD Agreement.

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

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

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

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

Shared Outcome(s):
The objectives of the initiative, as outlined in the Multilateral Framework on Early Learning and Child Care are:

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

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

Implementation of the commitments outlined in the Multilateral Framework has been tasked to a Working Group comprised of officials from all jurisdictions (including Qu�bec, which participates as an observer). This Working Group, which is jointly chaired by HRSDC and Saskatchewan, reports to F/P/T Deputy Ministers Responsible for Social Services and subsequently to F/P/T Ministers Responsible for Social Services.

($ millions)

Federal Partners	Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2008-2009	Actual Spending for 2008-2009	Expected Results for 2008-2009	Results Achieved in 2008-2009
Not applicable. The Multilateral Framework on Early Learning and Child Care is a federal-provincial-territorial initiative.			In 2008-09, the Government of Canada transferred $350M via the Canada Social Transfer to provinces and territories for investment in programs and services related to early learning and child care. All governments agreed that investments in early learning and child care should be predictable and sustainable over the long term. All governments committed to make investments in regulated early learning and child care.			The Canada Social Transfer is a block transfer to provinces and territories, which does not require them to report to the Government of Canada on the results achieved.
			Total $350M via the Canada Social Transfer

Comments on Variances: N/A

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

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

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

Contact information:
Fran�ois Weldon
Director
Family Policy
819 997-9950

Name of Horizontal Initiative: National Child Benefit Initiative

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

Lead Department Program Activity: Children and Families

Start Date of the Horizontal Initiative: 1998

End Date of the Horizontal Initiative: Ongoing

Total Federal Funding Allocation (start to end date): Statutory

Description of the Horizontal Initiative (including funding agreement): The National Child Benefit contributes to a larger federal, provincial and territorial strategy (FPT), the National Children's Agenda, designed to help Canadian children.

Through the National Child Benefit, the Government of Canada is working with provincial and territorial governments¹ to provide income support, as well as benefits and services, for low-income families with children. The initiative also includes a First Nations component.

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

The federal government is providing a projected $3.7 billion through the National Child Benefit Supplement in 2007-2008. Total annual federal support delivered through the Canada Child Tax Benefit system, including the National Child Benefit Supplement, is a projected $9.5 billion in 2007-2008.

Provincial, Territorial and First Nations Spending:
Under the National Child Benefit, provinces, territories and First Nations provide benefits and services that further the goals of the initiative. The National Child Benefit Progress Report: 2006, reports that in 2005-2006, provinces, territories, and First Nations spent $873.9 million in programs and services in key areas such as child/day care initiatives, child benefits and earned income supplements, early childhood services and children-at-risk services, supplementary health benefits, and youth initiatives. This includes First Nations reinvestments in programs and services which are estimated to be $58.0 million in 2005-2006.

Shared Outcome(s):
The National Child Benefit initiative has three goals:

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

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

Indicators and Impacts:

• The National Child Benefit Progress Report: 2006 includes an analysis of both societal level indicators, which measure areas such as low income and labour force attachment and do not infer that any changes are the result of the initiative, and direct outcome indicators, which measure only those changes that are directly attributed to the National Child Benefit. With respect to societal level indicators, the report shows that the proportion of families with children living in low income has declined significantly since the mid-1900s, decreasing from 17.6 percent in 1996 to 11.6 percent in 2004, based on Statistics Canada's post-tax low-income cutoffs. During this period, the number of children living in low income decreased from 1,304,000 in 1996 to 877,300 in 2004, a decrease of approximately 426,700 children. Further, the report estimates that in 2004, as a direct result of the National Child Benefit:
• 125,000 children in 59,000 families were prevented from living in low income, a reduction of 12.1 percent. This means that in 2004, there were 12.1 percent fewer families with children living in low income than there would have been without the National Child Benefit.
  • These families saw their average disposable income increase by an estimated $2,400, or 9.3 percent.
• For those families with children who remained in low income, the National Child Benefit improved their disposable income by an average of $1,600 (9.1 percent). This means that the low-income gap (the additional amount of income needed by low-income families to reach the low-income line) was reduced by 18.5 percent in 2004.

In addition, in June 2005, federal, provincial and territorial governments released a synthesis report of a comprehensive evaluation of the first three years of the National Child Benefit initiative (1998-99, 1999-00, 2000-01). The evaluation compiled evidence from a number of studies and showed that the National Child Benefit is meeting its goals. In addition, a process to launch further evaluation has begun.

For a complete discussion of indicators, please see Chapters 5 and 6 of the National Child Benefit Progress Report: 2006. For a discussion of evaluation results, please see the Evaluation of the National Child Benefit Initiative: Synthesis Report. These reports are available free of charge on the National Child Benefit website, at: http:\\www.nationalchildbenefit.ca

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

The Governance and Accountability Framework lays out shared decision-making and accountability:

• FPT Ministers Responsible for Social Services provide the overall strategic policy directions for the program at the national level; monitor and assess all aspects of implementation; identify areas of potential concern and seek solutions; and adjudicate and resolve disputes where required.
• FPT Deputy Ministers Responsible for Social Services are responsible for general management, implementation and operation of the initiative under the direction of Ministers.
• The FPT NCB Working Group of Officials supports the mandate of Deputy Ministers and Ministers with respect to the National Child Benefit. This includes identifying, addressing and finding solutions for emerging issues.

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

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

Human Resources and Skills Development Canada is responsible for policy development with respect to the National Child Benefit initiative, and the Minister of Human Resources and Skills Development represents the Government of Canada in this federal/provincial/territorial initiative. The Department also serves a secretariat function in the production of annual National Child Benefit progress reports.

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

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

The Provincial and Territorial Role:
Under the National Child Benefit, provinces, territories and First Nations provide benefits and services that further the goals of the initiative. The National Child Benefit is designed so that provinces, territories and First Nations have the flexibility to develop and deliver programs and services that best meet the needs and priorities of their communities. Provinces and territories have the flexibility to adjust social assistance or child benefit payments by an amount equivalent to the NCB Supplement. As a result, families with children on social assistance maintain at least the same level of benefits, while funds resulting from adjustments support new or enhanced provincial and territorial programs benefiting low-income families with children.

The majority of provinces and territories are flowing through recent federal increases to the National Child Benefit. This means that today, the vast majority of children living in low-income families, including those on social assistance, are currently receiving some or all of the National Child Benefit Supplement.

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

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

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

($ millions)

Federal Partners	Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2008-2009	Actual Spending for 2008-2009	Expected Results for 2008-2009	Results Achieved in 2008-2009
1.	1. Canadian Revenue Agency	a. National Child Benefit Supplement	Ongoing	$3.68B	Not available	Continued progress on the goals of the National Child Benefit initiative, as described in �Shared Outcomes�, above.	Not available

Comments on Variances: N/A

Results to be achieved by non-federal partners (if applicable): N/A

Contact information:
Carole Vallerand
Acting Director
Income Security
Strategic Policy and Research
Phone (819) 934-1181

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

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

Lead Department Program Activity: Children and Families

Start Date of the Horizontal Initiative: September 2000 with funding beginning April 2001

End Date of the Horizontal Initiative: Ongoing

Total Federal Funding Allocation (start to end date): $500 million/year via the Canada Social Transfer (CST)

Description of the Horizontal Initiative (including funding agreement): In September 2000, First Ministers reached agreement, the Federal/Provincial/Territorial Early Childhood Development (ECD) Agreement, to improve and expand early childhood development supports for young children (prenatal to age 6) and for their parents. The specific objectives are:

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

In support of these objectives the Government of Canada transfers $500M/year via the Canada Social Transfer (CST) to provinces and territories.

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

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

Shared Outcome(s):
The objectives of the initiative, as outlined in the ECD Agreement are:

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

Governance Structure(s): In the ECD Agreement, First Ministers recognized that provinces and territories have the primary responsibility for early childhood development programs and services.

Federal/Provincial/Territorial (F/P/T) Ministers Responsible for Social Services are responsible for implementation of the commitments in the Agreement. Implementation has been tasked to a Working Group comprised of officials from all jurisdictions (including Quebec, which participates as an observer). The Working Group, which is jointly chaired by HRSDC and Saskatchewan, reports to Deputy Ministers Responsible for Social Services and subsequently to F/P/T Ministers Responsible for Social Services.

($ millions)

Federal Partners	Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2008-2009	Actual Spending for 2008-2009	Expected Results for 2008-2009	Results Achieved in 2008-2009
Not applicable. The Early Childhood Development Agreement is a federal-provincial-territorial initiative.			In 2008-09, the Government of Canada transferred $500M via the Canada Social Transfer, to provinces and territories for investment in programs and services related to early childhood development			The Canada Social Transfer is a block transfer to provinces and territories, which does not require them to report to the Government of Canada on the results achieved.
			Total $500M via the Canada Social Transfer

Comments on Variances: N/A

Results to be achieved by non-federal partners (if applicable):
Provincial and territorial governments are investing the funds transferred to them by the Government of Canada in any or all of the following four areas of action outlined in the Early Childhood Development Agreement:

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

All participating federal, provincial and territorial governments have committed to three reporting requirements:

Each government released a first report on Early Childhood Development programs and expenditures for the 2000-2001 fiscal year, providing a baseline against which new investments can be tracked.

In fall 2002, governments began annual reporting, using a shared framework with comparable program indicators, to track progress in improving and expanding early childhood development programs and services within the four areas for action.

In fall 2002, governments began regular reporting on children's well-being, using a common set of outcome indicators.

Within the Government of Canada, responsibility for implementation of the commitments outlined in the Early Childhood Development Agreement is shared jointly between Human Resources and Skills Development Canada , Indian and Northern Affairs Canada and the Public Health Agency of Canada.

Contact information:
Fran�ois Weldon
Director
Family Policy
(819) 997-9950

Name of Horizontal Initiative: Homelessness Partnering Strategy (HPS)

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

Lead Department Program Activity: Housing and Homelessness

Start Date of the Horizontal Initiative: April 1, 2007

End Date of the Horizontal Initiative: March 31, 2011

Total Federal Funding Allocation (start to end date): $269.6M over two years which includes $6M for Surplus Federal Real Property for Homelessness Initiative and is administered by Public Works and Government Services Canada.

Description of the Horizontal Initiative (including funding agreement): The Homelessness Partnering Strategy makes strategic investments in community priorities and includes a planning process to encourage cooperation between governments, agencies and community-based organizations to find local solutions for homeless people and those at risk of homelessness. The Homelessness Partnering Strategy is designed to provide supports to 61 designated communities and some small, rural and Aboriginal communities to develop community-based measures that assist homeless individuals and families move toward self-sufficiency.

Under the Homelessness Partnering Strategy, the Surplus Federal Real Property for Homelessness Initiative is more flexible to allow land exchanges. Community groups can exchange, under certain conditions, a federal property received under the Surplus Federal Real Property for Homelessness Initiative for another similar, and more suitable, property. The control period during which the property must continue to be used for its intended purpose has been extended to 15 years (from five under the National Homelessness Initiative � the predecessor of the HPS) to ensure long-term, lasting benefits to the recipients and the communities.

The Homelessness Partnering Strategy:

• helps communities build on their successes and focuses on interventions to help prevent and break the cycle of homelessness;
• achieves results for Canadians by focusing on attaining self-sufficiency and not just temporary measures;
• requires that federal funding be targeted more at the development of transitional and supportive housing and at improving access to services that help homeless people become self-sufficient such as skills training, health and substance abuse treatment;
• enhances the partnership approach with provinces and territories, communities and the private and voluntary sectors to strengthen capacity and build sustainability;
• carries out research to foster a better understanding of homelessness as well as collects and disseminates best practices to assist in designing the most effective responses.

For more information, please visit the Homelessness Partnering Strategy website: www.homelessness.gc.ca/

Shared Outcome(s):
The objectives of the initiative are:

Enhanced income security, access to opportunities and well-being for individuals, families and communities.

Governance Structure(s): The Homelessness Partnering Strategy community-based program is delivered via two models:

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

In Quebec, the Homelessness Partnering Strategy stream known as the Homelessness Partnership Initiatives, is delivered under a formal Canada-Quebec agreement, in collaboration with the province of Quebec.

The Homeless Individuals and Families Information System (HIFIS) supports the Homelessness Partnering Strategy�s national data system on homelessness. Using data collected mainly through shelters, HIFIS provides information on the characteristics of Canada�s homeless population. This information contributes to: increased understanding of homelessness in Canada; informed policy development; and improved planning and development of effective measures to prevent and reduce homelessness. HIFIS serves stakeholders across the country, including service providers, researchers and multiple levels of government. In addition, HIFIS provides operational support to shelters and other facilities through free-of-charge software and training support.

The Homelessness Partnering Strategy recognizes that the prevention and reduction of homelessness requires collaboration among all levels of government, particularly the federal and provincial/territorial governments. Provinces and territories are being invited to enter into bilateral agreements with the federal government to support community efforts to address homelessness. The Canada-Quebec agreement serves as a model that will be adapted for other jurisdictions. Partnering agreements offer provinces and territories the opportunity to participate in community planning and priority-setting at the outset. Agreements support the alignment of federal, provincial and territorial investments to enhance linkages between social services and housing as well as to address the operational sustainability of community projects. This partnering approach ensures that all of the necessary tools and supports are in place for homeless people to secure housing and supports that effectively meet their needs and for those at-risk of homelessness to attain housing stability.

Enhanced collaboration with other federal departments and agencies whose policies and programs are linked to homelessness is also essential. Horizontal pilot projects continue to be developed to facilitate a more coordinated approach to homelessness at the federal level, in recognition that homelessness interacts with an array of factors that relate to other federal program and policy areas, including: housing affordability; mental/physical health; labour market vulnerabilities; skills, education and literacy levels; community and personal safety; barriers facing newcomers; issues facing discharged offenders; Aboriginal issues; and others. The key objectives of horizontal pilot projects are to: address common risk factors associated with homelessness and other policy areas; prevent homelessness by addressing its root causes; and reduce the negative outcomes on other policy areas caused by homelessness. These pilot projects test approaches on homelessness, and their results are expected to inform future policy development.

The Surplus Federal Real Property for Homelessness Initiative is a Homelessness Partnering Strategy program co-managed by Public Works and Government Services Canada and Human Resources and Skills Development Canada, with advice and support from Canada Mortgage and Housing Corporation.

($ millions)

Federal Partners	Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2008-2009	Actual Spending for 2008-2009	Expected Results for 2008-2009	Results Achieved in 2008-2009
Human Resources and Skills Develop-ment Canada	Housing and Homelessness	Homelessness Partnership Initiative (HPI) Federal Horizontal Pilot Projects	219.2   5.2	127.2   3.0	125.7   1.8	Homelessness Partnership Initiative- Designated Communities have demonstrated cost-matching with other partners. Increased availability and access for homeless people, to a range of services and facilities. Federal Horizontal pilot projects � Implementation of projects with key departments and agencies such as Justice Canada, Health Canada, Public Health Agency of Canada, Correctional Service Canada, and Status of Women.	For every dollar invested by the HPS in regionally-delivered projects, the amount invested in communities by external partners rose to $2.99. HPS investments in regionally-delivered projects targeted to longer-term transitional and supportive housing and services increased to 78%, exceeding the 65% target. 12 horizontal pilot projects were launched in partnership with other federal departments and agencies. The horizontal pilot projects address issues related to institutional release, HIV/AIDS, transitional and supportive housing as well as addiction treatment, basic skills and employment development.
		HAN (Homelessness Accountability Network)	3.7	1.6	1.8	Best practices, research findings exchanged among community service providers, researchers, and all levels of government.	Provided funding to 33 stakeholders for activities related to data development, research and analysis, the reinforcing of information networks, and the sharing of good practices.
		Urban Aboriginal Strategy/ Homelessness Partnership Initiative	35.5	17.3	14.9	Better coordination and complementarity among Government of Canada policies and programs to address Aboriginal homelessness and related issues.	Conducted horizontal pilot projects with other federal departments and partnered with Aboriginal groups to ensure that services meet the needs of �off-reserve� homeless Aboriginal people.
Public Works and Government Services Canada	Housing and Homelessness	Surplus Federal Real Property for Homelessness Initiative	Funding is administered by PWGSC	Funding is administered by PWGSC	N/A	Enhanced capacity of communities to provide facilities to homeless individuals and families.	Nine housing units were created through the Surplus Federal Real Property for Homelessness. Nine homeless families/ individuals were housed in seven supportive housing units and two transitional housing units.
Total			263.6	149.1	144.2

Comments on Variances: The variance will be requested for re-profile in the Supplementary B Estimates to ensure funds will be available for proposals developed for activities to alleviate homelessness.

Results to be achieved by non-federal partners (if applicable): N/A

Contact information:
Jim Young
Director of Planning and Coordination
Homelessness Partnering Secretariat
Telephone: (819) 956-6857