Welcome binder for Associate Deputy Minister of Employment and Social Development and Chief Operating Officer for Service Canada Cliff Groen – 2024

From: Employment and Social Development Canada

Employment and Social Development Canada departmental overview
Service Canada Overview
Key Internal Documents (Human Resources Services Branch (HRSB), Chief Financial Officer Branch (CFOB), SSPB, Audit)
Public Documents (SSPB)

Employment and Social Development Canada (ESDC) Departmental Overview

The ESDC portfolio - Mission

The mission of Employment and Social Development Canada (ESDC); including, the Labour Program and Service Canada, is to build a strong and more inclusive Canada, to support Canadians in helping them live productive and rewarding lives and to improve Canadians' quality of life.

Employment and Social Development Canada's core responsibilities

ESDC's 5 core responsibilities include:

social development: to increase inclusion and opportunities for Canadians to participate in their communities
pensions and benefits: to assist Canadians in maintaining income for retirement and provide financial benefits to surviving spouses, people with disabilities and their families
learning, skills development and employment: to help Canadians access post-secondary education, obtain the skills and training needed to participate in a changing labour market, and provide support to those who are temporarily unemployed
working conditions and workplace relations: to promote safe, healthy, fair and inclusive work conditions and cooperative workplace relations
information delivery and services for other departments: to provide information to the public on the programs of the Government of Canada (GC), and provide services for government departments and other partners

As part of this role, the Department is responsible for delivering some key GC programs and services:

Old Age Security Program
Canada Pension Plan
Canada Disability Savings Program
Employment Insurance
Canada Student Financial Assistance Program and Canada Apprentice Loan
Canada Education Savings Program
Wage Earner Protection Program
Passport services
Social Insurance Number

How we carry out ESDC's mandate

ESDC spent $173.5B in 2022 to 2023 in order to deliver on its wide array of policy, program, and service delivery activities, as well as pandemic response measures, representing 35% of total federal government program spending^{Footnote 1}:

89.2% ($154.7B)^{Footnote 2} of ESDC expenditures were to provide direct benefits to Canadians, corresponding to 5.4% of Canada's GDP
5.0% ($8.6B) was transferred to provinces and territories
3.1% ($5.3B) represented the Department's gross operating budget
2.8% ($4.9B) was charges and recoveries for other government departments and organizations' Employment Insurance and Canada Pension Plan administrative costs, as well as Workers Compensation^{Footnote 3}

A list of ESDC programs is attached as Annex A.

Specifically, ESDC fulfills its mission by:

developing policies that ensure Canadians use their talents, skills and resources to participate in learning, work and their community
delivering programs that help Canadians move through life's transitions, from school to work, from one job to another, from unemployment to employment, from the workforce to retirement
providing income support to seniors, families with children and those unemployed due to job loss, illness or caregiving responsibilities
helping Canadians with distinct needs, such as Indigenous people, persons with disabilities, travelers and recent immigrants
ensuring to support the federally regulated private sector by providing conciliation and mediation services
promoting a fair and healthy workplace by enforcing minimum working conditions, promoting safe, healthy, fair, stable, cooperative and productive workplaces and employment equity, and fostering respect for international labour standards
delivering programs and services for government departments and other partners, and
ensuring the realization of a Canada without barriers

Legislative framework

ESDC is responsible for administering the following acts and their regulations.

ESDC acts:

Accessible Canada Act^{Footnote 4}
Apprentice Loans Act
Canada Disability Savings Act
Canada Education Savings Act
Canada Emergency Response Benefit Act
Canada Emergency Student Benefit Act
Canada Pension Plan
Canada Recovery Benefits Act
Canada Student Financial Assistance Act
Canada Student Loans Act
Canada Worker Lockdown Benefit Act
Celebrating Canada's Seniors Act
Department of Employment and Social Development Act
Employment Insurance Act
An Act to amend the Employment Insurance Act (additional regular benefits), the Canada Recovery Benefits Act (restriction on eligibility) and another Act in response to COVID-19
Government Annuities Act
Government Annuities Improvement Act
Labour Adjustment Benefits Act
Main Point of Contact with the Government of Canada in case of Death Act
Old Age Security Act
Poverty Reduction Act
Supplementary Retirement Benefits Act
Universal Child Care Benefit Act
Unemployment Assistance Act
Unemployment Insurance Benefit Entitlement Adjustments (Pension Payments)

Labour acts:

Canada Labour Code
Canadian Centre for Occupational Health and Safety Act
Employment Equity Act
Government Employees' Compensation Act
Hudson Bay Mining and Smelting Co., Limited Act
Merchant Seamen Compensation Act
Non-smokers' Health Act
Pay Equity Act
Postal Services Resumption and Continuation Act
Protecting Air Service Act
Restoring Mail Delivery for Canadians Act
Restoring Rail Service Act
Status of the Artist Act
Wages Liability Act
Wage Earner Protection Program Act
Port of Montreal Operations Act
Hazardous Materials Information Review Act

Organizational structure

With over 41,000 employees, ESDC is one of the largest departments within the GC. In very tangible ways, ESDC's employees touch the lives of Canadians across the entire country - with operations across Canada, with 73% of our employees working outside the National Capital Region.

Biographies of deputy ministers

Paul Thompson, Deputy Minister of Employment and Social Development

Paul Thompson was appointed Deputy Minister of Employment and Social Development on September 18, 2023. Previously, he served as Deputy Minister of Public Services and Procurement, beginning in January 2022, and as Associate Deputy Minister at Innovation, Science and Economic Development Canada, starting in November 2017.

Prior to these roles, Paul has held several senior executive positions at Employment and Social Development Canada, such as Senior Assistant Deputy Minister for the Skills and Employment Branch, as well as executive positions in various departments, including the Privy Council Office, Fisheries and Oceans Canada and the Treasury Board of Canada Secretariat.

Paul holds a Master of Arts degree in economics from Queen's University and a bachelor of arts degree in economics and political science from the University of Toronto. He is a father of three and enjoys a wide range of outdoor activities.

Kristina Namiesniowski, Senior Associate Deputy Minister of Employment and Social Development

On March 3, 2021, Tina Namiesniowski assumed the role of Senior Associate Deputy Minister at Employment and Social Development Canada. In addition, the Clerk appointed her Deputy Minister Champion for Employees with Disabilities in the Federal Public Service effective November 29, 2022.

Ms. Namiesniowski has spent more than 30 years in the federal government. Throughout her career, she has accumulated a wide range of experience in policy, programs and operations and has a passion for public service.

Prior to arriving at ESDC, Tina worked in 8 different federal organizations, with the last 20 years at the executive level. She spent time in central agencies, including Privy Council Office as Assistant Secretary, Operations Secretariat, and line departments. Her program experience stems from her work as Director General, Multiculturalism and Human Rights at Canadian Heritage and as Assistant Deputy Minister with Programs Branch at Agriculture and Agri-Food Canada. She also served as Strategic Policy Assistant Deputy Minister, Public Safety Canada and Assistant Deputy Minister, Markets and Industry Services Branch at Agriculture and Agri-Food Canada. At the deputy level, she was most recently Executive Vice-President at the Canada Border Services Agency, following which she was President of the Public Health Agency of Canada during the biggest public health crisis of the century.

Tina's career has greatly deepened her understanding of Canada, the citizens we serve and our contribution globally. She knows first-hand the stresses that organizations face in times of peril, what it takes to rise to the challenge and the importance of innovation. She is committed to service, policy and program excellence as well as continuous improvement. She cares deeply about people, diversity, inclusion, mental health, and well-being.

Tina holds a Bachelor of Arts in political science and history from Carleton University. She also holds a Master of Arts in political science, with a concentration in strategic studies and international relations from Dalhousie University.

She is married and has 3 children.

Sandra Hassan, Deputy Minister of Labour and Associate Deputy Minister of Employment and Social Development

Sandra Hassan was appointed Deputy Minister of Labour and Associate Deputy Minister of Employment and Social Development effective March 8, 2021.

Ms. Hassan holds a Bachelor of Law (civil law) from Université Laval (1990) and a Master of Taxation from the Université de Sherbrooke (1995). She also holds a Licence in common law (magna cum laude) from the University of Ottawa (2005). She is a member of the Barreau du Québec since 1991.

Prior to joining ESDC, from July 2016 to March 2021, she was the Assistant Deputy Minister, Employment Conditions and Labour Relations, Office of the Chief Human Resources Officer, Treasury Board Secretariat. Ms. Hassan was also co-chair of the National Joint Council.

Ms. Hassan began her public service career in the Department of Justice in 2000 with the Legislative Services Branch. From 2006 to 2011, she was the Executive Director and General Counsel, Tax Counsel Division of the Department of Finance Legal Services. She was further appointed as Assistant Deputy Minister, Central Agencies Portfolio (Justice) and Counsel to the Department of Finance from April 2011 to June 2016.

Between 1991 and 2000, prior to joining the public service, Ms. Hassan worked in private practice for Langlois Robert Gaudreau, for Deloitte & Touche and finally for Grant Thornton.

Cliff Groen, Associate Deputy Minister, Benefits Delivery Modernization

Cliff Groen was appointed in a newly created Associate Deputy Minister role as the Business Lead, Benefits Delivery Modernization (BDM), effective July 18, 2022. In this role, he provides overarching strategic leadership for the BDM programme, with a strong focus on modernizing and strengthening the way that the Government of Canada serves Canadians, including the elderly, the young, people looking for work and people living with a disability, in ways that best meet their needs.

Most recently, Cliff was Senior Assistant Deputy Minister of Benefits and Integrated Services Branch and was responsible for overseeing the delivery of the Department's core statutory benefits programs, Employment Insurance (EI), Canada Pension Plan (CPP) and Old Age Security (OAS), which total over $130B in annual program benefit payments. In addition, during the COVID-19 pandemic, Cliff was responsible for the implementation of the Canada Emergency Response Benefit (CERB), as well as the call centre to support the Public Health Agency of Canada's enforcement of the Quarantine Act. Cliff also had horizontal accountability for the Integrated Service Management mandate, to lead the implementation and oversight of integrated workload, workplace and workforce management across all channels, for all of Service Canada.

Prior to assuming the Assistant Deputy Minister role for Benefits Delivery Services, from 2014 to 2016, Cliff was Director General (DG), CPP and OAS within Service Canada, and led the ongoing service delivery and modernization agenda for these programs. Preceding this function, from 2009 to 2014, Cliff was a DG within the Integrity Services Branch, and led measures to enhance the integrity and effective risk management of the delivery of the CPP, OAS and EI Programs.

Previously, Cliff held a number of director-level positions within Service Canada. He began his career in the public service in 1996 as a Management Trainee with the Canada Revenue Agency, and also worked at Industry Canada prior to joining Service Canada in 2005.

Cliff is married and has 2 adult children. In his spare time, Cliff enjoys participating in various sports, in particular golf, cycling, and squash, as well as pursuing his passion for craft beer.

Andrew Brown, Associate Deputy Minister, Employment and Social Development

Andrew was appointed Associate Deputy Minister of ESDC in February 2023.

Prior to this appointment, he worked at ESDC since 2014 on Employment Insurance policy, pandemic benefits policy and labour issues. Most recently, he was the Senior Assistant Deputy Minister responsible for skills and employment programming.

Earlier in his career, Andrew worked as an Advisor at the Privy Council Office on files related to the Canada-United States border from 2012 until 2014; and on citizenship, immigration and refugee programs in Canada and abroad.

Andrew holds a Bachelor of Science (with Honours) degree from Queen's University (Kingston) and a doctorate in Physics from the University of Alberta.

Biographies of the Ministers

The Honourable Randy Boissonnault, Minister of Employment, Workforce Development and Official Languages

The Honourable Randy Boissonnault was first elected as the Member of Parliament for Edmonton Centre in 2015, and was re elected in 2021.

Minister Boissonnault is a successful entrepreneur, community leader, and philanthropist with a strong record of leadership in business, public service, and the not-for-profit sector.

Minister Boissonnault has previously served as Minister of Tourism and Associate Minister of Finance and as Parliamentary Secretary to the Minister of Canadian Heritage, championing Canadian arts and culture. A strong advocate for Edmonton Centre, he has worked to address the needs and priorities of his community, including strengthening transit infrastructure, supporting businesses, and creating jobs.

In 2016, Minister Boissonnault became Canada's Special Advisor to the Prime Minister on LGBTQ2 issues, working with organizations across the country to promote equality for the 2SLGBTQI+ community, protect the rights of its members, and address discrimination against them. He continues to fight for a more inclusive society and tackle discrimination as a co-founder of the Global Equality Caucus.

Minister Boissonnault holds degrees from the University of Alberta's Campus Saint-Jean and Oxford University, where he studied as a Rhodes Scholar. He spent 15 years helping small and medium-sized businesses through his consulting company. After serving as Chair of the Centre for Family Literacy in Edmonton, he founded Literacy Without Borders to help promote literacy for children and adults in Canada and the developing world. Minister Boissonnault has also served as Vice Chair of TEDx Edmonton and Chair of the Board of Directors of the Conseil de développement économique de l'Alberta, the Francophone Sport Federation of Alberta, and the Canadian Francophone Games. He was one of the 50 founders of Startup Edmonton and was a finisher of the Ironman Canada Triathlon.

Minister Boissonnault lives in Inglewood, Edmonton, with his partner, David.

The Honourable Terry Beech, Minister of Citizens' Services

The Honourable Terry Beech was first elected as the Member of Parliament for Burnaby North-Seymour in 2015. He has previously served as Parliamentary Secretary to the Deputy Prime Minister and Minister of Finance, as Parliamentary Secretary to the Minister of Fisheries, Oceans and the Canadian Coast Guard and to the Minister of Economic Development and Official Languages (B.C.), as Parliamentary Secretary to the Minister of Transport, and as Parliamentary Secretary for Science.

Minister Beech is an accomplished and experienced entrepreneur, educator, and advocate. He entered public service in 1999 when he was elected as a city councillor in Nanaimo, British Columbia.

As an adjunct professor at Simon Fraser University and the University of British Columbia, Minister Beech was co-author of The In-Credibility Factor, which highlights Canada's ability to be a global leader in innovation and entrepreneurship. He founded the tech company HiretheWorld.com, an international community of professional web and graphic designers, and was a co-founder of Twinbro, a non-profit organization that has helped over 25,000 students obtain millions of dollars in scholarships and financial aid, with a particular focus on disadvantaged students.

Minister Beech studied public administration at Capilano University. He holds a Bachelor's degree with a joint major in Business and Economics from Simon Fraser University, and a Master of Business Administration from the University of Oxford. He was named one of Maclean's Top 30 Under 30 in 2004, one of Business in Vancouver's Top 40 under 40 in 2013, and a Young Global Leader by the World Economic Forum. He was also selected as an Action Canada Fellow, a program for emerging leaders in public policy.

Minister Beech is currently raising his family in Burnaby North-Seymour with his wife.

Minister of Citizens' Services Mandate Letter

The Honourable Jenna Sudds, Minister of Families, Children and Social Development

The Honourable Jenna Sudds was first elected as the Member of Parliament for Kanata-Carleton in 2021. She has previously served as Parliamentary Secretary to the Minister for Women and Gender Equality and Youth.

Minister Sudds has worked as an economist, a municipal councillor, and a community advocate.

From 2018 to 2021, Minister Sudds served on the Ottawa City Council. During this time, she chaired the City's Community and Protective Services Committee and held the role of Deputy Mayor starting in 2020. She also sat on the boards of Hydro Ottawa and Invest Ottawa. As city councillor, she worked to protect green spaces, improve local infrastructure and transit, and support the community's economic recovery during the COVID-19 pandemic.

Before entering politics, Minister Sudds was the Executive Director of the CIO Strategy Council, a national technology forum, and the President and Executive Director of the Kanata North Business Association. She also worked as a senior economist for the Government of Canada for over 10 years, focusing her expertise on the taxation of multi-national corporations and tax avoidance.

Minister Sudds has been an active member of her community for many years, volunteering with the Kanata Food Cupboard and Ottawa Network for Education. She has received a Special Recognition Award from the Kanata Food Cupboard for her leadership and service to those in need in the community. She received a 40 under 40 Award from the Ottawa Business Journal and the Ottawa Chamber of Commerce in 2015, and was named one of Development Counsellors International's Top 40 under 40 working in economic development in 2017.

Minister Sudds holds a Bachelor in Economics from Brock University and a Master of Arts in Economics from Carleton University. She is a long-time resident of Ottawa, where she lives with her husband and their 3 daughters.

The Honourable Kamal Khera, Minister of Diversity, Inclusion and Persons with Disabilities

The Honourable Kamal Khera was first elected as the Member of Parliament for Brampton West in 2015. She has previously served as Minister of Seniors, as Parliamentary Secretary to the Minister of International Development, as Parliamentary Secretary to the Minister of National Revenue, and as Parliamentary Secretary to the Minister of Health.

Minister Khera is one of the youngest women ever elected to Parliament. A registered nurse, community volunteer, and political activist, she is passionate about improving the lives of those around her. Prior to entering politics, she worked as a registered nurse in the oncology unit at St. Joseph's Health Centre in Toronto, where she gained a deeper understanding of the issues that impact people's health and well-being every day.

During the first wave of the COVID-19 pandemic, she went back to her roots as a registered nurse to volunteer at a hard-hit long-term care facility in her hometown of Brampton. Minister Khera continued to help on the front lines throughout the pandemic, including by administering vaccines in her community.

Truly believing that diversity is our strength, Minister Khera is motivated to create a better present and future for all Canadians.

The Honourable Seamus O'Regan Jr., Minister of Labour and Seniors

The Honourable Seamus O'Regan Jr. was first elected as the Member of Parliament for St. John's South-Mount Pearl in 2015. He has previously served as Minister of Labour, as Minister of Natural Resources, as Minister of Indigenous Services, and as Minister of Veterans Affairs and Associate Minister of National Defence.

Previously known to Canadians for his 10 years as co-host of CTV's Canada AM, he was named one of Maclean's magazine's "100 Young Canadians to Watch" in 1999, and was twice nominated for a Gemini Award. In 2007, he became the first journalist to be named to Canada's Top 40 under 40. In 2012, he was named Bell Let's Talk Ambassador, alongside Clara Hughes, with the aim of removing the stigma of mental illness through greater communication and understanding.

Minister O'Regan has travelled to Liberia as a Spread the Net Ambassador in support of the fight against malaria, and to Antarctica with Students on Ice to report on the effects of climate change on our polar regions. While working for the Government of Newfoundland and Labrador, Minister O'Regan was an executive assistant to the Minister of Justice and a senior policy advisor to the Premier.

For 10 years, Minister O'Regan sat on the board of The Rooms, home of Newfoundland and Labrador's provincial art gallery, museum, and archives. He is a founding board member of both the Smiling Land Foundation and The Company Theatre, and served on the boards of World Wildlife Fund Canada, The Walrus, Katimavik, and Canada World Youth.

Originally from St. John's, Newfoundland, Minister O'Regan was raised in Goose Bay, Labrador. He studied political science at St. Francis Xavier University and University College Dublin, and marketing strategies at INSEAD, near Paris. He received a Master of Philosophy degree from the University of Cambridge, in England.

Commissions, Tribunals, Councils and Committees

Canada Employment Insurance Commission

The Canada Employment Insurance Commission plays a leadership role, with ESDC, in overseeing the EI program. For more than 75 years, this tripartite organization has included representation from business, labour and the GC.

The Commission was first established in 1940 as the Unemployment Insurance Commission with the introduction of the Unemployment Insurance scheme. Its authority originates from the Department of Employment and Social Development Act and from the Employment Insurance Act.

Members

The Commission has 4 members, 3 of whom are voting members, representing the interests of government, workers and employers.

The Commissioner for Workers and the Commissioner for Employers are appointed by the Governor in Council for terms of up to 5 years. They are mandated to represent and reflect the views of their respective constituencies.

The chairperson and vice-chairperson are respectively the Deputy Minister and Senior Associate Deputy Minister of ESDC, who represent the interests of government. The Vice-Chairperson votes on decisions only if the Chairperson is unavailable.

Services and information

The main statutory function of the Commission is to administer the Employment Insurance Act. In practice, many of the day-to-day duties of the Commission have been delegated to Employment and Social Development officials.

The Commission has the legislated mandate to annually monitor and assess the EI program. In this context, the Canada Employment Insurance Commission is responsible for:

overseeing a research agenda for the annual EI Monitoring and Assessment Report, including the impact and effectiveness of employment benefits and support measures
delivering the report to the Minister by fiscal year end, for tabling in Parliament

The Commission also has responsibilities in the following areas:

EI policy and regulations

The Canada Employment Insurance Commission, under the authority of the Employment Insurance Act:

reviews and approves policies related to EI program administration and delivery
makes regulations, with the approval of the Governor in Council

Financial transparency/rate setting

The Canada Employment Insurance Commission commissions an EI premium report from the Senior Actuary and prepares a summary report
Delivers both reports to the ministers of ESDC and Finance for tabling in Parliament
Sets the annual EI premium rate according to the projections of the Senior Actuary
Sets the annual maximum insurable earnings according to the legislative requirement

EI appeals

The EI Appeals Committee seeks advice from both Commissioners - for Workers and Employers - before proceeding with respect to judicial reviews or appeals to the Federal Court, the Federal Court of Appeal or the Supreme Court of Canada.

Both Commissioners - for Workers and Employers - as part of a committee with the chairperson of the Social Security Tribunal, are consulted by the Minister before recommending to the Governor in Council any person for appointment as member to the EI section of the Tribunal.

Additionally, the Canada Employment Insurance Commission has authority to perform duties and functions in relation to, but not limited to:

making regulations, with the approval of the Governor in Council, regarding the registration for, use of and periods of validity of the Social Insurance Number
overseeing delivery of pan-Canadian programming activities under EI Part II
approving amendments to Provincial and Territorial EI Part II funding agreements
approving Work-Sharing agreements of more than $600,000
employment services
developing and using labour market resources
performing duties and functions as directed by the Minister and/or the Governor in Council

Financial profile

The operations of the Commission are funded from the EI Operating Account, for which there is no set financial profile as EI is a statutory program.

Accessibility Standards Canada

Accessibility Standards Canada was established under the Accessible Canada Act. It is a departmental corporation that is part of the ESDC portfolio. Its mandate is to help make Canada a place without barriers to accessibility, and it accomplishes its mandate through, among other things:

the development and revision of accessibility standards
the recommendation of accessibility standards to the Minister
the provision of information, products and services in relation to the accessibility standards that it has developed or revised
the promotion, support and conduct of research into the identification and removal of barriers and the prevention of new barriers
the dissemination of information, including information about best practices, in relation to the identification and removal of barriers and the prevention of new barriers

The accessibility standards developed by Accessibility Standards Canada will set out how the following bodies can prevent, identify and remove barriers to accessibility:

federal private sector organizations
GC departments and agencies

The organization's Board of Directors:

sets its strategic direction
oversees its activities
provides advice to its Chief Executive Officer, a Governor in Council appointee

The majority of the directors are persons with disabilities and reflect the diversity of Canadian society.

Accessibility standards will be published and submitted to the Minister of Employment, Workforce Development and Disability Inclusion. The Minister may consider making them mandatory by adopting them into regulations. Standards can be legally enforced only if they become regulations.

Social Security Tribunal of Canada

The Social Security Tribunal of Canada is a federal institution that is part of the ESDC portfolio. They operate at arm's length from the GC.

The organization is an independent administrative tribunal that makes quasi-judicial decisions on appeals related to the Employment Insurance Act, the Canada Pension Plan, and the Old Age Security Act. The Social Security Tribunal of Canada receives services from the Administrative Tribunals Support Service of Canada, which is also responsible for providing support services and facilities to 11 federal administrative tribunals by way of a single, integrated organization. These services include the specialized services required to support the mandate of each tribunal (for example registry, research and analysis, legal and other case- and mandate-specific work or case activities), as well as internal services (for example human resources, financial services, information management and technology, accommodation, security, planning and communications).

Canada Industrial Relations Board

The Canada Industrial Relations Board (CIRB) is an independent, representational, quasi-judicial tribunal responsible for the interpretation and administration of Part I (Industrial Relations) of the Canada Labour Code, and certain provisions of Part II (Occupational Health and Safety) and Part III (Labour Standards). The CIRB is also responsible for the interpretation and administration of Part II (Professional Relations) of the Status of the Artist Act and appeals under the Wage Earner Protection Program Act.

The Board's mandate is to contribute to and promote a harmonious industrial relations environment in the federally regulated sector, while also ensuring compliance with health and safety legislation and adherence to minimum employment standards in federal workplaces.

In order to fulfill its mandate, the CIRB provides a variety of dispute resolution services. It adjudicates matters where necessary, but it also focuses on providing mediation assistance at all stages of a proceeding to proactively seek a resolution of matters that best meets the needs of the parties. Through this approach, the CIRB supports labour and management as well as artists and producers in improving their workplace and professional relationships.

Since November 1, 2014, the CIRB obtains its support services from the Administrative Tribunals Support Service of Canada (ATSSC). The ATSSC was created to consolidate the provision of support services to 11 administrative tribunals - including the CIRB - into a single, integrated organization. Applications, complaints and Ministerial referrals are filed, managed and dealt with independently by the CIRB through the application of its regulations, policies and procedures.

Canadian Centre for Occupational Health and Safety

The Canadian Centre for Occupational Health and Safety (CCOHS) is governed by a tripartite council representing governments (federal, provincial and territorial), employers and labour, which assists in delivering a trustworthy and complete occupational health and safety service and ensures that the information the CCOHS disseminates is unbiased.

The CCOHS has an established history of collaborating with many Canadian and international partners. Projects with leading workplace health and safety organizations in Canada have expanded the quality and quantity of resources and programs available to workers and employers across the country.

Work with international partners, including the World Health Organization (WHO) and the European Union, has helped to advance health and safety in the workplace on a global level. These partnerships, in addition to its position as one of the Collaborating Centres of the International Labour Organization and WHO, allow the CCOHS to provide Canadians with information from international sources and to share our own knowledge and expertise in return.

National Seniors Council

The National Seniors Council (NSC) engages with seniors, stakeholders, and experts to provide advice to the GC on current and emerging issues and opportunities related to the health, well-being and quality of life of seniors. The NSC has a maximum of 12 members, including the Chairperson, who are appointed by the Governor in Council on the recommendation of the Minister of Seniors and the Minister of Health.

Work priorities are determined by the Ministers based on NSC members' recommendations. The NSC recently completed its 3-year work plan (2018 to 2021) focusing on 4 key priorities, including addressing financial crimes and harms against seniors, developing a seniors policy lens examining potential objectives and elements of a national seniors strategy and identifying measures to counteract ageism by shifting the public discourse.

The Council has also provided advice on issues emerging from or highlighted by the COVID-19 pandemic and seniors. In the coming months, the Council will be discussing with Ministers key areas of focus and developing a plan for its next work cycle.

National Advisory Council on. Poverty

As part of Opportunity for All - Canada's First Poverty Reduction Strategy, the Government introduced the National Advisory Council on Poverty (NACP) in August 2019. The mandate of the NACP is set in the Poverty Reduction Act and is to:

provide advice to the Minister of Families, Children and Social Development on programs and activities that support poverty reduction in Canada
track and report on progress on poverty reduction efforts through an annual report that will be tabled in Parliament
continue a national dialogue with Canadians on poverty including the academic community and other experts, Indigenous persons, and persons with lived expertise of poverty

The NACP is currently made up of 8 members from diverse backgrounds (for example, individuals with lived expertise, leaders, experts and practitioners that have worked extensively in the field of poverty reduction) including a Chairperson and member with particular responsibilities for children's issues who are full-time members.

The NACP's first annual report 'Building Understanding: The First Report of the National Advisory Council on Poverty' was tabled in Parliament on February 23, 2021. On December 10, 2021 the Honourable Karina Gould, Minister of Families, Children and Social Development, tabled in Parliament the NACP's second annual report entitled Understanding Systems: The 2021 report of the National Advisory Council on Poverty and their third report Transforming our Systems: the 2022 report of the National Advisory Council on Poverty on October 17, 2022. Their 2023 report is expected this fall.

National Advisory Council on Early Learning and Child Care

As one of several levers supporting the success of a Canada-wide Early Learning and Child Care (ELCC) system, Budget 2021 committed to establish a National Advisory Council (the Council) on ELCC to provide third-party expert advice to ESDC in support of the Minister of Families, Children and Social Development and serve as a forum for consultation on issues and challenges facing the ELCC sector.

On November 24, 2022, the federal government announced the creation of the National Advisory Council on ELCC, composed of sixteen members, including academics, advocates, practitioners, and caregivers who reflect Canada's geographic, cultural, and linguistic diversity.

Policy Horizons Canada

Policy Horizons Canada uses foresight to help the GC develop future-oriented policy and programs that are robust and resilient in the face of disruptive change by:

analyzing the emerging policy landscape, the challenges that lie ahead, the opportunities opening up
engaging in conversations with public servants and citizens about forward-looking research to inform their understanding and decision-making
building foresight literacy and capacity in the public service

Policy Horizons Canada's mandate is government-wide. It reports to the Deputy Minister of ESDC.

A Deputy Minister Steering Committee, chaired by the Deputy Minister of ESDC and the Deputy Secretary to the Cabinet (Plans and Consultations) of the Privy Council Office provides Horizons with oversight, direction and guidance.

Annex A

ESDC programs and initiatives

Grants and contributions

Youth Employment and Skills Strategy
1. Youth Employment and Skills Strategy Program
2. Canada Summer Jobs
Student Work Placement Program (including Innovative Work Integrated Learning Initiative)
Canada Service Corps
1. Innovation and Engagement
2. Micro-Grants
3. Service placements
Future Skills
Community Workforce Development Program
International Education Strategy: Outbound Student Mobility Pilot
Pathways to Education
Skills for Success
Enabling Fund for Official Language Minority Communities
Canadian Apprenticeship Strategy
The Migrant Worker Support Program
Opportunities Fund for Persons with Disabilities
Skills for Success
1. Women's Employment Readiness Program Pilot
Sectoral Workforce Solutions Program
Foreign Credential Recognition Program
Support for Labour Market Information in Canada
Canadian Benefit for Parents of Young Victims of Crime
Social Innovation Social Finance
1. Investment Readiness Program
2. Social Finance Fund
Social Development Partnerships Program
1. Children and Families Component
2. Supporting Black Canadian Communities Initiative
3. Community Services Recovery Fund
4. Increasing Uptake and Awareness of the Canada Learning Bond
5. Disability Component
6. Canada's Volunteer Awards
7. Official Language Minority Communities
Black-Led Philanthropic Endowment Fund
Indigenous Skills and Employment Training Program
Indigenous Early Learning and Child Care Transformation Initiative
Skills and Partnership Fund
Supporting Indigenous Post-Secondary Education (Indspire)
Sustainable Development Goals Funding Program
Enabling Accessibility Fund
1. Small-sized projects component
2. Mid-sized projects component
3. Youth Innovation component
New Horizons for Seniors Program
1. Pan Canadian
2. Regional Communities
Age Well at Home initiative
Strategic Engagement and Research Program
Labour Funding Program
1. International Trade and Labour
2. Labour Management Partnerships
3. Occupational Health and Safety and Fire Prevention
Labour Funding Program (LFP)
Workplace Harassment and Violence Prevention Fund (formerly entitled Labour Management Collaboration Program)
Work Integration Social Enterprise
Atlantic Apprenticeship Harmonization
Sectoral Initiatives Program (SIP) / Sectoral Workforce Solution Program (SWSP)
Community Workforce Development Program (CWDP)
Early Learning and Child Care
1. Early Learning and Child Care Data and Research
2. Early Learning and Child Care Innovation Program

Statutory programs

Canada Student Financial Assistance Program and Canada Apprentice Loan
Canada Education Savings Program
Supporting Indigenous Students
Employment Insurance
1. Regular Benefits
2. Fishing Benefits
3. Support for Seasonal Workers
4. Sickness Benefits
5. Maternity and Parental Benefits
6. Special Benefits for Self-Employed
7. Caregiving Benefits
8. Premium Reduction Program
9. Work Sharing
Job Bank
Canada Disability Savings Program
Canada Pension Plan
1. Canada Pension Plan-Disability
Old Age Security
1. Guaranteed Income Supplement
Canada Worker Lockdown Benefit

Transfer payments

Early Learning and Child Care Agreements
1. Canada-wide Early Learning and Child Care Agreements
2. Bilateral Early Learning and Child Agreement Extensions
Labour Market Development Agreements^{Footnote 5}
Workforce Development Agreements

Other initiatives

Skilled Trades and Apprenticeship (Red Seal Program)
Canada Training Benefit
Canadian Government Annuities
Social Security Tribunal
Temporary Foreign Workers Program
Employment Strategy for Canadians with Disabilities
Canadian Digital Service
Canada Dental Care Program

Other initiatives led by Finance Canada with support from ESDC

Canada Child Benefit
Canada Workers Benefit

Service Canada (SC) Overview

Infographics

Figure 1: description follows — Figure 1: ESDC 101

Figure 2: description follows — Figure 2: Programs and services

Figure 3: description follows — Figure 3: Economic and Social inclusion

Diagram 1 text: Labour force participation and individual employment earnings for selected groups (ages 25 to 64
Groups (Ages 25 to 64)	Labour force participation rate	Median employment income (annual $)	Year
Men	87.1%	$ 45600	2022
Women	79%	$27200	2022
Recent immigrants (less than 10 years)	83.7%	$25300	2022
Persons with disabilities*	74%	$17350	2020
Indigenous (off-reserve)**	82.8%	$ 22500	2022
Racialized groups (visible minorities)**	86.2%	$ 29300	2022
Unattached persons	81.5%	$31500	2022

Diagram 2 text: Postsecondary education attainment for selected groups (ages 25 to 64
Groups (Ages 25 to 64)	Labour force participation rate	Median employment income (annual $)	Year
Men	87.1%	$45600	2022
Women	79%	$27200	2022
Recent immigrants (less than 10 years)	83.7%	$25300	2022
Persons with disabilities*	74%	$17350	2020
Indigenous (off-reserve)**	82.8%	$22500	2022
Racialized groups (visible minorities)**	86.2%	$29300	2022
Unattached persons	81.5%	$31500	2022

Diagram 3 text: Risk ratio of ethnic and racial discrimination (relative to non-visible minority group)
Group (age 15 and above)	In the 5 years before the pandemic	Since the start of the pandemic
Chinese	6.0%	10.4%
Korean	7.4%	9.1%
Black	7.5%	8.4%
Filipino	6.0%	8.4%
Southeast Asian	4.3%	5.9%
West Asian	5.2%	4.9%
Latin American	4.7%	3.1%
Arab	4.4%	3.1%

Diagram 4 text: Poverty reduction targets based on Canada's Poverty Reduction Strategy, 2020 and 2030 (Canada's Official Poverty Line, Market Basket Measure, 2018-base)
Year	Poverty rates based on Canada's Official Poverty Line	2020 Target	2030 Target
2012	15.0%	11.60%	7.25%
2013	14.4%	11.60%	7.25%
2014	13.6%	11.60%	7.25%
2015	14.5%	11.60%	7.25%
2016	12.8%	11.60%	7.25%
2017	11.7%	11.60%	7.25%
2018	11.0%	11.60%	7.25%
2019	10.3%	11.60%	7.25%
2020	6.4%	11.60%	7.25%
2021	7.4%	11.60%	7.25%

Diagram 5 text: Median Government Transfers. The diagram shows three strips illustrating median government transfers over the years.
Year	Median Government Transfers
2019	8,500
2020	17,000
2021	13,300

Diagram 6 text: The diagram shows year-on-year changes in average hourly wages, consumer price index, and food prices. The vertical axis expresses percentage points changes and the horizontal axis expresses a date range between May 2017 and May 2023.
Month	Consumer price index	Average hourly wages	Food prices
May 2017	1.3%	1.3%	-0.1%
June 2017	1.0%	1.6%	0.6%
July 2017	1.2%	1.6%	0.6%
August 2017	1.4%	2.0%	0.9%
September 2017	1.6%	2.0%	1.4%
October 2017	1.4%	1.8%	1.3%
November 2017	2.1%	1.9%	1.6%
December 2017	1.9%	2.3%	2.0%
January 2018	1.7%	3.1%	2.3%
February 2018	2.2%	3.0%	2.1%
March 2018	2.3%	2.8%	1.7%
April 2018	2.2%	3.1%	1.8%
May 2018	2.2%	3.4%	1.0%
June 2018	2.5%	3.2%	1.4%
July 2018	3.0%	2.9%	1.4%
August 2018	2.8%	2.2%	1.6%
September 2018	2.2%	2.4%	1.8%
October 2018	2.4%	2.7%	2.0%
November 2018	1.7%	2.5%	2.2%
December 2018	2.0%	2.5%	2.9%
January 2019	1.4%	2.3%	2.8%
February 2019	1.5%	2.2%	3.2%
March 2019	1.9%	2.1%	3.6%
April 2019	2.0%	2.2%	2.9%
May 2019	2.4%	2.3%	3.5%
June 2019	2.0%	3.1%	3.5%
July 2019	2.0%	3.2%	3.8%
August 2019	1.9%	3.1%	3.6%
September 2019	1.9%	3.3%	3.7%
October 2019	1.9%	3.1%	3.7%
November 2019	2.2%	2.9%	3.4%
December 2019	2.2%	2.6%	3.0%
January 2020	2.4%	2.8%	3.2%
February 2020	2.2%	3.3%	2.4%
March 2020	0.9%	6.2%	2.3%
April 2020	-0.2%	10.5%	3.4%
May 2020	0.7%	10.1%	3.1%
June 2020	0.1%	7.2%	2.7%
July 2020	0.1%	6.5%	2.2%
August 2020	0.5%	6.3%	1.8%
September 2020	0.7%	5.0%	1.6%
October 2020	1.0%	5.6%	2.3%
November 2020	0.7%	5.1%	1.9%
December 2020	1.0%	5.4%	1.1%
January 2021	1.1%	6.3%	1.0%
February 2021	2.2%	5.3%	1.8%
March 2021	3.4%	1.9%	1.8%
April 2021	0.7%	-1.3%	0.9%
May 2021	3.6%	-1.5%	1.5%
June 2021	3.1%	0.0%	1.3%
July 2021	3.7%	1.2%	1.7%
August 2021	4.1%	1.9%	2.7%
September 2021	4.4%	2.7%	3.9%
October 2021	4.7%	2.0%	3.8%
November 2021	4.7%	2.7%	4.4%
December 2021	4.8%	3.3%	5.2%
January 2022	5.1%	2.7%	5.7%
February 2022	5.7%	2.7%	6.7%
March 2022	6.7%	3.2%	7.7%
April 2022	6.8%	3.3%	8.8%
May 2022	7.7%	3.7%	8.8%
June 2022	8.1%	5.0%	8.8%
July 2022	7.6%	4.4%	9.2%
August 2022	7.0%	4.9%	9.8%
September 2022	6.9%	4.9%	10.3%
October 2022	6.9%	5.3%	10.1%
November 2022	6.8%	5.8%	10.3%
December 2022	6.3%	4.8%	10.1%
January 2023	5.9%	4.5%	10.4%
February 2023	5.2%	5.4%	9.7%
March 2023	4.3%	5.3%	8.9%
April 2023	4.4%	5.2%	8.3%
May 2023	3.4%	5.1%	8.3%

Diagram 7 text: The diagram consists of 6 bars showing a percentage. It is divided into three sections and represents the statistical difference between certain under-represented groups and the majority group.
Under-represented Groups	Labour force participation rates
Women	77.1%
Men	83.5%
Indigenous peoples*	73.1%
Non-Indigenous peoples*	81.0%
Racialized groups (visible minority),*	80.2%
Not a racialized group,*	85.6%

Diagram 8 text: The diagram represents 6 bars, each showing the percentage of poverty among certain groups of the Canadian population.
Affected groups	Poverty rate
All persons	7.4%
Racialized groups (visible minority)	9.5%
Recent immigrants (10 years or less, aged 16+)	10.3%
Persons with disabilities (aged 16+)	10.6%
Indigenous peoples (off-reserve)	12.3%
Persons in lone-parent families	16.1%
Unattached persons	21.9%

Figure 4: description follows — Figure 4: Disability inclusion and accessibility

Figure 5: description follows — Figure 5: Meeting Canada's labour market needs

Chart description: Monthly unemployment rate (15 plus years), January 1976 to June 2023
Month	Unemployment rate
January 1976	7.1
February 1976	7
March 1976	6.7
April 1976	6.8
May 1976	6.9
June 1976	6.9
July 1976	7.4
August 1976	7.1
September 1976	7
October 1976	7.4
November 1976	7.4
December 1976	7.5
January 1977	7.6
February 1977	7.9
March 1977	7.8
April 1977	7.9
May 1977	7.8
June 1977	7.8
July 1977	8.1
August 1977	8.2
September 1977	8.3
October 1977	8.4
November 1977	8.5
December 1977	8.5
January 1978	8.3
February 1978	8.3
March 1978	8.5
April 1978	8.4
May 1978	8.6
June 1978	8.4
July 1978	8.3
August 1978	8.4
September 1978	8.4
October 1978	8.2
November 1978	8.3
December 1978	8.3
January 1979	8.2
February 1979	8
March 1979	7.9
April 1979	8
May 1979	7.6
June 1979	7.4
July 1979	7.2
August 1979	7.1
September 1979	7
October 1979	7.2
November 1979	7.2
December 1979	7.2
January 1980	7.5
February 1980	7.6
March 1980	7.6
April 1980	7.7
May 1980	7.8
June 1980	7.7
July 1980	7.6
August 1980	7.6
September 1980	7.3
October 1980	7.3
November 1980	7.2
December 1980	7.3
January 1981	7.4
February 1981	7.4
March 1981	7.4
April 1981	7.1
May 1981	7.2
June 1981	7.2
July 1981	7.2
August 1981	7.1
September 1981	8.1
October 1981	8.3
November 1981	8.3
December 1981	8.7
January 1982	8.6
February 1982	8.9
March 1982	9.3
April 1982	9.8
May 1982	10.3
June 1982	11.1
July 1982	11.9
August 1982	12
September 1982	12.4
October 1982	12.9
November 1982	12.9
December 1982	13.1
January 1983	12.7
February 1983	12.7
March 1983	12.5
April 1983	12.4
May 1983	12.4
June 1983	12.4
July 1983	11.9
August 1983	11.7
September 1983	11.4
October 1983	11.3
November 1983	11.3
December 1983	11.3
January 1984	11.3
February 1984	11.3
March 1984	11.3
April 1984	11.5
May 1984	11.7
June 1984	11.3
July 1984	11.2
August 1984	11.3
September 1984	11.8
October 1984	11.3
November 1984	11.4
December 1984	11.1
January 1985	10.6
February 1985	10.8
March 1985	11
April 1985	10.8
May 1985	10.6
June 1985	10.7
July 1985	10.4
August 1985	10.3
September 1985	10.2
October 1985	10.3
November 1985	10.3
December 1985	10.1
January 1986	9.8
February 1986	9.9
March 1986	9.8
April 1986	9.7
May 1986	9.5
June 1986	9.6
July 1986	9.6
August 1986	9.6
September 1986	9.5
October 1986	9.4
November 1986	9.4
December 1986	9.5
January 1987	9.5
February 1987	9.5
March 1987	9.4
April 1987	9.2
May 1987	8.9
June 1987	8.9
July 1987	8.7
August 1987	8.6
September 1987	8.4
October 1987	8.3
November 1987	8.2
December 1987	8
January 1988	8.1
February 1988	7.8
March 1988	7.8
April 1988	7.7
May 1988	7.8
June 1988	7.6
July 1988	7.8
August 1988	7.8
September 1988	7.8
October 1988	7.8
November 1988	7.8
December 1988	7.5
January 1989	7.5
February 1989	7.6
March 1989	7.5
April 1989	7.8
May 1989	7.7
June 1989	7.5
July 1989	7.5
August 1989	7.3
September 1989	7.3
October 1989	7.2
November 1989	7.5
December 1989	7.7
January 1990	7.9
February 1990	7.7
March 1990	7.3
April 1990	7.6
May 1990	7.8
June 1990	7.6
July 1990	7.9
August 1990	8.1
September 1990	8.5
October 1990	8.8
November 1990	9.1
December 1990	9.5
January 1991	9.8
February 1991	10.2
March 1991	10.5
April 1991	10.3
May 1991	10.2
June 1991	10.5
July 1991	10.5
August 1991	10.5
September 1991	10.3
October 1991	10.3
November 1991	10.4
December 1991	10.3
January 1992	10.4
February 1992	10.5
March 1992	10.9
April 1992	10.7
May 1992	10.9
June 1992	11.4
July 1992	11.3
August 1992	11.7
September 1992	11.6
October 1992	11.4
November 1992	12.1
December 1992	11.7
January 1993	11.2
February 1993	11
March 1993	11.2
April 1993	11.6
May 1993	11.6
June 1993	11.7
July 1993	11.6
August 1993	11.2
September 1993	11.5
October 1993	11.3
November 1993	11.2
December 1993	11.4
January 1994	11.4
February 1994	11.1
March 1994	10.6
April 1994	10.9
May 1994	10.7
June 1994	10.3
July 1994	10.1
August 1994	10.2
September 1994	10.1
October 1994	10
November 1994	9.7
December 1994	9.6
January 1995	9.6
February 1995	9.6
March 1995	9.7
April 1995	9.5
May 1995	9.5
June 1995	9.5
July 1995	9.6
August 1995	9.5
September 1995	9.2
October 1995	9.3
November 1995	9.2
December 1995	9.4
January 1996	9.4
February 1996	9.5
March 1996	9.6
April 1996	9.3
May 1996	9.2
June 1996	9.8
July 1996	9.7
August 1996	9.4
September 1996	9.9
October 1996	9.9
November 1996	9.9
December 1996	9.7
January 1997	9.5
February 1997	9.5
March 1997	9.3
April 1997	9.4
May 1997	9.4
June 1997	9.1
July 1997	8.9
August 1997	8.9
September 1997	8.8
October 1997	8.9
November 1997	8.9
December 1997	8.5
January 1998	8.8
February 1998	8.6
March 1998	8.4
April 1998	8.3
May 1998	8.3
June 1998	8.4
July 1998	8.3
August 1998	8.1
September 1998	8.2
October 1998	8
November 1998	8
December 1998	8.1
January 1999	7.9
February 1999	7.9
March 1999	7.9
April 1999	8.2
May 1999	7.9
June 1999	7.6
July 1999	7.6
August 1999	7.4
September 1999	7.5
October 1999	7.2
November 1999	6.9
December 1999	6.8
January 2000	6.8
February 2000	6.9
March 2000	6.9
April 2000	6.7
May 2000	6.6
June 2000	6.7
July 2000	6.8
August 2000	7
September 2000	6.9
October 2000	7
November 2000	6.9
December 2000	6.8
January 2023	6.9
February 2023	7
March 2023	7.1
April 2023	7.1
May 2023	7
June 2023	7.2
July 2023	7.1
August 2023	7.2
September 2023	7.2
October 2023	7.3
November 2023	7.5
December 2023	8.1
January 2023	8
February 2023	7.9
March 2023	7.9
April 2023	7.7
May 2023	7.8
June 2023	7.6
July 2023	7.6
August 2023	7.4
September 2023	7.6
October 2023	7.6
November 2023	7.5
December 2023	7.6
January 2023	7.5
February 2023	7.5
March 2023	7.4
April 2023	7.6
May 2023	7.8
June 2023	7.6
July 2023	7.7
August 2023	7.8
September 2023	7.9
October 2023	7.6
November 2023	7.4
December 2023	7.3
January 2023	7.3
February 2023	7.3
March 2023	7.3
April 2023	7.2
May 2023	7.1
June 2023	7.2
July 2023	7.1
August 2023	7
September 2023	6.9
October 2023	7.1
November 2023	7.2
December 2023	7.1
January 2023	6.9
February 2023	7
March 2023	6.9
April 2023	6.7
May 2023	7
June 2023	6.8
July 2023	6.7
August 2023	6.7
September 2023	6.7
October 2023	6.7
November 2023	6.3
December 2023	6.6
January 2023	6.7
February 2023	6.6
March 2023	6.5
April 2023	6.5
May 2023	6.2
June 2023	6.3
July 2023	6.5
August 2023	6.5
September 2023	6.5
October 2023	6.3
November 2023	6.5
December 2023	6.3
January 2023	6.4
February 2023	6.3
March 2023	6.3
April 2023	6.3
May 2023	6.2
June 2023	6.1
July 2023	6
August 2023	6
September 2023	6
October 2023	6
November 2023	6.1
December 2023	6.2
January 2023	6.1
February 2023	6.1
March 2023	6.2
April 2023	6.2
May 2023	6.2
June 2023	6.1
July 2023	6.2
August 2023	6.2
September 2023	6.3
October 2023	6.4
November 2023	6.7
December 2023	7
January 2023	7.5
February 2023	8.1
March 2023	8.3
April 2023	8.4
May 2023	8.6
June 2023	8.8
July 2023	8.8
August 2023	8.8
September 2023	8.5
October 2023	8.5
November 2023	8.6
December 2023	8.6
January 2023	8.4
February 2023	8.4
March 2023	8.3
April 2023	8.2
May 2023	8.1
June 2023	8
July 2023	8.2
August 2023	8.2
September 2023	8.2
October 2023	8.1
November 2023	7.8
December 2023	7.8
January 2023	7.8
February 2023	7.8
March 2023	7.8
April 2023	7.8
May 2023	7.7
June 2023	7.7
July 2023	7.4
August 2023	7.4
September 2023	7.4
October 2023	7.5
November 2023	7.6
December 2023	7.5
January 2023	7.7
February 2023	7.6
March 2023	7.3
April 2023	7.4
May 2023	7.5
June 2023	7.4
July 2023	7.3
August 2023	7.4
September 2023	7.4
October 2023	7.4
November 2023	7.3
December 2023	7.2
January 2023	7.1
February 2023	7
March 2023	7.3
April 2023	7.2
May 2023	7
June 2023	7.2
July 2023	7.3
August 2023	7.2
September 2023	7.1
October 2023	7.2
November 2023	7.1
December 2023	7.4
January 2023	7.2
February 2023	7.2
March 2023	7.1
April 2023	7.1
May 2023	7.3
June 2023	7.1
July 2023	7.1
August 2023	7
September 2023	7
October 2023	6.8
November 2023	6.8
December 2023	6.7
January 2023	6.8
February 2023	6.9
March 2023	6.8
April 2023	6.9
May 2023	6.8
June 2023	6.9
July 2023	6.9
August 2023	7
September 2023	7.1
October 2023	7
November 2023	7.1
December 2023	7.2
January 2023	7.3
February 2023	7.3
March 2023	7.2
April 2023	7.3
May 2023	7
June 2023	6.9
July 2023	6.9
August 2023	6.9
September 2023	7
October 2023	6.9
November 2023	6.8
December 2023	6.9
January 2023	6.8
February 2023	6.6
March 2023	6.7
April 2023	6.5
May 2023	6.6
June 2023	6.5
July 2023	6.3
August 2023	6.2

Chart text: Job vacancies are beginning to decline, but still well above pre-pandemic.
Quarter	Job vacancies
Q1 2015	442,050
Q2 2015	427,190
Q3 2015	388,630
Q4 2015	368,790
Q1 2016	362,065
Q2 2016	367,280
Q3 2016	386,660
Q4 2016	391,265
Q1 2017	421,740
Q2 2017	433,495
Q3 2017	447,125
Q4 2017	481,165
Q1 2018	497,620
Q2 2018	519,340
Q3 2018	528,965
Q4 2018	560,735
Q1 2019	545,620
Q2 2019	552,890
Q3 2019	538,955
Q4 2019	521,770
Q1 2020	555,615
Q2 2020	No data available
Q3 2020	No data available
Q4 2020	572,835
Q1 2021	604,245
Q2 2021	700,505
Q3 2021	885,735
Q4 2021	936,150
Q1 2022	956,570
Q2 2022	984,600
Q3 2022	952,075
Q4 2022	876,665
Q1 2023	843,190

Occupational groupings showing signs of shortage conditions
Year	Structural	Frictional/Cyclical
2019	25	Data unavailable
2021	38	20
202 to 2031 projection	56	Data unavailable

Chart description: Interest rate and average residential mortgage lending rate - 5 year (Jan. 1997 to July 2023)
Month	Bank of Canada Overnight Rate	Avg. residential mortgage rate ‐ 5 year
January 1997	3%	7.14%
February 1997	3%	7.12%
March 1997	3%	7.06%
April 1997	3%	7.56%
May 1997	3%	7.46%
June 1997	3%	7.22%
July 1997	3%	6.98%
August 1997	3%	7.00%
September 1997	3%	6.96%
October 1997	4%	6.73%
November 1997	4%	6.69%
December 1997	4%	6.90%
January 1998	4%	6.90%
February 1998	5%	6.84%
March 1998	5%	6.84%
April 1998	5%	6.79%
May 1998	5%	6.92%
June 1998	5%	6.90%
July 1998	5%	6.90%
August 1998	5%	7.08%
September 1998	6%	7.32%
October 1998	5%	6.73%
November 1998	5%	6.94%
December 1998	5%	6.69%
January 1999	5%	6.79%
February 1999	5%	6.79%
March 1999	5%	7.03%
April 1999	5%	6.71%
May 1999	5%	6.99%
June 1999	5%	7.35%
July 1999	5%	7.42%
August 1999	5%	7.80%
September 1999	5%	7.67%
October 1999	5%	7.90%
November 1999	5%	8.13%
December 1999	5%	8.13%
January 2000	5%	8.34%
February 2000	5%	8.43%
March 2000	5%	8.24%
April 2000	5%	8.23%
May 2000	5%	8.50%
June 2000	5%	8.34%
July 2000	5%	8.18%
August 2000	5%	8.08%
September 2000	5%	8.08%
October 2000	5%	8.08%
November 2000	5%	8.04%
December 2000	6%	7.81%
January 2023	6%	7.58%
February 2023	6%	7.52%
March 2023	5%	7.19%
April 2023	5%	7.22%
May 2023	5%	7.38%
June 2023	5%	7.47%
July 2023	4%	7.46%
August 2023	4%	7.39%
September 2023	4%	7.03%
October 2023	3%	6.74%
November 2023	2%	6.51%
December 2023	2%	6.64%
January 2023	2%	6.62%
February 2023	2%	6.59%
March 2023	2%	6.80%
April 2023	2%	7.00%
May 2023	2%	7.00%
June 2023	3%	6.98%
July 2023	3%	6.90%
August 2023	3%	6.61%
September 2023	3%	6.49%
October 2023	3%	6.50%
November 2023	3%	6.47%
December 2023	3%	6.39%
January 2023	3%	6.26%
February 2023	3%	6.29%
March 2023	3%	6.33%
April 2023	3%	6.44%
May 2023	3%	6.10%
June 2023	3%	5.62%
July 2023	3%	5.71%
August 2023	3%	5.87%
September 2023	3%	5.97%
October 2023	3%	5.83%
November 2023	3%	6.02%
December 2023	3%	6.00%
January 2023	3%	5.78%
February 2023	3%	5.51%
March 2023	2%	5.31%
April 2023	2%	5.56%
May 2023	2%	5.82%
June 2023	2%	6.06%
July 2023	2%	6.10%
August 2023	2%	5.97%
September 2023	2%	5.94%
October 2023	3%	5.95%
November 2023	3%	5.87%
December 2023	3%	5.69%
January 2023	3%	5.60%
February 2023	3%	5.59%
March 2023	3%	5.60%
April 2023	3%	5.67%
May 2023	3%	5.55%
June 2023	3%	5.31%
July 2023	3%	5.26%
August 2023	3%	5.32%
September 2023	3%	5.30%
October 2023	3%	5.39%
November 2023	3%	5.56%
December 2023	3%	5.60%
January 2023	4%	5.65%
February 2023	4%	5.75%
March 2023	4%	5.78%
April 2023	4%	5.88%
May 2023	4%	6.05%
June 2023	4%	6.12%
July 2023	4%	6.26%
August 2023	4%	6.24%
September 2023	4%	6.13%
October 2023	4%	6.01%
November 2023	4%	5.99%
December 2023	4%	5.89%
January 2023	4%	5.91%
February 2023	4%	6.00%
March 2023	4%	5.91%
April 2023	4%	5.92%
May 2023	4%	6.01%
June 2023	4%	6.51%
July 2023	5%	6.60%
August 2023	5%	6.62%
September 2023	5%	6.61%
October 2023	5%	6.69%
November 2023	5%	6.73%
December 2023	4%	6.75%
January 2023	4%	6.81%
February 2023	4%	6.72%
March 2023	4%	6.60%
April 2023	3%	6.40%
May 2023	3%	6.21%
June 2023	3%	6.20%
July 2023	3%	6.37%
August 2023	3%	6.25%
September 2023	3%	6.16%
October 2023	2%	6.46%
November 2023	2%	6.51%
December 2023	2%	6.17%
January 2023	1%	5.78%
February 2023	1%	5.28%
March 2023	1%	5.14%
April 2023	0%	4.79%
May 2023	0%	4.62%
June 2023	0%	4.90%
July 2023	0%	5.14%
August 2023	0%	5.13%
September 2023	0%	4.97%
October 2023	0%	5.00%
November 2023	0%	5.06%
December 2023	0%	4.83%
January 2023	0%	4.80%
February 2023	0%	4.73%
March 2023	0%	4.71%
April 2023	0%	5.15%
May 2023	1%	5.30%
June 2023	1%	5.18%
July 2023	1%	5.02%
August 2023	1%	4.82%
September 2023	1%	4.60%
October 2023	1%	4.52%
November 2023	1%	4.45%
December 2023	1%	4.50%
January 2023	1%	4.55%
February 2023	1%	4.68%
March 2023	1%	4.70%
April 2023	1%	4.87%
May 2023	1%	4.83%
June 2023	1%	4.60%
July 2023	1%	4.57%
August 2023	1%	4.52%
September 2023	1%	4.42%
October 2023	1%	4.35%
November 2023	1%	4.38%
December 2023	1%	4.36%
January 2023	1%	4.31%
February 2023	1%	4.23%
March 2023	1%	4.21%
April 2023	1%	4.36%
May 2023	1%	4.35%
June 2023	1%	4.25%
July 2023	1%	4.23%
August 2023	1%	4.23%
September 2023	1%	4.20%
October 2023	1%	4.17%
November 2023	1%	4.15%
December 2023	1%	4.15%
January 2023	1%	4.14%
February 2023	1%	4.11%
March 2023	1%	4.02%
April 2023	1%	4.02%
May 2023	1%	4.02%
June 2023	1%	4.00%
July 2023	1%	4.08%
August 2023	1%	4.14%
September 2023	1%	4.33%
October 2023	1%	4.40%
November 2023	1%	4.39%
December 2023	1%	4.39%
January 2023	1%	4.38%
February 2023	1%	4.32%
March 2023	1%	4.16%
April 2023	1%	4.02%
May 2023	1%	4.02%
June 2023	1%	4.00%
July 2023	1%	4.01%
August 2023	1%	4.01%
September 2023	1%	4.02%
October 2023	1%	4.00%
November 2023	1%	4.00%
December 2023	1%	3.98%
January 2023	1%	3.96%
February 2023	1%	3.91%
March 2023	1%	3.84%
April 2023	1%	3.76%
May 2023	1%	3.74%
June 2023	1%	3.72%
July 2023	1%	3.71%
August 2023	1%	3.71%
September 2023	1%	3.71%
October 2023	1%	3.72%
November 2023	1%	3.72%
December 2023	1%	3.75%
January 2023	1%	3.76%
February 2023	1%	3.75%
March 2023	1%	3.73%
April 2023	1%	3.70%
May 2023	1%	3.67%
June 2023	1%	3.66%
July 2023	1%	3.67%
August 2023	1%	3.68%
September 2023	1%	3.67%
October 2023	1%	3.68%
November 2023	1%	3.70%
December 2023	1%	3.74%
January 2023	1%	3.73%
February 2023	1%	3.75%
March 2023	1%	3.66%
April 2023	1%	3.62%
May 2023	1%	3.59%
June 2023	1%	3.60%
July 2023	1%	3.72%
August 2023	1%	3.82%
September 2023	1%	3.89%
October 2023	1%	3.98%
November 2023	1%	4.04%
December 2023	1%	4.07%
January 2023	1%	4.14%
February 2023	1%	4.26%
March 2023	1%	4.27%
April 2023	1%	4.27%
May 2023	1%	4.35%
June 2023	1%	4.32%
July 2023	2%	4.42%
August 2023	2%	4.43%
September 2023	2%	4.43%
October 2023	2%	4.48%
November 2023	2%	4.38%
December 2023	2%	4.59%
January 2023	2%	4.59%
February 2023	2%	4.52%
March 2023	2%	4.44%
April 2023	2%	4.33%
May 2023	2%	4.30%
June 2023	2%	4.23%
July 2023	2%	4.14%
August 2023	2%	4.08%
September 2023	2%	4.07%
October 2023	2%	4.09%
November 2023	2%	4.09%
December 2023	2%	4.08%
January 2023	2%	4.08%
February 2023	2%	4.08%
March 2023	0%	3.90%
April 2023	0%	3.95%
May 2023	0%	3.86%
June 2023	0%	3.77%
July 2023	0%	3.64%
August 2023	0%	3.57%
September 2023	0%	3.51%
October 2023	0%	3.45%
November 2023	0%	3.42%
December 2023	0%	3.34%
January 2023	0%	3.30%
February 2023	0%	3.25%
March 2023	0%	3.26%
April 2023	0%	3.25%
May 2023	0%	3.25%
June 2023	0%	3.26%
July 2023	0%	3.20%
August 2023	0%	3.20%
September 2023	0%	3.22%
October 2023	0%	3.29%
November 2023	0%	3.40%
December 2023	0%	3.45%
January 2023	0%	3.44%
February 2023	0%	3.58%
March 2023	1%	3.77%
April 2023	1%	4.19%
May 2023	1%	4.63%
June 2023	2%	5.05%
July 2023	3%	5.51%
August 2023	2.50%	5.58%
September 2023	3.30%	5.64%
October 2023	3.80%	5.75%
November 2023	3.80%	5.88%
December 2023	4.30%	5.89%
January 2023	4.50%	5.86%
February 2023	4.50%	5.81%
March 2023	4.50%	5.81%
April 2023	4.50%	5.75%
May 2023	4.50%	5.74%
June 2023	4.80%	No data available
July 2023	5.00%	No data available

Chart description: Probability of a US recession one year later (predicted by Treasury spread)
Month	Prob US recession	Recession years
January 1989	1%	0%
February 1989	2%	0%
March 1989	2%	0%
April 1989	1%	0%
May 1989	1%	0%
June 1989	2%	0%
July 1989	3%	0%
August 1989	4%	0%
September 1989	7%	0%
October 1989	10%	0%
November 1989	13%	0%
December 1989	16%	0%
January 1990	19%	0%
February 1990	23%	0%
March 1990	25%	0%
April 1990	25%	0%
May 1990	27%	0%
June 1990	33%	0%
July 1990	33%	0%
August 1990	31%	100%
September 1990	26%	100%
October 1990	27%	100%
November 1990	31%	100%
December 1990	31%	100%
January 1991	23%	100%
February 1991	20%	100%
March 1991	21%	100%
April 1991	16%	0%
May 1991	16%	0%
June 1991	20%	0%
July 1991	18%	0%
August 1991	12%	0%
September 1991	9%	0%
October 1991	9%	0%
November 1991	11%	0%
December 1991	11%	0%
January 1992	5%	0%
February 1992	5%	0%
March 1992	3%	0%
April 1992	3%	0%
May 1992	2%	0%
June 1992	2%	0%
July 1992	2%	0%
August 1992	2%	0%
September 1992	2%	0%
October 1992	2%	0%
November 1992	1%	0%
December 1992	1%	0%
January 1993	1%	0%
February 1993	0%	0%
March 1993	0%	0%
April 1993	0%	0%
May 1993	0%	0%
June 1993	0%	0%
July 1993	0%	0%
August 1993	0%	0%
September 1993	0%	0%
October 1993	0%	0%
November 1993	0%	0%
December 1993	0%	0%
January 1994	0%	0%
February 1994	0%	0%
March 1994	1%	0%
April 1994	1%	0%
May 1994	1%	0%
June 1994	1%	0%
July 1994	1%	0%
August 1994	1%	0%
September 1994	2%	0%
October 1994	3%	0%
November 1994	2%	0%
December 1994	1%	0%
January 1995	1%	0%
February 1995	1%	0%
March 1995	1%	0%
April 1995	1%	0%
May 1995	1%	0%
June 1995	1%	0%
July 1995	1%	0%
August 1995	1%	0%
September 1995	1%	0%
October 1995	1%	0%
November 1995	2%	0%
December 1995	3%	0%
January 1996	4%	0%
February 1996	7%	0%
March 1996	9%	0%
April 1996	9%	0%
May 1996	15%	0%
June 1996	19%	0%
July 1996	16%	0%
August 1996	13%	0%
September 1996	15%	0%
October 1996	18%	0%
November 1996	21%	0%
December 1996	21%	0%
January 1997	19%	0%
February 1997	14%	0%
March 1997	10%	0%
April 1997	8%	0%
May 1997	6%	0%
June 1997	6%	0%
July 1997	6%	0%
August 1997	7%	0%
September 1997	6%	0%
October 1997	8%	0%
November 1997	12%	0%
December 1997	9%	0%
January 1998	8%	0%
February 1998	9%	0%
March 1998	8%	0%
April 1998	6%	0%
May 1998	7%	0%
June 1998	8%	0%
July 1998	12%	0%
August 1998	12%	0%
September 1998	11%	0%
October 1998	13%	0%
November 1998	18%	0%
December 1998	20%	0%
January 1999	22%	0%
February 1999	23%	0%
March 1999	20%	0%
April 1999	19%	0%
May 1999	19%	0%
June 1999	22%	0%
July 1999	22%	0%
August 1999	23%	0%
September 1999	28%	0%
October 1999	20%	0%
November 1999	23%	0%
December 1999	27%	0%
January 2000	24%	0%
February 2000	21%	0%
March 2000	17%	0%
April 2000	15%	0%
May 2000	13%	0%
June 2000	10%	0%
July 2000	11%	0%
August 2000	11%	0%
September 2000	11%	0%
October 2000	11%	0%
November 2000	15%	0%
December 2000	13%	0%
January 2001	10%	0%
February 2001	15%	0%
March 2001	21%	0%
April 2001	26%	100%
May 2001	20%	100%
June 2001	25%	100%
July 2001	32%	100%
August 2001	40%	100%
September 2001	38%	100%
October 2001	43%	100%
November 2001	45%	100%
December 2001	46%	0%
January 2002	33%	0%
February 2002	28%	0%
March 2002	22%	0%
April 2002	10%	0%
May 2002	5%	0%
June 2002	5%	0%
July 2002	6%	0%
August 2002	7%	0%
September 2002	3%	0%
October 2002	2%	0%
November 2002	1%	0%
December 2002	0%	0%
January 2003	0%	0%
February 2003	1%	0%
March 2003	0%	0%
April 2003	0%	0%
May 2003	0%	0%
June 2003	1%	0%
July 2003	1%	0%
August 2003	1%	0%
September 2003	3%	0%
October 2003	2%	0%
November 2003	1%	0%
December 2003	1%	0%
January 2004	1%	0%
February 2004	1%	0%
March 2004	1%	0%
April 2004	1%	0%
May 2004	2%	0%
June 2004	2%	0%
July 2004	1%	0%
August 2004	0%	0%
September 2004	0%	0%
October 2004	0%	0%
November 2004	0%	0%
December 2004	0%	0%
January 2005	0%	0%
February 2005	1%	0%
March 2005	1%	0%
April 2005	0%	0%
May 2005	0%	0%
June 2005	0%	0%
July 2005	1%	0%
August 2005	1%	0%
September 2005	2%	0%
October 2005	2%	0%
November 2005	3%	0%
December 2005	4%	0%
January 2006	4%	0%
February 2006	6%	0%
March 2006	5%	0%
April 2006	7%	0%
May 2006	9%	0%
June 2006	13%	0%
July 2006	14%	0%
August 2006	16%	0%
September 2006	16%	0%
October 2006	17%	0%
November 2006	19%	0%
December 2006	20%	0%
January 2007	28%	0%
February 2007	29%	0%
March 2007	28%	0%
April 2007	24%	0%
May 2007	24%	0%
June 2007	26%	0%
July 2007	30%	0%
August 2007	35%	0%
September 2007	35%	0%
October 2007	37%	0%
November 2007	41%	0%
December 2007	39%	0%
January 2008	38%	100%
February 2008	40%	100%
March 2008	42%	100%
April 2008	37%	100%
May 2008	32%	100%
June 2008	22%	100%
July 2008	29%	100%
August 2008	22%	100%
September 2008	19%	100%
October 2008	19%	100%
November 2008	15%	100%
December 2008	12%	100%
January 2009	13%	100%
February 2009	6%	100%
March 2009	3%	100%
April 2009	2%	100%
May 2009	3%	100%
June 2009	3%	100%
July 2009	2%	0%
August 2009	3%	0%
September 2009	2%	0%
October 2009	1%	0%
November 2009	0%	0%
December 2009	2%	0%
January 2010	2%	0%
February 2010	2%	0%
March 2010	1%	0%
April 2010	1%	0%
May 2010	1%	0%
June 2010	0%	0%
July 2010	0%	0%
August 2010	0%	0%
September 2010	0%	0%
October 2010	0%	0%
November 2010	0%	0%
December 2010	0%	0%
January 2011	0%	0%
February 2011	0%	0%
March 2011	0%	0%
April 2011	0%	0%
May 2011	0%	0%
June 2011	1%	0%
July 2011	1%	0%
August 2011	2%	0%
September 2011	2%	0%
October 2011	2%	0%
November 2011	1%	0%
December 2011	1%	0%
January 2012	0%	0%
February 2012	0%	0%
March 2012	0%	0%
April 2012	0%	0%
May 2012	1%	0%
June 2012	1%	0%
July 2012	1%	0%
August 2012	2%	0%
September 2012	4%	0%
October 2012	3%	0%
November 2012	4%	0%
December 2012	4%	0%
January 2013	4%	0%
February 2013	4%	0%
March 2013	3%	0%
April 2013	4%	0%
May 2013	5%	0%
June 2013	7%	0%
July 2013	8%	0%
August 2013	6%	0%
September 2013	6%	0%
October 2013	6%	0%
November 2013	6%	0%
December 2013	6%	0%
January 2014	4%	0%
February 2014	4%	0%
March 2014	4%	0%
April 2014	5%	0%
May 2014	4%	0%
June 2014	3%	0%
July 2014	2%	0%
August 2014	1%	0%
September 2014	1%	0%
October 2014	2%	0%
November 2014	1%	0%
December 2014	1%	0%
January 2015	1%	0%
February 2015	1%	0%
March 2015	1%	0%
April 2015	1%	0%
May 2015	2%	0%
June 2015	2%	0%
July 2015	2%	0%
August 2015	2%	0%
September 2015	2%	0%
October 2015	2%	0%
November 2015	2%	0%
December 2015	3%	0%
January 2016	4%	0%
February 2016	4%	0%
March 2016	4%	0%
April 2016	4%	0%
May 2016	3%	0%
June 2016	2%	0%
July 2016	2%	0%
August 2016	3%	0%
September 2016	3%	0%
October 2016	3%	0%
November 2016	3%	0%
December 2016	4%	0%
January 2017	5%	0%
February 2017	7%	0%
March 2017	6%	0%
April 2017	6%	0%
May 2017	7%	0%
June 2017	8%	0%
July 2017	10%	0%
August 2017	9%	0%
September 2017	8%	0%
October 2017	8%	0%
November 2017	5%	0%
December 2017	4%	0%
January 2018	4%	0%
February 2018	4%	0%
March 2018	5%	0%
April 2018	7%	0%
May 2018	8%	0%
June 2018	10%	0%
July 2018	9%	0%
August 2018	10%	0%
September 2018	10%	0%
October 2018	9%	0%
November 2018	11%	0%
December 2018	11%	0%
January 2019	10%	0%
February 2019	9%	0%
March 2019	11%	0%
April 2019	11%	0%
May 2019	11%	0%
June 2019	13%	0%
July 2019	14%	0%
August 2019	15%	0%
September 2019	15%	0%
October 2019	14%	0%
November 2019	16%	0%
December 2019	21%	0%
January 2020	24%	0%
February 2020	25%	0%
March 2020	27%	100%
April 2020	27%	100%
May 2020	30%	0%
June 2020	33%	0%
July 2020	31%	0%
August 2020	38%	0%
September 2020	35%	0%
October 2020	29%	0%
November 2020	25%	0%
December 2020	24%	0%
January 2021	25%	0%
February 2021	31%	0%
March 2021	18%	0%
April 2021	19%	0%
May 2021	19%	0%
June 2021	19%	0%
July 2021	20%	0%
August 2021	19%	0%
September 2021	19%	0%
October 2021	17%	0%
November 2021	15%	0%
December 2021	14%	0%
January 2022	12%	0%
February 2022	10%	0%
March 2022	6%	0%
April 2022	6%	0%
May 2022	6%	0%
June 2022	7%	0%
July 2022	9%	0%
August 2022	9%	0%
September 2022	8%	0%
October 2022	7%	0%
November 2022	7%	0%
December 2022	8%	0%
January 2023	6%	0%
February 2023	6%	0%
March 2023	5%	0%
April 2023	4%	0%
May 2023	4%	0%
June 2023	6%	0%
July 2023	18%	No data available
August 2023	25%	No data available
September 2023	23%	No data available
October 2023	26%	No data available
November 2023	38%	No data available
December 2023	47%	No data available
January 2024	57%	No data available
February 2024	54%	No data available
March 2024	58%	No data available
April 2024	68%	No data available
May 2024	71%	No data available
June 2024	67%	No data available

Chart description: Number of individuals* who could be added to the labour force if they participated at the same rate as their peers (Note: groups are not mutually exclusive)
Group	Additional participants
Women, 55+ (vs. men)	578,200
Women, 25-54 (vs. men)	520,100
Canadians, 60-64 (vs. younger group)***	260,000
Canadians, 55-59 (vs. younger group)***	127,800
Canadians, 65-69 (+5 pp)****	113,300
Immigrants, 25-54 (vs. Canadian born)	138,100
First Nations on-reserve, 15+ (vs. non-Indig.)	38,800
First Nations off-reserve, 15+ (vs. non-Indig.)	18,300
Persons with disabilities with work potential, 25-64*****	445,000
NEET youth not in the labour force, 15-24	211,300

Chart description: Proportion of businesses reporting notable skill gaps (20% or more of employees had skill gaps)
Industry	Gaps
Prof., scientific, and tech services	13.8%
Transportation and warehousing	17.0%
Educational services	21.0%
Health care and social assistance	21.3%
Finance and insurance	23.7%
All industries	26.0%
Retail trade	31.9%
Manufacturing	32.0%
Construction	33.6%
Accommodation and food services	43.5%

Figure 6: description follows — Figure 6: Changing nature of work and skills

Diagram 2 text: Prevalence of skills gaps and recruitment difficulties, by firm size
Firm size	Skill gap prevalence rate	Recruitment difficulties prevalence rate
Small	73.7%	60.3%
Medium	90.1%	73.3%
Large	93%	66%

Share of the employed labour force in non-standard work in Canada, 2001 to 2022
Reference period	% Permanent part-time	% Temporary	% Self-employed	Total non-standard work
2001	10.6%	10.8%	15.3%	36.7%
2002	10.9%	11.0%	15.2%	37.1%
2003	11.3%	10.5%	15.4%	37.2%
2004	11.0%	10.8%	15.4%	37.2%
2005	10.7%	11.1%	15.6%	37.4%
2006	10.6%	11.1%	15.1%	36.9%
2007	10.7%	11.0%	15.4%	37.1%
2008	11.0%	10.4%	15.4%	36.9%
2009	11.4%	10.6%	16.0%	38.0%
2010	11.4%	11.3%	15.7%	38.4%
2011	11.2%	11.7%	15.3%	38.1%
2012	10.8%	11.6%	15.2%	37.6%
2013	11.0%	11.4%	15.3%	37.8%
2014	11.0%	11.4%	15.2%	37.6%
2015	10.8%	11.4%	15.2%	37.4%
2016	10.9%	11.3%	15.3%	37.5%
2017	10.9%	11.7%	15.1%	37.7%
2018	10.5%	11.4%	15.2%	37.1%
2019	10.6%	10.9%	15.1%	36.7%
2020	10.0%	9.8%	15.4%	35.2%
2021	10.5%	10.4%	14.1%	35.1%
2022	10.4%	10.4%	13.6%	34.4%

Diagram 5 text: Employment rates of specific groups
Group	Rate
Women (15 to 64)	72.3%
Recent immigrants (10 years and under), (15 to 54)	75.1%
Visible Minorities (15 to 54)	73.8%
Persons with Disabilities (25 to 64), (2017)	59.3%
Youth (15 to 24)	57.9%
Lower educational attainment (25 to 64)	68.6%
Indigenous people off reserve (15 to 64)	68.5%
Indigenous people on reserve (15 to 64)	40.3%
Canada average (15 to 64)	75.2%

Diagram 8 text: Percentage of Canadians aged 25 to 65 with literacy and/or numeracy skills at or below level 2, by level of education.
University graduates with lower levels of literacy and numeracy skills	Level 2 or below, literacy	Level 2 or below, numeracy	Level 2 or below, literacy and numeracy
Total	49.0	55.0	43.4
Less than high school	87.8	90.9	85.3
High school only	60.0	68.0	54.8
PSE below bachelor	48.3	55.1	41.7
University graduates	27.2	31.8	21.6

Diagram 9 text: Annual hours of participation in education and training, Adults aged 25 to 64
Country	Hours per year
Korea	248
Mexico	226
Japan	148
United States	140
Israel	135
Chile	121
Canada	119
Russian Federation	117
New Zealand	113
Australia	103

Diagram 10 text: Expenditures in training as a percentage of GDP
Year	Canada	OECD Average
2004	0.08	0.15
2005	0.08	0.15
2006	0.08	0.14
2007	0.08	0.12
2008	0.09	0.12
2009	0.14	0.15
2010	0.13	0.16
2011	0.10	0.14
2012	0.08	0.14
2013	0.08	0.14
2014	0.07	0.14
2015	0.07	0.13
2016	0.07	0.12
2017	0.06	0.13
2018	0.06	0.11
2019	0.06	0.1
2020	0.06	0.11

Diagram 12 text: Changes in employment shares by tasks expected in 10 years
Routine	Non-routine cognitive
-1.4	1.6

Figure 7: description follows — Figure 7: Youth employment, skills and learning

Table 1: Youth at a glance
Youth 15 to 29 (as of May 2023)	Millions	Percent of Canadians
Population	7.22	22.3
Labour force	5.40	25.1
Unemployed	0.50	45.4

Percentage of Canadians (15 to 24 years) enrolled in PSE, 2010 to 2022
Year	College	University	Total PSE
2010	12	19	30
2011	12	19	31
2012	12	20	32
2013	12	20	32
2014	12	20	32
2015	12	20	32
2016	12	21	33
2017	12	22	33
2018	12	22	33
2019	12	22	33
2020	11	23	34
2021	10	23	33
2022	10	23	34

Average Canada Student Loan (CSL) debt at the time of leaving school (2009 to 2010 and 2021 to 2022).
Year	Average Canada Student Loan debt at time of leaving school - nominal dollars	Average Canada Student Loan debt at time of leaving school - real dollars (2009)
2009 to 2010	$12 857	$12 857
2010 to 2011	$12 281	$12 060
2011 to 2012	$12 155	$11 597
2012 to 2013	$12 314	$11 575
2013 to 2014	$12 480	$11 626
2014 to 2015	$12 783	$11 680
2015 to 2016	$13 306	$12 024
2016 to 2017	$13 456	$11 989
2017 to 2018	$13 416	$11 770
2018 to 2019	$13 367	$11 463
2019 to 2020	$13 549	$11 397
2020 to 2021	$14 418	$12 040
2021 to 2022	$15 578	$12 586

Actual and Projected value of Canada Student Grants (CSGs) and Canada Student Loans (CSLs) disbursements (2015 to 2016 and 2024 to 2025).
Year	Canada Student Grant disbursement (million)	Canada Student Loan disbursement (million)
2014 to 2015	$717.7	$2,723.1
2015 to 2016	$719.5	$2,722.3
2016 to 2017	$1,014.6	$2,627.2
2017 to 2018	$1,364.9	$3,352.1
2018 to 2019	$1,614.1	$3,575.4
2019 to 2020	$1,634.8	$3,449.1
2020 to 2021	$3,187.5	$3,968.8
2021 to 2022	$3,256.2	$2,940.0
2022 to 2023 (projected)*	$3,408.0	$3,015.0
2023 to 2024 (projected)*	$2,373.0	$4,334.0
2024 to 2025 (projected)*	$1,754.0	$4,119.0

Labour market outcomes by highest level of education, 25 to 34 year-olds
Level of education	Employment rate - percentage	Median employment earnings - dollars
No credentials	49.60	$22,200
High School	66.50	$27,400
College/CEGEP	79.80	$39,200
Apprenticeship	83.10	$40,000
Bachelor's degree	84.10	$53,600

Unemployment rates for youth facing barriers
Youth with disabilities	plus 5.1 percentage points
Urban Indigenous	plus 2.2 percentage points

Employment index by age group
Date	15 to 24	15 to 19	20 to 24	25 years and older
February 20	58.7	43.2	71.8	62.7
March 20	48.9	33.9	61.5	59.9
April 20	38.4	26.1	48.9	54.2
May 20	38.6	27.3	48.2	55.3
June 20	45.2	34.4	54.4	58
July 20	48.1	36.9	57.7	59
August 20	49.7	38.1	59.5	59.6
September 20	53.3	41	63.7	60.5
October 20	52.9	39.8	63.9	60.8
November 20	52.8	39.6	64	60.9
December 20	51.8	38.6	63	60.7
Jan-21	49.7	35.4	61.9	60.4
February 20	52.2	38.2	64.2	60.9
March 20	54.9	39.8	67.7	61.4
April 20	53	38.9	65.1	60.9
May 20	51.7	38.3	63.1	60.9
June 20	55.5	42.6	66.5	61.1
July 20	56.9	44.4	67.7	61.2
August 21	58	45.7	68.6	61.2
September 21	58.6	46.1	69.4	61.7
October 21	58.7	46.2	69.5	61.7
November 21	58.9	46.4	69.7	62.1
December 21	59	45.9	70.3	62.3
January 22	56.5	42.9	68.3	61.9
February 22	59.5	45.9	71.4	62.6
March 22	59.6	45.7	71.6	62.6
April 22	59.6	46.5	71.1	62.7
May 22	59.4	45.6	71.5	62.8
June 22	59.2	44.9	71.6	62.5
July 22	58.9	45.3	70.8	62.6
August 22	58.8	45.7	70.2	62.4
September 22	57.7	45.1	68.7	62.5
October 22	58.2	45.5	69.2	62.6
November 22	58.3	45.4	69.6	62.6
December 22	59.4	46.1	71.1	62.6
January 23	59.4	45.4	71.6	63
February 23	59.5	45.5	71.7	62.9
March 23	59.6	45.8	71.7	62.8
April 23	59.6	45.4	71.9	62.8
May 23	57.6	43.3	70.1	62.9

Figure 8: description follows — Figure 8: Seniors

Figure 9: description follows — Figure 9: Service Canada is the face of government for millions of Canadians

Figure 10: description follows — Figure 10: Transforming service delivery while renewing technology

Service Canada 101

Mandate

Service Canada provides services and information in-person, online, by phone, by mail and in communities across the country in both official languages and plays an essential role in providing benefits to citizens at every stage of their lives.
Service Canada provides Canadians with a single point of access to Employment and Social Development Canada programs and helps them access other Government of Canada programs and services.

Key Programs and Services

Service Canada - The face of the Government of Canada for millions

Canada's demographic diversity is represented in the clientele of Service Canada.
Service Canada helps citizens, employers and organizations access ESDC's programs and services in their official language of choice at every life stage:
- at the birth or adoption of a child (for example, Employment Insurance (EI) Maternity and Parental Benefits)
- when living with a disability (for example, Canada Pension Plan - Disability (CPP-D))
- when gaining work or re-entering the work force (for example, Canada Job Bank and EI)
- when falling ill (for example, EI Sick Benefits)
- when caring for others (for example, EI Caretaker Benefits)
- when aging out of the workforce (for example, Old Age Security (OAS) and Canada Pension Plan (CPP))
- when looking to fill temporary labour shortages (for example, temporary foreign workers)
Service Canada also delivers programs and services on behalf of other federal departments and agencies:
- 1-800-O-CANADA
- Canada.ca
- In-Canada Biometrics collection
- Canadian Passports
- Canadian Dental Care Plan
Word image in binder: Persons with disabilities; Employers; Older Persons; Businesses; Children; Northern remote communities; Indigenous Communities; Newcomers; Refugees; Students; Youth; Foreign Workers

We deliver billions of dollars in benefits, programs and services supporting the economic and social well-being of clients

In 2022 to 2023, ESDC expenditures on programs and services totalled $173.5 B
Of this amount, more than 88% directly benefitted Canadians through EI, CPP, OAS and other statutory transfer payments
- $69.4B Old Age Security (OAS)
  - 7.1M total annual recipients
- $21.9B Employment Insurance (EI)
  - 3.4M Employment Insurance claims
- $55.95B Canada Pension Plan (CPP)
  - 6.5M beneficiaries
Grants and Contributions programs are an important economic and social lever
They provide supports to employers, individuals, and community organizations who deliver projects to meet the labour market and social development needs of Canadian communities
- 40+ Grants and Contributions Programs & 70 Streams
- 46K+ Agreements
- $3B Budget in Grans and Contributions Programs in 2022 to 2023
Clients require a Social Insurance Number (SIN) to access many key government programs and services. In 2022 to 2023, ESDC processed over 2.6M SIN transactions

We also work with other Government Departments

In 2022 to 2023, Service Canada collaborated with many other organizations, through 85 service delivery partnerships valued at $403M. Some examples:
- the Canada Dental Care Plan, in collaboration with Health Canada (HC) and the Canada Revenue Agency (CRA)
  - once fully implemented will help ease the financial barriers to accessing oral health care for up to nine million uninsured Canadian residents.
  - support Canadian residents by covering the cost of eligible dental services for families earning under $90,000, who do not have access to private or employer based dental coverage.
- the Passport, Biometrics Collection, and Ukraine Financial Assistance programs for Immigration, Refugees and Citizenship Canada (IRCC):
  - for FY 2022 to 2023 the Passport Program is valued at $344,678,702
  - 3,346,794 passports issued in FY 2022 to 2023 and 3,123,961 in FY 2023 to 2024 as of December 28, 2023
  - 81,242 in-person biometrics collections
  - As of December 24, 2023, $571M has been paid to 215,000 individuals for the Ukraine Finance Assistance Program
- the ePayroll project, in collaboration with the Canada Revenue Agency (CRA) and Treasury Board Secretariat Office of the Chief Information Officer (TBS-OCIO):
  - proposes a real-time ePayroll solution that will help businesses reduce their administrative burden of reporting information to the Government of Canada and increase the speed and accuracy of services and benefits delivered to Canadians
  - supports Ministerial mandates and Budget 2021 commitment
- the Temporary Foreign Worker (TFW) Program, in collaboration with IRCC and the Canada Border Services Agency (CBSA), allows Canadian employers to fill short-term, temporary labour market gaps when Canadians are not available, and plays a key role in many sectors including Canada's agriculture, food processing, tourism, trucking, construction, digital media, and technology sectors
  - in 2022, 221,700 temporary foreign worker positions were approved under the Program, with 89,000 of them in the agricultural sector. While the program is vitally important to Canada's food security, TFWs make up about 1% of the overall Canadian labour market

And P/Ts and organizations to better serve all Canadians in the most efficient manner possible

Service Referrals
- Service Canada fosters relationships with 368 community organizations across Canada to promote new approaches to link at-risk Canadians directly to Service Canada for further assistance
  - Organizations can refer their clients directly to Service Canada to receive tailored support through an online portal
  - Clients can be referred to Service Canada's Outreach Support Centre for assistance through a warm-transfer process
  - Navigators for the United Way 211 referral service for government and community based, non-clinical and social services can connect callers directly to Service Canada
  - A reciprocal warm-transfer process between SC's OSC and the CRA's Individual Tax filing Assistance Line is available to clients from both organizations who require additional support to apply for and access benefits
SIN@Landing
- Sin@Landing is a service to deliver Social Insurance Numbers (SIN) to Temporary (TRs) and permanent residents (PRs) upon landing at the following airports in Canada: Toronto Pearson, Montréal Pierre Elliott Trudeau, Halifax Stanfield, Calgary, Edmonton and Vancouver International Airports
- The service assists newcomers in integrating into their new life in Canada before they even leave the airport and enables them to immediately apply for employment, open bank accounts, apply for Child Tax benefit etc

Transforming to Better Deliver Services

We are working to transform the way we serve Canadians

Since 2021, Transformation at ESDC has been structured around advancing the Integrated Transformation Plan's (ITP) 4 key goals:
1. seamless digital experience
2. enhanced service accessibility
3. empowering ways of working
4. aligning policy & service design to maximize results
While those goals continue to guide our efforts, shifts in the Canadian service landscape and ESDC's operating environment inspired us to revisit the ITP's key initiatives in 2023. We needed to ensure that our clients' needs are the focal point of service design, and that collectively our work:
- enhances the client experience and addresses service delays
- modernizes systems and processes
- expands and enhances in-person footprint, community outreach and delivery partnerships
- implements services that are digital-by-design and employs a tell-us-once approach via digital credentials; and
- enables a multi-channel approach
under the banner of Transformation 2024, ESDC is focusing on a refreshed suite of eight activities that will accelerate visible and meaningful delivery of client-centric and operational outcomes over the next 6, 12, 18 and 36 months
building upon the success of the recently launched Retirement Hub, ESDC has adopted a Journey Lab approach to 3 of the 8 Transformation 2024 activities

Transformation 2024 Activities

Develop and implement concrete approaches for hard-to-reach clients
Establish Canadian Dental Care Plan (CDCP) Partnership
Foster relationships with community partners to expand Service Referral Initiative (SRI)
Community Outreach and Liaison Services webpages
Youth Digital Gateway
Access to Information and Privacy (ATIP) Modernization - Journey Lab
Canada.ca improvements: Losing a Loved One - Journey Lab
Canada.ca improvements: Starting or Expanding a Family - Journey Lab

Transformation includes maintaining and modernizing our systems

Ensuring continuity of service delivery is a critical element of all IT improvements
Stabilize IT Infrastructure
- Timely investments are essential to reduce outages. Our current systems must continue to run concurrent to modernization to avoid putting payments at risk
Updated Cyber Fraud and Cyber Threat Management
- Service Canada is adapting to keep our clients' data protected in an increasingly dangerous cyber world to protect programs, services, and Canadians from being victimized by fraud
Strengthen Disaster Recovery
- Ensuring disaster recovery solutions can minimize service disruptions in the event of catastrophic incidents such as system outages, postal strikes, floods, and other events
Modernize Technology Platform
- Benefits Delivery Modernization (BDM) will introduce modern business practices and a new common delivery platform and contact centre solution to replace the aging systems supporting Old Age Security, Employment Insurance, and Canada Pension Plan
- Passport modernization will increase Canadians' access to passport services, increase the efficiency of the Passport Program, and strengthen the overall integrity and security of the Passport Program

How we deliver e-Services

eServiceCanada
- An online service that mirrors Service Canada Centres (SCC). Clients can access personalized services and virtual support. They can also request to be called back. These requests are routed to Service Canada Staff who contact the client within 2 business days. In 2022 to 2023 approximately 839,000 requests were made via eServiceCanada; 82% of clients who requested a call back were contacted by Service Canada staff within 2 business days
Temporary Foreign Workers Program
- Transitioned to the LMIA Online Portal as the primary method of submission for LMIA with approximately 95% uptake year to date, providing 24/7 access to the Program as well as reductions in processing times
Web Simplification
- Delivers an online interactive experience to provide clients with information and answers to their questions
- To make the Web easier to understand and use, the top 150 ESDC web pages (that drive 90% of visits) meet a grade 6-8 literacy level

And how we deliver in-person services

Scheduled Outreach
- There are 247 Scheduled Outreach sites across the country to increase access for clients who do not live in close proximity to a Service Canada Centre
Community Outreach Liaisons Service (COLS)
- COLS offers alternative service delivery options to improve access to programs and benefits for clients who face barriers in accessing services through regular channels
- In 2023 to 2024, COLS teams conducted 6,936 engagements with community partners that supported vulnerable populations; these included:
  - 4880 transactional clinics and 187 information sessions with clients and community partners
  - 593 Indigenous communities were engaged and 2,718 calls from these communities were received through the OSC, in-person or virtual activities
- Increasing Accessibility
  - Wayfinder Beacons are used to help clients with visual impairments navigate indoor spaces independently and are being rolled out in the 64 large Service Canada Centres.
  - Service Canada Centres have been equipped with on-demand Video Remote Interpretation (VRI) to connect clients with hearing loss to sign language interpreters
- Outreach Support Centre (OSC)
  - The OSC was launched to support Indigenous communities and clients facing barriers to accessing Service Canada programs and services. It received 24,500 calls and completed 28,789 service requests in 2022 to 2023
  - Collaboration with the CRA supports a no wrong door approach for clients and has resulted in a reciprocal warm transfer process to support callers from the OSC and from CRA's Individual Tax Filing Assistance (ITFA) helpline
  - Joint outreach events and the co-development of collaborative outreach SharePoint site continue to foster enhanced support for clients

Service Canada organizational structure overview

Figure 11: Description follows — Figure 11: Service Canada's Organizational Structure

Our offices and services are located across the country

As of early October 2022, 31,537 dedicated Service Canada professionals serve Canadians from coast to coast to coast
598 in-person points of service
- 317 Service Canada Centres (19 SCC passport)
- 247 Scheduled Outreach Sites
75 Operations Centres
- 11 CPP/OAS Processing Sites
- 33 EI Processing Sites
- 2 Passport Processing Sites
- 28 Call Centres (includes 1 Passport Call Centre)
National Headquarters Branches focus on aligning service delivery with policy, providing overarching strategic and operational direction to regions, as well as integrity and service transformation including Benefits Delivery Modernization

A map of Canada showing Service Canada Regions

Regions are responsible for providing a broad range of programs, benefits and services to individuals, businesses and communities through an integrated service delivery approach

Atlantic
- Over 4,400 employees through:
  - 57 Service Canada Centres (including 3 Service Canada Centre and Passport Services Consolidated sites)
  - 27 Scheduled Outreach Sites
  - 6 Call Centres
  - 16 Delivery Operations Centres
Ontario
- Over 9,400 employees through:
  - 82 Service Canada Centres (including 5 Service Canada Centre and Passport Services Consolidated sites)
  - 75 Scheduled Outreach Sites
  - 10 Service Canada Centres - Passport Service Sites
  - 5 Contact Centres
  - 14 Service Delivery Hubs including 10 Benefits Delivery, 1 Passport Service Delivery, 1 Program Delivery, 1 Integrity Services and 1 regional office
Quebec
- Around 6,300 employees through:
  - 75 Service Canada Centres (including 3 Service Canada Centre and Passport Services Consolidated sites)
  - 18 Scheduled Outreach Sites
  - 4 Service Canada Centres - Passport Service Sites
  - 11 Benefit Delivery Operation Centres
  - 3 call centres (2 EI and OAS and 1 Passport call centre)
  - the Gatineau Passport Program Delivery Operations Centre
Western Canada - Territories
- Over 7,200 employees through:
  - 98 Service Canada Centres (including 6 Service Canada Centre and Passport Services Consolidated sites)
  - 127 Scheduled Outreach Sites
  - 5 Service Canada Centres - Passport Service Sites
  - 15 Service Delivery Partner Sites
  - 11 Benefit Delivery Operation Centres

An overview of responsibilities shared within Service Canada

Service Canada's responsibilities are divided amongst seven Service Canada national branches, the Strategic and Service Policy Branch and works closely with the Benefits Delivery Modernization and the Canadian Digital Service team
Together these branches are responsible for:
- the service delivery network and channels
- grants and contributions operation and coordination
- service transformation and modernization
- delivery of statutory programs
- integrity and security
- service policy and coordination
- Temporary Foreign Worker program
- partnering with other departments to deliver federal benefits and services (for example, Canada Dental Care Plan)

Service Canada national branches are responsible for

Citizen Services Branch (CSB) focuses on client-facing service delivery and supporting service delivery, client experience and partner engagement with a horizontal view
Integrity Services Branch (ISB) mandate includes the delivery of the Social Insurance Number to Canadians, provides identity and access management compliance services, prevents, detects and manages error, abuse and fraud of ESDC's benefits, services and operations and provides security, business continuity and emergency preparedness services to ensure the department can continue to delivery services to Canadians in the event of security incidents, disruption or emergencies
Benefits and Integrated Services Branch (BISB) is responsible for the development, processing, and payments of benefits and entitlements for all Canadians such as the Old Age Security Program, Canada Pension Plan program (including Canada Pension Plan-Disability), and the Employment Insurance (EI) program. We also support specialized call centre services for: EI, Pensions, Employee Contact Centre, Social Insurance Number/Social Insurance Register, Registration and Authentication. BISB also partners with other departments to deliver services on behalf of other department, such as the Canada Dental Benefit and collaborates with the Canada Revenue Agency for ePayroll
Strategic and Service Policy Branch (SSPB) supports service policy and coordination activities including service medium term planning and budget coordination, service priorities analysis, MP online portal, and supporting the Parliamentary Secretary Committee on Service
Canadian Digital Service (CDS) supports and develops platforms and tools to modernize digital service delivery
Program Operations Branch (POB) is responsible for the operation and coordination of ESDC's Grants and Contributions and management of the Work Sharing Program
Temporary Foreign Workers Program Branch (TFWPB) oversees the policy and program management for the Temporary Foreign Workers Program. It provides an operational perspective on Program policy and regulations, LMIA business expertise, and guidance and tools to support employer compliance inspections

How we measure success

Service Canada tracks, measures and reports on progress and success through various mechanisms

SC operational reporting: weekly MinO of Citizens' Services dashboards; regular progress updates to the Service Executive Committee; monthly or ad hoc dashboards to the DM Committee on Services and Cabinet Sub-Committee on Service Delivery; etc.
Contributing to various ESDC corporate reporting and processes, for example:
- the Departmental Plan (DP) and the Departmental Results Report (DRR) where SC supports many of the service delivery requirements of other branches
- reporting and planning requirements related to the Policy on Service and Digital, such as the annual update to the ESDC Service Inventory including performance against service standard targets and the Departmental Plan on Service and Digital (DPSD)
Gathering client feedback through the annual Client Experience (CX) Survey (see Annexes A & B) and other mechanisms

Annexes

Annex A: Client Experience Survey Report

The Service Canada Client Experience (CX) Survey is a set of questions that tracks clients' ease, effectiveness, emotion, and satisfaction with the service experience by program, client group and service channels used
Since its baseline iteration in 2017 to 2018, the CX Survey has tracked "perception metrics" data, including overall Satisfaction, Ease, Effectiveness and Emotion, and identified drivers of satisfaction across service attributes
5 major programs are included in the Service Canada CX Survey: Employment Insurance (EI), Canada Pension Plan (CPP), Canada Pension Plan Disability (CPPD) Benefit, Old Age Security (OAS), Guaranteed Income Supplement (GIS) and Social Insurance Number (SIN)
Measures
- End-To-End Client Experience By Program
- Satisfaction Drivers
- Service Levels and Channel Use
- Client Experience with Service Channels
- At-Risk Client Groups
  - * See Annex B for an example of the Client Experience Survey Report results for fiscal year 2022 to 2023

Annex B: Service Canada CX Survey 2022 to 2023 - Results at a Glance

4,200 interviews were conducted (between 750-1,035 per program)
Methodology: Telephone survey
Fieldwork: June 9 to July 26, 2023

Overall Service Experience Across Programs (% Rated 4 or 5)

2017 to 2018
- Satisfaction*
  - 86%
- Ease
  - 84%
- Effectiveness
  - 82%
- Emotion
  - 76%
2018 to 2019
- Satisfaction*
  - 85%
- Ease*
  - 85%
- Effectiveness
  - 84%
- Emotion
  - 78%
2019 to 2020
- Satisfaction*
  - 84%
- Ease*
  - 84%
- Effectiveness
  - 82%
- Emotion
  - 78%
2020 to 2021
- Satisfaction*
  - 86%
- Ease*
  - 86%
- Effectiveness
  - 85%
- Emotion
  - 77%
2021 to 2022
- Satisfaction*
  - 81%
- Ease*
  - 85%
- Effectiveness
  - 82%
- Emotion
  - 73%
2022 to 2023
- Satisfaction*
  - 83%
- Ease*
  - 87%
- Effectiveness
  - 84%
- Emotion
  - 75%

Select Client Groups Satisfaction (% Rated 4 or 5)

2018 to 2019
- Clients with disabilities
  - 79%
- Clients with restrictions to accessing service
  - n/a
- Indigenous clients
  - 85%
- E-vulnerable clients*
  - 84%
2019 to 2020
- Clients with disabilities
  - 76%
- Clients with restrictions to accessing service
  - 76%
- Indigenous clients
  - 79%
- E-vulnerable clients*
  - 85%
2020 to 2021
- Clients with disabilities
  - 76%
- Clients with restrictions to accessing service
  - 80%
- Indigenous clients
  - 83%
- E-vulnerable clients*
  - 82%
2021 to 2022
- Clients with disabilities
  - 69%
- Clients with restrictions to accessing service
  - 72%
- Indigenous clients
  - 80%
- E-vulnerable clients*
  - 79%
2022 to 2023
- Clients with disabilities
  - 71%
- Clients with restrictions to accessing service
  - 77%
- Indigenous clients
  - 83%
- E-vulnerable clients*
  - 85%
2017 to 2018
- In-Person
  - 89%
- My Service Canada Account
  - n/a
- Online
  - 79%
- 1 800 O-Canada*
  - n/a
- Specialized Call Centre*ǂ
  - 82%
- eServiceCanada
  - n/a
2018 to 2019
- In-Person
  - 87%
- My Service Canada Account
  - n/a
- Online
  - 79%
- 1 800 O-Canada*
  - 72%
- Specialized Call Centre*ǂ
  - 76%
- eServiceCanada
  - n/a
2019 to 2020
- In-Person
  - 86%
- My Service Canada Account
  - 75%
- Online
  - 73%
- 1 800 O-Canada*
  - 69%
- Specialized Call Centre*ǂ
  - 60%
- eServiceCanada
  - n/a
2020 to 2021
- In-Person
  - 86%
- My Service Canada Account
  - 75%
- Online
  - 78%
- 1 800 O-Canada*
  - 72%
- Specialized Call Centre*ǂ
  - 72%
- eServiceCanada
  - 82%
2021 to 2022
- In-Person
  - 81%
- My Service Canada Account
  - 70%
- Online
  - 74%
- 1 800 O-Canada*
  - 59%
- Specialized Call Centre*ǂ
  - 64%
- eServiceCanada
  - 76%
2022 to 2023
- In-Person
  - 83%
- My Service Canada Account
  - 73%
- Online
  - 75%
- 1 800 O-Canada*
  - 70%
- Specialized Call Centre*ǂ
  - 72%
- eServiceCanada
  - 72%

* Significantly higher/lower than previous wave

ǂ Excludes SIN clients

Annex C: ESDC grants and contributions programs

Diversity, Inclusion & Persons with Disabilities
- Disability Inclusion Programs
  - Enabling Accessibility Fund (EAF)
    - Youth Innovation
    - Small
    - Mid-sized
  - Social Development Partnerships Program: Disability Component (SDPP-D)
    - National Operating Funds
    - Regional Operating Funds
    - Projects
    - Accessible Canada
    - Alternate Formats
  - Opportunities Fund for Persons with Disabilities (OFPD)
- Diversity and Inclusion Programs
  - Supporting Black Canadian Communities Initiative (SBCCI)
  - National Institute for People of African Decent
  - Black-Led Philanthropic Endowment Fund
Families, Children and Social Development
- Early Learning and Child Care (ELCC)
- Indigenous Early Learning and Child Care (IELCC)
- Social Development Partnerships Program - Children and Families (SDPP-C&F)
- SDPP - Community Services Recovery Fund (CSRF)
- Social Finance Fund (SFF)
- Investment Readiness Program (IRP)
- Sustainable Development Goals
- Social Development Partnerships Program - Official Language Minority Communities (SDPP-OLMC) - TBD
Labour & Seniors
- Labour Programs
  - Workplace Harassment and Violence Prevention Fund (WHVPF)
  - Workplace Opportunities: Removing Barriers to Equity (WORBE)
- Seniors Programs
  - New Horizons for Seniors Program (NHSP)
    - Community-based stream
    - Pan-Canadian stream
- Age Well At Home (AWAH)
  - In-Home Support Pilot Project stream
  - Scaling Up for Seniors stream
Women and Gender Equality and Youth
- Canada Service Corps (CSC)
  - Micro-grants Diversity
  - Micro-grants Accelerator
  - Service placements (National and Regional)
- Student Work Placement Program (SWPP)
- Innovative Work-Integrated Learning (IWIL)
- Youth Employment and Skills Strategy (YESS)
- Canada Summer Jobs (CSJ)
Employment, Workforce Development and Official Languages
- Workforce Development Programs
  - Canadian Apprenticeship Strategy (CAS)
  - CAS - Apprenticeship Service
  - CAS - Apprenticeship Grants
  - CAS - Skilled Trades Awareness and Readiness Program (STAR) and Skills Canada
  - CAS - Women in the Skilled Trades
  - CAS - Union Training and Innovation Program (UTIP) Stream 1 - Investment in Training Equipment
  - CAS - UTIP Stream 2 - Innovation in Apprenticeship
  - CAS - UTIP Stream 3 - Sustainable jobs
  - Sectoral Workforce Solutions Program (SWSP)
    - Sustainable Jobs Training Fund
- Community Workforce Development Program (CWDP)
- Supplemental Supports to the Community Workforce Development Program
- Foreign Credential Recognition (FCR) Program
- Skills for Success (SFS)
- Women's Employment Readiness (WER) Pilot Program
- Future Skills (FS) Program
- Strategic Engagement and Research Program (SERP)
- Work Integration Social Enterprise (WISE)
- Indigenous Skills and Employment Training (ISET) Program
- Skills and Partnership Fund (SPF)
- Indigenous Engagement Protocol Agreements
- Support for LMI Canada (LMI Council)
- Enabling Fund for Official Language Minority Communities (EF-OLMC)
- Migrant Workers Support Program (MWSP)
- Canada Learning Bond (CLB)
- Supports for Student Learning Program (SSLP)
- SSLP - Indspire
- SSLP - Canada's International Education Strategy / Global Skills Opportunity / Outbound Student Mobility
- SSLP - Afterschool and student supports (Formally Goal Getters under YESS)
- SSLP - Pathways to Education Canada
- Canadian Benefit for Parents of Young Victims of Crime (PYVC)
- Social Development Partnerships Program - Official Language Minority Communities (SDPP-OLMC) - TBD

Annex D Grants & contribution CX survey - results at a glance, 2022

1,942 surveys conducted
Methodology: online survey
Fieldwork: February 16 to March 15, 2022

Overall Service Experience

Year 1
- Satisfaction
  - 70%
- Ease
  - 74%
- Effectiveness
  - 70%
Year 2
- Satisfaction
  - 77% ˄
- Ease
  - 79% ˄
- Effectiveness
  - 78% ˄

Satisfaction with service channels

Year 1
- Email support from Program Officer
  - 80%
- GCOS Web portal*
  - 67%
- Online
  - 66%
- Email support from SC
  - 65%
- In-Person
  - 66%
- Phone support from SC
  - 61%
- Mail
  - 63%
- 1-800 O-Canada
- 49%
Year 2
- Email support from Program Officer
  - 79%
- GCOS Web portal*
  - 76% ˄
- Online
  - 71% ˄
- Email support from SC
  - 70% ˄
- In-Person
  - 62%
- Phone support from SC
  - 61%
- Mail
  - 58%
- 1-800 O-Canada
  - 48%

*Referred to as [program] web portal in Year 1

Satisfaction with client experience by program

Year 1
- EAF
  - 77%
- NHSP
  - 73%
- CSJ
  - 69%
- YESS+
  - 60%
- UT&IP
  - 73%
- EL & CCI
  - 60%
- SDPP
  - 53%
- FCRP
  - n/a
- IELCC
  - n/a
- IWILI
  - n/a
- SWP
  - n/a
- SDG
  - n/a
Year 2
- EAF
  - 78%
- NHSP
  - 83% ˄ ǂ
- CSJ
  - 79% ˄
- YESS+
  - 62% ǁ
- UT&IP
  - 78%
- EL & CCI
  - 19% ˅ ǁ
- SDPP
  - 72%
- FCRP
  - 65%
- IELCC
  - 75%
- IWILI
  - 62%
- SWP
  - 75%
- SDG
  - 39% ǁ

Funding approval

Year 1
- Approved
  - 90%
- Denied
  - 10%
Year 2
- Approved
  - 93%
- Denied
  - 7%

Satisfaction by approval status

Year 1
- Approved
  - 74%
- Denied
  - 41%
Year 2
- Approved
  - 82% ˄
- Denied
  - 47%

Strengths
Strengths	results
Service in choice of official language	93% ˅
Completing steps online made the process easier	88% ˄
Ease of determining if organization is eligible for program funding	84% ˄
Confident personal information protected	83% ˅

Areas for improvement
Areas for improvement	Results
Determine the amount of time each phase is anticipated to take	58%
Client journey took reasonable time	66% ˄
Needed to explain situation only once	67% ˄
Ease of completing the budget documents	67%

˄ Significantly higher than Year 1

˅ Significantly lower than Year 1

ǂ Significantly higher than total

ǁ Significantly lower than total

Service Canada Organizational Structure Overview

Benefits Delivery Modernization (BDM)
- Overview
- Biography of Cliff Groen
Benefits and Integrated Services Branch (BISB)
- Overview
- Biography of Tammy Belanger
Canadian Digital Services (CDS)
- Overview
- Biography of Paul Wagner
Citizen Service Branch (CSB)
- Overview
- Biography of Christine McDowell
Integrity Services Branch (ISB)
- Overview
- Biography of Mary Crescenzi
Program Operations Branch (POB)
- Overview
- Biography of Nisa Tummon
Strategic and Service Policy Branch (SSPB)
- Overview
- Biography of Catherine Adam
Temporary Foreign Worker Program Branch (TFWPB)
- Overview
- Biography of Michael McPhee
Service Canada Regions
- Atlantic Region
  - Overview
  - Biography of Ian James
- Quebec Region
  - Overview
  - Biography of Michel Laviolette
- Ontario Region
  - Overview
  - Biography of Mary-Ann Triggs
- Western Canada and Territories
  - Overview
  - Biography of Cari Turi

Benefits Delivery Modernization (BDM)

Overview

Benefits Delivery Modernization is the large-scale transformation of Service Canada's benefits delivery experience, a revolution in service delivery.

BDM is driven by 3 main objectives:

the first is Service Excellence. Our goal is to deliver a seamless, positive experience for clients by improving timeliness and experience. This will be possible through improved digital options and an innovative approach that will leverage shared data, automation, and improved staff skills/ tools/ knowledge
second, is Policy Agility. A modern platform will allow policy changes to be implemented quickly and will better adapt to the changing needs and priorities of Canadians and the Government
finally, we want to see a Transformed Organization where our workforce has the authority, skills, tools and training to deliver for our clients an experience that is seamless and suited to their needs

Planning for this change has been in the works for years. We have consulted with clients, employees and other stakeholders to incorporate their feedback into our plans and designs. We are also working with experts, from across the world and across industries, with experience in large-scale transformations.

BDM is a long-term project. We are taking a phased approach to this work, which means taking small, measured steps to meet our goal.

In the meantime, and until the new platform is in place and ready to take on the task in full, we continue to support our current systems.

Old Age Security (OAS), set to launch on the new platform in 2024 is the priority for BDM.

Canadians deserve a benefits system that is modern, easy to use and organized around their needs. BDM is the government Programme that will determine the way employees interact and deliver benefits to Canadians.

Imagine these benefits programs are like building blocks. Benefits Delivery Modernization is the flat base that supports them all. BDM will allow for multiple different program-related stacks to build on top, while leaving room to add additional stacks as needed.

BDM is rebuilding the foundation of our systems and creating space for more genuine connections between people.

Biography of Cliff Groen

Most recently, Cliff was Senior Assistant Deputy Minister of Benefits and Integrated Services Branch and was responsible for overseeing the delivery of the Department's core statutory benefits programs, Employment Insurance (EI), Canada Pension Plan (CPP) and Old Age Security (OAS), which total over $130B in annual program benefit payments. In addition, during the COVID-19 pandemic, Cliff was responsible for the implementation of the Canada Emergency Response Benefit (CERB), as well as the call centre to support the Public Health Agency of Canada's enforcement of the Quarantine Act. Cliff also had horizontal accountability for the Integrated Service Management mandate, to lead the implementation and oversight of integrated workload, workplace and workforce management across all channels, for all of Service Canada.

Cliff is married and has 2 adult children. In his spare time, Cliff enjoys participating in various sports, in particular golf, cycling, and squash, as well as pursuing his passion for craft beer.

Benefits and Integrated Services Branch (BISB)

Overview

BISB is responsible for delivering these statutory programs which are funded by Acts of Parliament:

Old Age Security (OAS) Benefits
Canada Pension Plan (CPP) Benefits, including Canada Pension Plan Disability (CPP-D) Benefits, and
Employment Insurance (EI) Benefits

BISB also delivers:

services for the Canadian Dental Care Plan (CDCP)
the new Board of Appeal (BOA) for decision making on first-level EI appeals
specialized Call Centres (EI, Pensions, Employer Contact Centre (ECC), Social Insurance Number (SIN), the Registration and Authentication (R&A), and the Regional Enquiries Unit (REU)
many new service offerings and ongoing service offerings, on behalf of the Department and other government organizations (for example, the Canada Disability Benefit and Canada Ukraine Transitional Assistance Initiative)
the ePayroll project in collaboration with the Canada Revenue Agency (CRA) and Treasury Board Secretariat Office of the Chief Information Officer (TBS-OCIO)
appeals, quality management services and Integrated Service Management
functional direction, guidance, and oversight of regional benefits delivery operations, in collaboration with Regional ADMs and their teams

Biography of Tammy Belanger

Tammy Belanger was born and raised in Ottawa where she pursued her studies as well as a career in the Federal Public Service. Over the past thirty (30) years, Tammy has been a dedicated federal public servant occupying both strategic and operational roles.

In August 2022, Tammy was nominated as Senior Assistant Deputy Minister of the Benefits and Integrated Services Branch, with the overall accountability for the development, distribution, and modernization of benefits and entitlements supporting Canadians through key life events

Before this role, Tammy was the Assistant Deputy Minister and Business Change Authority for the Benefits Delivery Modernization (BDM) Programme and the Acting Transformation Officer for Employment and Social Development Canada.

As the Senior Assistant Deputy Minister, Tammy provides oversight and vision towards the successful development, transition and implementation of the BDM Programme and resulting service transformation. Tammy has led major initiatives, including the development and implementation of emergency supports for Canadians during the COVID-19 pandemic, such as the Canada Emergency Response Benefit. In past positions, she also provided strategic leadership, vision and agenda for the Service Transformation Plan in support of ESDC's Service Strategy.

For 3 years (2016 to 2018), Tammy served as the Chief of Staff to the Deputy Minister of ESDC as well as the Chief of Staff to the Chief Operating Officer (COO) of Service Canada. In her capacity in these roles, she was responsible for providing leadership, strategic advice, support, oversight/direction, and recommendations to four DM's to address critical issues and assist with the advancement of the Department's agenda and priorities. In addition, Tammy was the central point of liaison with the four Ministers Offices and represented these senior officials in various high-profile committees and/or meetings.

Notwithstanding all of her professional accomplishments, she is most proud of her three beautiful children that she raises with her husband, Mario. She loves to golf; in her spare time, she makes silver jewelry, and she loves to listen to music.

Canadian Digital Services (CDS)

Overview

The Canadian Digital Service (CDS)* is a team of digital service delivery experts focused on building enterprise-scale digital products that solve common service problems like sending notifications, simplifying forms processing, helping departments across government improve user experiences, and accelerating project timelines in support of federal service priorities.

CDS is a cross-Canada team of over 150 people from a variety of technical and service backgrounds. Founded by the Treasury Board of Canada Secretariat (TBS) in 2017, CDS received ongoing funding in Budget 2021 to become a permanent organization in the Government of Canada. In 2023, CDS moved to Service Canada within Employment and Social Development Canada (ESDC) to support the new Minister of Citizens' Services.

As a services transformation engine for the Government of Canada, CDS works in the open, publishing code and content, designing and delivering services for the public that are accessible, secure and easy to use. Whether it's quickly building an online form, sending updates via text or email to the public, or designing accessible websites, CDS products help simplify the process. This makes things easier for both the people behind the scenes, and those accessing government services.

The current suite of products and services includes:

GC Notify - a free, cloud-based platform product that helps program and service teams keep the public informed at every step, as they go through a government process (for example: applying for a license, requesting information, accessing benefits, etc.). This digital notification system allows public servants to create reusable templates, and easily send personalized email and text message updates
GC Forms - enabling public servants to create bilingual online forms that are easy to fill, accessible, and secure, no coding required. Information is stored on Canadian servers, saved easily through email forwarding and ready for analysis through bulk response exports (available up to Protected B)
GC Design System - a collection of reusable ‘building blocks' (patterns, tokens and components) that standardize the design and development of Government of Canada websites and mobile applications. This self-serve library allows government teams to build and update their web and mobile assets efficiently and consistently while ensuring an accessible user experience
Digital Credentials (in development) - the electronic equivalent of physical identification documents. They let users access services more conveniently and privately. Their use is completely voluntary. This unit is currently exploring what a collaborative federal approach could look like and how digital credentials could be used to improve federal service delivery
Partnerships - working directly with departments to improve delivery outcomes, helps departments across government be compliant with the GC design system requirements and facilitates improvements in the GC web experience
Operations/Outreach which enables and scales the work for CDS delivery teams by recruiting talent, telling the stories of how CDS builds tools, navigating policies, breaking down blockers and ensuring CDS products are built with industry-class tools

*CDS is currently undergoing a mandate, structure and operational review with a view to ensure its viability to deliver enterprise-wide outcomes. The newly appointed CEO is leading this work set to culminate with an articulation of strategic and tactical plan by end of Q4 2023 to 2024.

Biography of Paul Wagner

Paul N. Wagner is the Chief Executive Officer for the Canadian Digital Service (CDS). In this role, Paul is responsible for leading work to modernize digital service delivery across government departments, improving user experiences, accelerating project timelines and building digital common components that solve common service problems.

With over 20 years experience in the Canadian Federal Public Service, Paul has held executive leadership roles since 2004 including most notably as the Deputy Chief Information Officer of Canada within the Office of the Chief Information Officer, the Chief Information Officer for Justice Canada, Library and Archives Canada and the National Research Council of Canada. Paul remains very active in the national and international councils and boards related to technology and digital service delivery.

Prior to joining the Public Service, Paul held a number of senior positions spanning a decade in the private sector working on implementing Enterprise Resource Planning systems in the Retail Industry.

Paul holds a B.A. with a major in Economics from McGill University and an MBA from the University of Ottawa's Executive MBA program.

When not focused on the business of Government, Paul is Chief DIY Officer at home and is very active in the Ottawa sailing community and enjoys racing and cruising sailboats on the Ottawa River and beyond.

Citizens Services Branch (CSB)

Overview

The Citizen Service Branch (CSB) provides seamless, secure, and integrated services to Canadians. Our branch provides leadership in achieving service excellence through a citizen-centred approach.

We are responsible for determining "what" services citizens can expect and "how" these services are delivered to Canadians through an integrated multi-channel delivery network that promotes the philosophy and principles of client-centric, barrier-free service delivery. This involves working with federal partners to ensure Canadians have access to all programs and services to which they are entitled.

The Branch's primary objectives are to:

provide general information and referral services for federal government programs and services through Canada.ca and 1 800 O-Canada
manage and analyse client experience and feedback gathered through various tools such as the annual Client Experience Survey
implement strategies to help Service Canada achieve seamless integration of citizen-centred services that are accessible by design and available in both official languages
develop operational support tools and engage with the regions to ensure consistent delivery of services and programs across the Citizen Service Network, including the delivery of Passports in Canada
establish service delivery partnerships with other federal departments as well as with other levels of government from across Canada

Biography of Christine McDowell

Christine was appointed Assistant Deputy Minister (ADM) of the Citizen Service Branch in August 2022 and became Senior Assistant Deputy Minister (SADM) in May 2023. Before that, Christine was ADM of the Atlantic Region. Christine has worked at the executive level in Service Canada since 2007 and has provided leadership across a variety of business lines in both operational and corporate areas, such as Executive Director of Integrity and National Services, Director General of the Strategic Services Branch, and Director General of Citizen Services and Program Delivery across the 4 Atlantic provinces.

Christine began federal public service as a student intern with the Canada Employment Centre in Kentville, Nova Scotia in 1990 as she pursued a Bachelor's Degree in Business Administration at Acadia University. Upon graduation in 1992, Christine joined the public service full time working in direct service delivery to clients during some of the most vulnerable transitions in their lives.

Christine has led significant transformation initiatives during her leadership career including, the current Passport Modernization Initiative. Christine has also worked across government with other departments to implement significant services and benefits for clients including the Ukraine benefits, the Passport program, and the recently launched Canadian Dental Program Benefit.

Having started her career in front line operations, Christine understands the work required to meet the diverse needs of Canadians. As Champion for the Building Black Leaders program as well as former Atlantic Regional Mental Health and Wellness Co-Champion, Christine has a passion for mental health, as well as for diversity and inclusion. Christine is dedicated to excellence in client service and strives to place the client at the centre of our business, placing a premium on the experience of the client as they engage with government services, anticipating and responding to their needs.

Integrity Services Branch (ISB)

Overview

Employment and Social Development Canada (ESDC) delivers a wide range of programs and services to Canadians. In 2022 to 2023, the Department delivered approximately $139 billion in Employment Insurance, Old Age Security, Canada Pension Plan benefits, and other statutory transfer payment programs; served over 6 million Canadians at over 600 in-person points of service across the country; received over 1,297 billion website visitors and issued 2.6 million Social Insurance Numbers (SINs). Ensuring the integrity of these interactions falls under the responsibility of the Integrity Services Branch (ISB).

Since 2007, the Integrity Services Branch has been mandated to:

protect ESDC's benefit programs against error, abuse and fraud
provide identity and access management services and deliver the Social Insurance Number (SIN) program, and
ensure the safety of its people and assets; establish an emergency management response in the event of a service disruption and lead the development of horizontal business continuity planning

The Branch is home to 4 directorates, each with its own area of expertise:

internal Integrity and Security is responsible for internal risk, security, emergency management and business continuity
integrity Strategic Directions is charged with strategic planning, data analytics, partnership agreements, risk management and fraud detection and prevention
integrity Operations conducts enforcement investigations and compliance reviews
identity Policy and Programs is tasked with SIN program delivery, client registration and authentication, digital identity

Biography of Mary Crescenzi

Mary Crescenzi was appointed ADM for the Integrity Services Branch (ISB) on August 23, 2021. She has a wealth of leadership experience in service strategy and delivery. More recently, she successfully led a departmental-wide service contingency strategic plan in support of labour disruption service continuity as well as unprecedented emergency management events including the wildfires, as well as combating fraudsters by leading targeted algorithms to identify fraud in large benefit paying programs as well as departmental platforms such as the My Service Canada Account.

In the past, led work to establish a model for the Temporary Foreign Worker file, which aligns with one of the Government of Canada's priorities.

Before joining ISB, Mary was the Director General for the Strategic Services Branch (SSB), Service Canada, Ontario Region for 10 years.

Mary Crescenzi joined the Federal Public Service in October 1989 and, over a 30-year career, has held numerous senior-level positions. These positions include: Director General of Service Delivery for the Toronto/York/Mississauga Sector, Director General of Citizen Service Branch and Citizen and Community Service Branch, Director of the Human Resources Centre of Canada (HRCC) in Oshawa, Director of the HRCC in Toronto Centre, and Director of Technology and Innovation at The Leadership Network, Treasury Board of Canada Secretariat, Senior Executive Director of the Citizen Services Program Delivery Branch (CSPDB) for the Ontario Region.

In addition to her role as the Assistant Deputy Minister of the Integrity Services Branch, Mary assumes the role of Senior Disclosure Officer (SDO). She plays an important role in upholding the Public Servants Disclosure Protection Act (PSDPA) by providing a safe mechanism for employees to make disclosures of wrongdoing.

In her spare time, she participates as a board member for a Public Administration and Governance Program Advisory Council at Toronto Metropolitan University, providing advice and guidance on educational and professional development needs required in the public and private sectors.

She has won the APEX award for Partnership, several Deputy Ministers' Award of Excellence (DMAE) in the areas of strategic services and innovation.

Mary also has valuable work experience outside of government. From September 1997 to June 2001, Mary was an undergraduate instructor at the University of Toronto.

Finally, Mary is married, has 2 children, and is a proud grandmother of 2. She enjoys gardening and she is proud of her bridal wreaths, tulips and irises, the outdoors being her happy place.

Program Operations Branch (POB)

Overview

The Program Operations Branch (POB) leads the management and delivery of core ESDC, grants and contributions programs through a national delivery centre and a regional network, and 5 ministerial portfolios, including:

Labour
Seniors
Families, Children, and Social Development
Women and Gender Equality and Youth
Employment, Workforce Development and Disability Inclusion

POB is also responsible for managing and overseeing the Work-Sharing Program. POB plays an important role in the grants and contributions lifecycle, from supporting the design, through launching of call for proposals, screening and assessing, and negotiating agreements with clients.

The Branch also leads modernization initiatives as well as interdepartmental grants and contributions engagement. It conducts client experience research by collecting important feedback on how clients experience and evaluate the services of the Department, which allows the Department to understand the interactions, challenges, and expectations of client organizations. Applied research is also conducted to ensure that we understand barriers to access programs, to reduce bias in all phases of the lifecycle, and to ensure that we are meeting and exceeding client expectations.

In addition to providing horizontal support and functional direction to Delivery units, POB also supports the management, oversight, and administration of grants and contributions by operating the Grants and Contributions Centre of Expertise and by managing the Common System for Grants and Contributions and a variety of other client-facing IT systems.

In 2021 to 2022, ESDC managed a budget of $4.35 billion in grants and contributions, which included about 37 programs and 66 streams.

Biography of Nisa Tummon

Prior to joining POB, I worked in Service Canada's Transformation and Integrated Service Management Branch, where I led the Strategic Direction's team that supported the 2 Assistant Deputy Ministers responsible for Transformation and Benefit Delivery Services. It was an excellent introduction to Service Canada, the challenges and requirements associated with complex programs and operations, and the unprecedented transformation and modernization efforts underway across the organization.

I have also had the privilege of holding various research, policy and program roles at the Department of Canadian Heritage, Agriculture and Agri-Food Canada, Health Canada, Shared Services Canada and the Treasury Board of Canada Secretariat, during more than 20 years of service to the Government of Canada.

I joined government after working in international and rural development in West Africa, India and Southeast Asia, in partnership with local communities and non-governmental organizations. In many ways, by joining POB, I feel like I'm going back to my roots and helping community organizations and initiatives.

I am also proud to be one of the diversity and inclusion champions for ESDC, Service Canada and the Labour Program. This is important to me first professionally, to create an inclusive and open workplace, but also personally, given my experience as a first-generation Canadian, a member of a racialized group and queer identity, growing up in Nova Scotia. Inclusion is one of the key areas I want to explore with you, and I am pleased to see that this is a priority for the Branch and that you are already working to put in place meaningful measures in this area.

Service Strategy Policy Branch (SSPB)

Overview

The Strategic and Service Policy Branch undertakes the development of policy analysis and advice on key economic and social aspects of the ESDC mandate, as well as leading on horizontal policy development and integration across the portfolio. The responsibilities of the Strategic and Service Policy Branch include the development of economic, social, and service policies, as well as research activities related to the mandate of the Department.

The Branch leads on policy development and implementation in areas such as Indigenous Early Learning and Childcare, families and care, Canada's Poverty Reduction Strategy and the United Nations 2030 Agenda for Sustainable Development and its 17 Sustainable Development Goals. It is also the focal point for:

portfolio-wide strategic planning and reporting
analysis, guidance and oversight on service-related issues
program evaluation
Cabinet and regulatory affairs
international and intergovernmental relations
houses centres of expertise for GBA+
official languages and performance measurement

The Branch houses the ESDC Innovation Lab that fosters a culture of innovation and experimentation in the Department.

Biography of Catherine Adam

Catherine Adam was appointed to the position of Senior Assistant Deputy Minister of the Strategic and Service Policy Branch at Employment and Social Development Canada in August 2017.

Prior to joining Employment and Social Development Canada, Catherine was the Assistant Secretary to Cabinet for Intergovernmental Affairs Policy with the Privy Council Office (PCO), and the Associate Assistant Deputy Minister of Federal-Provincial Relations and Social Policy at the Department of Finance.

She has extensive experience in social and economic policy issues in Canada including labour market, income security, early learning and childcare, health policy, Indigenous programming and policies and intergovernmental affairs.

Temporary Foreign Worker Program Branch (TFWP)

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The Temporary Foreign Worker (TFW) Program is jointly administered by three federal departments: Employment and Social Development Canada (ESDC), Immigration, Refugees and Citizenship Canada (IRCC), and the Canada Border Services Agency (CBSA):
- ESDC is responsible for processing employers' requests for Labour Market Impact Assessments (LMIAs) and for the TFW Program's employer compliance regime, including employer inspections
- IRCC is responsible for the administration of work permits, including work permit eligibility determination, and,
- CBSA is responsible for the issuance of work permits at the port of entry
The TFW Program enables employers to fill labour and skills shortages on a temporary basis when Canadians and permanent residents are not available. Along with the International Mobility Program (IMP), which is administered by IRCC, the TFW Program is one of Canada's two temporary work entry programs. Unlike the IMP, the TFW Program requires employers to undertake a LMIA.
The LMIA is an important tool that helps ensure there is a Canadian labour market need for hiring temporary foreign workers and to protect against downward pressure on Canadian wages. The assessment also helps protect workers by ensuring that the business and job being offered are legitimate, while reinforcing conditions and employer obligations.
The TFW Program has 5 different Program streams:
- the Primary Agriculture stream is the largest stream, making up about 40% of the Program. The stream focuses on seasonal labour but includes year-round agricultural work. Employers are exempt from paying application fees and are generally required to provide housing for workers
- the Low-Wage stream exists for positions that have wages offered below the median wage in a province or territory. This stream accounts for approximately 25% of the Program and supports food processing and food service sectors
- the High-Wage stream, which makes up about 16% of the Program, exists for positions with wages above the median wage in a province or territory. This stream requires employers to submit a "Transition Plan," which demonstrates how they intend to transition their company to rely less on temporary foreign labour, and supports sectors such as trucking, construction, and digital media
- the Global Talent stream is a boutique service, designed to provide innovative Canadian companies with access to highly specialized international talent. This stream accounts for about 4% of the TFW Program and offers priority processing
- the Permanent Resident stream is open for higher-skilled foreign workers in the process of becoming permanent residents of Canada. The Permanent Resident stream accounts for approximately 15% of the Program

Biography of Michael McPhee

Mike MacPhee is the Assistant Deputy Minister of the Temporary Foreign Worker (TFW) Program Branch, at the Department of Employment and Social Development Canada (ESDC). Mike led the creation of the TFW Program Branch in May 2022, bringing together a multidisciplinary team that oversees all aspects of the Program, from policy through delivery.

Mike is responsible for leading the Branch and is committed to upholding simplified and streamlined operations. Ensuring the Program is responsive to fluctuating economic conditions and stakeholder needs, while fostering an improved worker experience, are priorities that Mike has fostered within the team.

Mike has more than 20 years of experience in the Government of Canada, primarily in the program and service delivery domain. Previously, he was the Director General of the Employment Insurance Benefits Processing Directorate within Service Canada. In his role as DG, Mike was responsible for the functional direction of the national processing service delivery network; workload management; and, leading the operational implementation of EI legislative changes, among other major projects. Mike is known for fostering a work culture based on collaboration, both internally and outside the Department.

Service Canada Regions

Atlantic Region

Overview

Service Canada -Atlantic Region has consistently upheld service excellence by using multiple service delivery channels, including by phone, in-person and online.

While devastating for many Canadians, the pandemic provided a new opportunity for the Department and Region to explore and test new ways of service delivery, including virtual services. These initiatives improved digital services and streamlined processes to the benefit of our clients.

Outcomes continue to be delivered through an effective Integrated Service Management (ISM) approach, reflecting the Atlantic Region's agility to quickly respond to new or shifting priorities. ISM is an Atlantic Region priority that allows for the movement of resources to support regional, departmental, and government priorities.

Over the past three years, amidst challenging circumstances, the Atlantic Region has effectively used its well-established relationships and partnerships to proactively serve Canadians and new arrivals.

The Atlantic Region has continually demonstrated its agility, adopting a collaborate approach that encourages innovation in service delivery across all levels -local, regional, and national. This approach has consistently supported vulnerable and underserved Canadians and communities, reflecting our ongoing commitment to deliver effective and responsive services.

Possessing a unique bilingual capacity, the Atlantic Region serves both Atlantic Canadians and clients across Canada and internationally. Our commitment to bilingualism is integral to our approach to delivering excellent service. Furthermore, the Atlantic supports several national departmental programs that are the exclusive responsibility of our region.

As a result, the Atlantic Region is now in a strong position to address the distinct and evolving requirements of Canadians and communities.

Biography of Ian James

Ian James is the Assistant Deputy Minister of Service Canada Atlantic Region. He has more than 23 years of experience with the federal public service, with 17 of those at the executive level. As someone who takes the role of serving Canadians to heart, he has spent much of his public service career in program delivery before stepping into executive positions within multiple business lines in the Atlantic Region.

Prior to his current role as Assistant Deputy Minister of Service Canada, Atlantic Region, Ian served as Director General for both Program Delivery and Strategic Services Branches, and Executive Director of Integrity and National Services Branch. Ian is also Co-Chair of the Atlantic Federal Council and is Co-Champion of Values and Ethics for ESDC.

Ian holds a bachelor's degree in Recreation Management from Acadia University and a diploma from the University of Ottawa in Public Sector Leadership and Governance.

Ian loves travelling and fine dining. When he is not taking on a new international adventure, he can be found cooking new dishes from near and far.

Quebec Region

Overview

The Quebec Region covers an area of 1.668 million km² and serves a population of 8.5

million. The Region includes:

nearly 6,700 employees
6 EI Processing Centres
1 OAS Processing Centre
4 Program Operations Centres
1 Passport Processing Centre
1 Passport Printing Centre
1 Administrative Centre

In the Region, direct service sites available for citizens include:

75 SCC
18 regular Mobile Service Sites
5 dedicated Passport Service Centres
4 Call centres (for Passport, EI and OAS)

Biography of Michel Laviolette

Michel Laviolette has been a senior executive responsible for the roll out of large-scale projects for several years. He has always been committed to passing on his knowledge, experience and leadership to his employees and to citizens. On July 6, 2022, Michel was appointed Assistant Deputy Minister at Service Canada - Quebec Region. He will continue working closely with his executive committee to expand the development and influence of the Department through a number of projects.

Michel has always sought to remain in close contact with his employees to get to know them and to support them in their work. Respect, recognition and caring are very important values for him. It is in this family spirit that Michel wishes to make Service Canada -Quebec Region a great environment to work in.

In 2016, Michel Laviolette was appointed Director General of the Digital Service Directorate (DSD), Citizen Service Branch (CSB). As part of his role, Michel leads his team through the challenges relating to key files such as Web renewal, Portfolio Web, My Service Canada Account, telephone operations and integrated content Management.

Prior to joining CSB, Michel assumed the role of Senior Director for the Web Renewal and Web Standards Office, Chief Information Officer Branch, at the Treasury Board of Canada Secretariat. He led the Government of Canada's Web Renewal Initiative, a whole-of-government transformation initiative to centralize access to Canada's online content and services on Canada.ca.

Michel joined the public service in 2004 and has since held management and executive level positions with the Canadian International Development Agency (CIDA), the Canadian Nuclear Safety Commission (CNSC), Public Services and Procurement Canada (PSPC) and the Treasury Board of Canada Secretariat.

Michel graduated from the University of Ottawa with a Master of Business Administration (MBA) degree, obtained from the Telfer School of Management.

Ontario Region

Overview

Service Canada provides Canadians with a single point of access to a wide range of government programs, services and benefits through the Internet, by telephone, in person or by mail. Service Canada, Ontario Region is one of four Regions within ESDC's Canada-wide service delivery network. Across the country, each Region is in a unique position to serve Canadians through their day-to-day operations as defined within Service Canada's core responsibilities, and invest resources to pursue transformational activities that contribute to the ESDC Service Strategy and Government of Canada service vision.

Ontario Region's integrated service delivery network serves the needs of citizens through multiple channels including: in-person Service Canada Centres, Community Outreach Liaison Service, Passport offices, a network of program and service delivery operation centres, and a Regional Headquarters.

As a critical component of the Policy, Program, and Service/Benefit Delivery continuum, the Region acts as a platform for innovation and the improvement of benefits and services to Canadians. Enabled by its integrated governance, workforce and workplace functions, the region performs this function by:

providing, pursuing and implementing collaborative opportunities to work with local communities, stakeholders, other levels of government, including provincial ministries (for example, ServiceOntario, the Ministry of Labour, Immigration, Training, and Skills Development, Ministry of Children, Communities, and Social Services, among others), Members of Parliament, and Indigenous communities to reach and deliver integrated service solutions to vulnerable and under-served communities
utilizing the Toronto-North York Flagship Service Canada Centre and Passport Services office as a testing ground for client-centric, service-design thinking using high-tech and high-touch service delivery methodologies, and maximizing existing technologies and tools in new ways, and
engaging in fact-based decision making, informed by labour-market and socio-economic data and analysis, to effectively target support to communities

Our Mandate: To improve services for Canadians by working with partners to provide access to the full range of government services and benefits that Canadians want and need through the Internet, by telephone, in person or by mail.

Our Mission: To provide secure, knowledgeable, one-stop service to Canadians.

Our Vision: To achieve better outcomes for Canadians through Service Excellence.

Biography of Mary-Ann Triggs

Mary Ann Triggs is the Assistant Deputy Minister of Employment and Social Development Canada/Service Canada, Ontario Region. Instrumental in the development of the Service Canada Initiative, Mary Ann has a passion for service delivery and strategic workforce management.

As Vice-Chair of the Ontario Federal Council, Mary Ann is committed to building strong relationships with community leaders, provincial counterparts and stakeholders to further collaborative service delivery.

In recognition of her commitment to leadership in the public service, Mary Ann is a recipient of the Ralph Heintzman Leadership Award (2022), the Michelle C. Comeau Human Resources Leadership Award in the Business Leader category (2021), and the Public Service Awards of Excellence, Joan Atkinson Leadership Award (2016), as well as a second award for leadership in the cross-departmental initiative, Operation Syrian Refugee.

Mary Ann has also received a Queen Elizabeth II Diamond Jubilee Medal for Excellence in Service Delivery (2012), the APEX Career Contribution Award (2010), and a Deputy Ministers' Award of Merit for Job Bank.

Mary Ann has demonstrated a dedication to service excellence throughout her more than 50-year career in the federal public service. She is known for her proactive and keen interest in the mentorship, support and development of employees. Mary Ann is committed to high-performing organizational initiatives and building the public service of tomorrow.

Mary Ann holds a BA in English and History from York University. During her time away from work, Mary Ann enjoys entertaining family and friends and kayaking at "Dun Cuttin", her cottage on southern Georgian Bay.

Western Canada and Territories

Overview

Provide a coordinated and integrated service experience to our clients.

Our activities and decisions align with the ESDC Service Strategy vision of a modern, world-class service delivery experience for Canadians, ensuring that services are digitally supported, timely, accurate and connected.

Support a quality driven, people first, integrity-based culture that keeps our values and ethics at the foundation of all that we do.
Build consistency and predictability, centred on the four quadrants of quality, to integrate how we work together and continue to provide service excellence to citizens.
Foster an environment that embeds evidence-based decision making at all levels, drawing on the expertise, talent and knowledge of all team members.
Build and sustain a higher performing organization through leadership excellence that encourages innovation, guides change and engages employees in a consistent and authentic manner.
Foster a whole of region approach that enables and drives successful delivery of operational priorities, consistency and common practices across business lines, alignment and leveraging of resources and proactive engagement of partners and stakeholders, working as one team with a common purpose.

Biography of Cari Turi

Cari Turi joined Service Canada in May 2023 as the Assistant Deputy Minister for Western Canada and Territories Region. She strives to improve the quality of life for Canadians by carrying out the mandate of the department through supporting the employees in the region to be the best they can be. Cari's commitment to workplace wellness and inclusion is longstanding. Cari has championed regional and national committees on workplace wellness and is an advocate for inclusion-based initiatives.

Cari brings 28 years of experience in the federal public service, of which 9 years are at the executive level. Prior to Service Canada, Cari worked at Correctional Service Canada (CSC) where she started on the front line as a Correctional Officer and then as a Parole Officer. Cari held many different roles as a manager at the local and regional level and finished her tenure at CSC as the Assistant Deputy Commissioner Correctional Operations Pacific Region.

Cari has a wealth of experience in a variety of areas including programs to enhance the safety and security of Canadians, mental health and wellness, and has honed her skills in the disciplines of infrastructure management, emergency management, financial and human resources management, and leading business transformations - all of which she leverages to improve service delivery outcomes.

Cari holds a Bachelor of Arts in Criminology and Sociology from Simon Fraser University.

Cari is married with 2 adult children and she is an avid athlete who enjoys running, cycling, hiking and golf. Cari was born and raised in Vancouver and now lives in Abbotsford British Columbia.

Key Internal Documents (Human Resources Services Branch (HRSB), Chief Financial Officer Branch (CFOB), SSPB, Audit)

HR Overview

Figure 12: description follows — Figure 12: Workforce demographic profile

Briefing Material for the new Chief Operating Officer for Service Canada Transition - January 2024

Section 1: Overview of the Human Resources Services Branch (HRSB)

As an enabling branch, our mission is to support the department business by providing human resources services and programs.

Our vision is to drive the employee experience at ESDC to be the best in government through seamless, digital, inclusive and user-centric services.

Our contributions to the department are grouped under the following 4 priorities:

support talent and enable inclusion
realign our policies, programs and services for a changing environment
enable people-centric workplace that supports well-being
strengthen our capacity and take care of us (internal to HRSB focus)

Please refer to the HRSB 2023 to 2024 Integrated Business Plan for our list of initiatives designed to build a high-performing organization.

Our branch is led by Darlène de Gravina, Assistant Deputy Minister (ADM) with the support of the office of the ADM and 5 directorates as follows:

College@ESDC and ESDC Accessibility Office
Compensation Services
Strategic Directions and Management Services
Workforce Management
Workplace Management

In early October 2023 (most recent data available), HRSB had approximately 1,600 employees who provided strategic and operational advice and services for several HR disciplines as described in Sections 2 to 6 below. Our branch HR info RH Bulletin is a bi-weekly HR newsletter that provides updates on the latest on HR programs, initiatives, and events.

Section 2: College@ESDC and ESDC Accessibility Office

Essential, Formal and Informal Learning

In the areas of learning, training and development, and performance, the College@ESDC provides enterprise-wide learning services by designing and delivering learning solutions that support the current and evolving skills needed to support the achievement of the ESDC mandate and priorities. The corporate workforce planning exercise is the primary source of data to inform corporate learning priorities and strategies.

The College@ESDC collaborates with partners and clients to identify needs, recommend and build solutions, and provide the infrastructure to offer learning across the department. The delivery of learning is facilitated by departmental learning policy and guidelines, a departmental Learning Investment Fund (LIF), and ESDC's monthly learning bulletin - Connexion Corner - which serves as the one-stop-shop for everything learning related at ESDC. The main service areas offered by the College@ESDC include the following:

equip employees to perform and serve Canadians - The College@ESDC works with branch and regional clients to support their learning, training and development and performance needs. All employees have access to ESDC Essential Training Curricula that combines Treasury Board mandatory training with departmental requirements
to facilitate skills development and upskilling, the College@ESDC provides a wide range of corporate common learning options that address government and departmental priorities on foundational skills, healthy and inclusive workplace, and transformation needs. Topics that are part of training include - but not limited to - accessibility, diversity and inclusion, indigenous awareness and reconciliation, digital skills and data literacy. The College@ESDC supports transformational initiatives such as Benefits Delivery Modernization (BDM), Service Delivery Network (SDN) as well as the new government focus on service and digital skills, and future of learning policy/initiatives
the College@ESDC's trailblazing effort in customizing open-source learning tools to build accessible learning products and services has earned the honour of being shortlisted in the "Open Source Adaptation" category in the 2023-24 Future of Government Awards sponsored by United Nations Development Program (UNDP), Public Digital, and Amazon Web Services Institute (AWS)
the College@ESDC also works with partners in ESDC and Service Canada to develop national, standardized, operational training that supports program and service delivery
employees also have access to second official language learning services, in accordance with the Second Official Language Learning Guidelines updated in 2023
provide learning infrastructure for greater access to learning -The College@ESDC operates several Connect Centres, formerly known as Learning Centres, located across the country to provide physical spaces for learning and networking, in a manner to support the ESDC flexible work model objectives for the department

Influencing GoC learning through stakeholder relationships - The College@ESDC works with other government departments, various Departmental Champions, Communities of Practice and Networks as well as interdepartmental committees such as the Heads of Learning Forum on various Government of Canada learning initiatives. For example, a pilot is currently in place for an official language learning for Indigenous employees on behalf of the Committee of Assistant Deputy Ministers on Official Languages.

For the upcoming fiscal year, the College@ESDC relies on input provided by branches and regions as part of the corporate workforce planning exercise to review ESDC's learning priorities, and strategies and investments that support the achievement of departmental priorities and commitments identified in Minister Beech's mandate letter, and the priorities identified in Canada's Digital Ambition.

ESDC Accessibility Office

The ESDC Accessibility Office (EAO) is responsible for developing and implementing the department's 3-year accessibility plan (see: ESDC three-year Accessibility Plan), including ensuring the requirements under the Accessible Canada Act and regulations related to receiving feedback and reporting on progress are met (see: Progress report: Employment and Social Development Canada 3-year accessibility plan - 2023).

The EAO collaborates with all ESDC branches, regions, and the Employees with Disabilities Network to develop the department's accessibility plan and progress reports and contributes to the overall implementation of the accessibility plan by consulting with employees, managing employee feedback, measuring performance, and helping to ensure that the plan is costed.

The EAO is located within the Human Resources Services Branch (HRSB), reporting to the same Director General as the College@ESDC.

Section 3: Compensation Services

The Compensation Services Directorate (CSD) assists Public Services and Procurement Canada (PSPC) on the HR-to-Pay-to-Pension file, supports the compensation and benefit needs of ESDC employees, including the challenges related to Phoenix, and provides complementary services to those offered by the Public Service Pay Centre in support of pay stabilization.

The CSD currently service delivery model is composed of both core pay functions and supporting pay services.

Core pay functions include:

Corporate Compensation: HRSB compensation employees provides advice and support to ESDC employees regarding the administration and monitoring of compensation and benefits. In addition, internal communication, client engagement and the provision of business intelligence are supported with an evidence-based decision-making approach. Corporate Compensation is responsible to ensure business processes are aligned and efficient, and that the various compensation-related legislation and delegations of authority are respected
HR to Pay employees provide centralized services, responsible for initiating, adjusting and stopping pay, verification, analysis, data entry, and securing communication with the Pay Centre through trusted sources. The HR to Pay unit has a shared responsibility with clients and HR professionals to maximize accurate and timely pay

Supporting pay services include:

Compensation Operations: As per the department's Memorandum of Understanding (MOU) with PSPC, Compensation Operations processes the following four (4) types pay transactions: retirements, resignations, leave without pay and return from leave
Complementary Pay Services: Provides additional services by directly supporting employees, which includes the following:
- Compensation Service Desk (such as, Client Care) for employees and managers to access pay support services through the MyESDC HR module
- tiered service delivery model to provide a spectrum of support services (such as, diagnosis, referral, or escalations regarding pay issues).
- support on Pay/Phoenix grievances

To deliver on CSD's vision to pay every ESDC employee in an accurate and timely manner, while eliminating ESDC's pay backlog, for 2024 to 2025, CSD will continue to stabilize and build capacity for compensation advisory services through employee recruitment, training, and retention. Furthermore, other key initiatives include evolving the Compensation Service Delivery model by implementing new compensation strategies based on union and management consultations to enhance the value provided to ESDC employees and by continuing departmental efforts regarding the timeliness of HR and Pay transactions.

Section 4: Strategic Directions and Management Services

The Strategic Directions and Management Services (SDMS) leads the enterprise-wide workforce planning, employee surveys, demographic data, and strategic integration for the branch such as TBS-Management Accountability Framework (MAF) People Component. In 2024 to 2025, the department will be provided with results from the ESDC Employee Pulse Survey 10. These surveys give employees a voice to express their views on what is working well and what needs to be improved in the workplace.

At the departmental level, SDMS will examine workforce gaps identified by branches and regions by the end of February 2024 to determine cross-cutting themes that impact the ESDC workforce and workplace, including enterprise-wide learning priorities. Cross-cutting themes will be shared with ESDC senior management and an associated departmental action plan will be developed.

In addition, SDMS collaborates with Service Canada and the Labour Program to prepare ESDC's Multiculturalism annual report and the submission package for the Canada's Top 100 Employers awards. The Canada's Top 100 Employers process is a national competition to select employers who lead their industries in offering exceptional workplaces for their employees. The competition focuses on HR programs and policies, and is operated by Mediacorp Canada Inc. Of note, our department was named one of Canada's Best Diversity Employers and National Capital Region's Top Employers for the last seven years in a row. In addition, ESDC was selected amongst Canada's Top 100 Employers, Canada's Top Employers for Young People, and Canada's Top Family-Friendly Employers for the last five years in a row. We have been leveraging the Canada's Top 100 Employers branding and logos to promote the department on GC Jobs across Canada, at local recruiting events and through social media.

Through SDMS, our branch collaborates with the Innovation, Information, and Technology Branch (IITB) to maintain My ESDC App, a single-window, off-network, one-way communications channel that requires no login or password so employees can receive various corporate messages and see the VPN status or various videos from ESDC leaders on policy, programs and career opportunities. We also innovate and collaborate with other enabling branches to modernize HR Systems.

In addition, SDMS provides periodic progress reports and continues to lead the ESDC Flexible Work Model in compliance with the Treasury Board Secretariat Common Hybrid Work Model. In addition, this directorate provides strategic internal communications services, and leads the overall management of the Branch (information management, financial and material management to the branch).

Section 5: Workforce Management

Within HRSB, the Workforce Management Directorate has five areas of HR expertise.

Anti-Racism, Indigenous Reconciliation, Diversity, Equity, and Inclusion (DEI)
Corporate Staffing and the Official Languages
Classification and Organizational Design Including support to BDM and the Service Delivery Network
Executive Group Services and Talent Management
Staffing Operations and Express Services - Includes support to BDM

In the area of anti-racism, Indigenous Reconciliation and DEI, HRSB is responsible for the development and implementation of Indigenous Reconciliation and Diversity and Inclusion strategies and associated action plans. The team further supports and funds 6 diversity networks that are led by DMs and ADMs:

Black Employee Network (BEN)
Employees with Disabilities Network (EwDN)
Employee Pride Network (EPN)
Indigenous Employees Circle (IEC)
Visible Minorities Network (VMN)
Women's Network (WN)

Diversity networks meet quarterly to discuss key priorities and areas of concern for recruitment, retention, employees' advancement and overall inclusion.

In the area of Corporate Staffing and Official Languages, the Workforce Management Directorate provides extensive corporate and policy advice and services related to staffing, including policy interpretation, and monitoring, second language testing as well as staffing complaints and investigations.

To support Part V, Part VI and Section 91 of the Official Languages Act (OLA), HRSB provides leadership, functional direction, official languages recourse as well as an expert advice.

With respect to the language of work or Part V of OLA, HRSB sets out the obligation for the department to create a work environment that enables employees to use English or French as the official language of their choice in bilingual regions for language-of-work purposes, when they are not serving the public.
With respect to Section 91 of OLA, HRSB reinforces and monitors the application of the official language requirements to perform the functions for the purposes of a particular staffing action.

In the area of Staffing Operations, the Workforce Management Directorate provides staffing and recruitment operations to the entire department including BDM transformation. The Staffing Operations team is also responsible for express staffing and for managing second language tests. The team continues to implement a series of strategies that are adapted to peak periods to manage the workload given staff capacity within HRSB.

In the area of Classification and Organizational Design, this directorate is responsible for Classification Policy, policy interpretation, monitoring, and classification grievances. Branches and regions are supported by experts in classification to modify or adjust an organizational structure to align executive and non-executive positions. This team is also responsible for supporting key departmental transformation initiatives such as BDM and SDN.

In the area of Executive Group Services and Talent Management, advisory services are provided to Deputy Minister Offices and Minister Offices, as required. The team is also responsible for the provision of staffing services to the ESDC EX community and collaborates with key stakeholders within HRSB and ESDC to ensure an integrated support and service are provided to the ESDC executive cadre. In addition, leadership and mentorship programs are put in place to support the EX Departmental Champions, the ESDC EX Community Network and the ESDC Association of Professional Executives of the Public Service of Canada (APEX) Ambassadors.

Section 6: Workplace Management

Within HRSB, the Workplace Management Directorate has four areas of specializations:

Labour Relations
Workplace Wellbeing and Safety
Office of Values, Recognition, Assessment and Resolution
Harassment and Violence Centre of Expertise

Labour Relations services include strategic advisory support in the area of grievances, discipline, performance management, and collective agreement interpretations for executives and non-executives. This team is equipped with experts on various recourse mechanisms (for example, Canadian Human Rights Complaints, Public Service Labour Relations and Employment Board adjudication).

Composed of the Centre of Expertise for Optimizing Employee Potential (Accommodation), Disability Management, Occupational Health and Safety and Workplace Mental Health, the Workplace Wellbeing and Safety Division provides strategic advisory services to support employees and managers in the workplace through the prevention and resolution of workplace injuries, physical and mental illness, including providing support for the healthy return to work. Other services include policies, programs, guidelines, training and tools, as well as monitoring and reporting.

Composed of the Office of Values and Ethics, the Centre for Informal Resolution and Coaching, and the National Engagement and Recognition Team, the Office of Values, Recognition, Assessment and Resolution provides advice, guidance and services in the areas of conflict of interest, ESDC Code of Conduct, the national recognition program and informal conflict management.

Figure 13: description follows — Figure 13: Service Canada Workforce Demographic Profile for the Second Quarter of fiscal year 2023 to 2024

Figure 14: description follows — Figure 14: Workforce Demographic Profile For the Second Quarter of Fiscal Year 2023 to 2024 - Workforce

Figure 15: description follows — Figure 15: Workforce Demographic Profile For the Second Quarter of Fiscal Year 2023 to 2024 - Population

Figure 16: description follows — Figure 16: Workforce Demographic Profile For the Second Quarter of Fiscal Year 2023 to 2024 - Future Evolution

Figure 17: description follows — Figure 17: Workforce Demographic Profile For the Second Quarter of Fiscal Year 2023 to 2024 Exercise - Official Languages

Figure 18: description follows — Figure 18: Workforce Demographic Profile For the Second Quarter of Fiscal Year 2023 to 2024 - Employment Equity

Figure 19: description follows — Figure 19: Workforce Demographic Profile For the Second Quarter of Fiscal Year 2023 to 2024 - Leave Usage

ESDC Financial Overview

Background

Employment and Social Development Canada (ESDC) is one of the largest departments in the Government of Canada and is responsible for delivering a wide range of programs that affect Canadians throughout their lives.

ESDC provides seniors with basic income security, supports unemployed workers, helps students finance their post-secondary education, assists parents who are raising young children, and more.

While operating as one entity under the Department of Employment and Social Development Act, the department now has 5 ministers responsible in Parliament for its business:

Minister of Employment, Workforce Development and Official Languages
Minister of Families, Children and Social Development
Minister of Citizens' Services
Minister of Labour and Seniors
Minister of Diversity, Inclusion and Persons with Disabilities

The department also works with the Minister for Women and Gender Equality and Youth, on key initiatives that involve our work.

In the 2023 to 2024 Departmental Plan, planned expenditures on programs and services of $185.9B, representing 35% of all planned government expenditures ($532.3B).

Of this amount, $167.7B directly benefits Canadians through statutory transfer payment programs such as Employment Insurance (EI), Canada Pension Plan (CPP), Old Age Security (OAS), Canada Student Grants and Loans and Canada Apprentice Loans, the Canada Education Savings Program, and the Canada Disability Savings Program.

Overview

ESDC is responsible for developing, managing, and delivering social programs and services, such as:

Canada Pension Plan
Employment Insurance
Old Age Security
Canada Student Loans, and others

Figure 20: Description follows — Figure 20: Canadians have access to ESDC services at 600 points of service

Benefits and transfer payments expenditures and operating budget significantly increased in 2020 to 2021 due to pandemic related measures. Despite the decrease in benefits and transfer payments since 2020 to 2021, the operating budget remains stable.

Table: ESDC Benefits and Transfer Payments - Expenditures
in billions of dollars	OAS	CPP	EI	Grants	Contributions	Total Benefits and Transfer Payments
2018 to 2019	53.4	46.5	18.9	3.2	0.8	122.9
2019 to 2020	56.3	49.0	20.0	8.0	0.9	134.2
2020 to 2021	58.6	51.3	33.8	95.6	3.4	242.7
2021 to 2022	60.7	53.0	39.0	24.0	3.8	180.5
2022 to 2023	69.4	56.0	21.9	4.8	1.2	153.3

From 2018 to 2019 to 2020 to 2021, statutory transfer payments have increased by 98%. From 2020 to 2021 to 2022 to 2023, it has decreased by 37%.

Table: ESDC Operating Budget
in millions of dollars	A Base	B Base	Operating Statutory	Total
2018 to 2019	2,115.7	382.2	0	2,497.9
2019 to 2020	2,212.7	494.2	0	2,706.9
2020 to 2021	2,303.2	1,000.0	236.1	3,539.3
2021 to 2022	2,423.3	1,085.9	6.7	3,515.9
2022 to 2023	2,462.3	1,153.1	0	3,615.4

From 2018 to 2019 to 2020 to 2021, operating budget has increased by 42%. It has then stabilized and only increased by 2% from 2020 to 2021 to 2022 to 2023.

Operating Budget represents year-end regular operating budget, including the Public Health Events of National Concern Payments Act (PHENCPA) statutory operating budget. It does not include other statutory operating (Employee Benefit Plan and others), separately controlled allotments (such as Benefits Delivery Modernization) or service delivery partnership agreements on behalf of other departments (such as Passport).

Planned Spending

For 2023 to 2024, ESDC has planned budget of $185.9B to deliver on its wide array of policies, programs, and delivery activities, and anticipates minimal additional in year funding from Budget 2023.

Of the $185.9B in planned spending, $167.7B (90.2%) directly benefits Canadians through the following statutory transfer payment programs:

Old Age Security = $76.6B
Canada Pension Plan = $62.3B
Employment Insurance = $23.4B
Canada Student Loans & Grants and Apprentice Program = $3.3B
Canada Education & Savings Grants = $1.0B
Canada Disability Savings Program = $0.9B
Other smaller transfer payments = $0.2B
Total = $167.7B

Figure 21: Description follows — Figure 21: ESDC Total Planned Spending of $185.9B

Gross Operating Budget

To deliver programs and services in 2023 to 2024, the department has planned operating spending of $4,649.3M. It has a complex funding model financed via voted appropriations (the consolidated revenue fund or CRF), as well as the authority to recover costs from the Employment Insurance (EI) Operating Account, the Canada Pension Plan (CPP), and several other smaller entities.

Gross Operating Expenditures = $4,649.3M

Voted Appropriation from the Consolidated Revenue Fund (CRF) = $1,273.3M*
Authority to Recover Costs from the EI Operating Account = $1,969.1M*
Authority to Recover Costs from the CPP Account = $429.6M*
Service Delivery Partnerships (under DESDA) = $388.4M
Other Statutory Operating and Authority to Recover Costs from Other Entities = $588.9M

* Internal Departmental Operating Budget = $3,672.0M

The Chief Financial Officer Branch administers the Treasury Board (TB) approved cost allocation methodologies to recover costs from the EI Operating Account and the CPP Account.

Internal Departmental Operating Budget

To achieve the department's strategic outcomes and priorities, ESDC's internal operating budget is allocated to the following programs:

Internal Departmental Operating Budget (in millions of dollars)

Social Development:69.2
Pensions and Benefits: 770.2
Learning, Skills Development, and Employment: 1,719.1
Work Conditions and Relations: 77.9
Information Delivery and Services on behalf of other Government Departments: 57.4
Internal Services: 978.2
- Total Internal Operating Budget: 3,672.0

Internal Services Breakdown (in millions of dollars)

Internal Services excluding Shared Services Canada Costs and Accommodations Costs: 674.1
Funding held for Other Government Departments (Shared Services Canada, Public Services and Procurement Canada, and Canada School of Public Service, etc.): 162.1
Accommodation Costs (unlike other departments, ESDC manages this envelop): 142.0
- Total Internal Services: 978.2

(Internal Services includes IT, Human Resource and Financial Management, Legal, Communications, Service Canada College, data surveys, etc.)

Note that operating budget detailed above is based on 2023 to 2024 Main Estimates and will increase as new funding is approved throughout the year via Treasury Board (TB) submissions.

Grants and Contributions Budget

In addition to the complexity of its operating budget, the department also administers grants and contributions (Gs&Cs) via two different sources of funds:

Voted Gs&Cs of $9.9B funded through the Consolidated Revenue Fund (CRF): For the delivery of 30+ programs which support projects that meet the labour market and social development needs of Canadians.

Gs&Cs of $2.1B funded through the EI Operating Account (Part II of the EI Act): To deliver EI Part II programs, as well as Labour Market Development Agreements to provinces and territories, for employment benefits and support measures to assist Canadians in areas such as skills development, self-employment, and wage subsidies.

The amounts reflect funding as per 2023 to 2024 Main Estimates for CRF funded Gs&Cs, and approval of the 2023 to 2024 EI Plan for EI Part II G&Cs. Details are available in the following section.

Detailed Grants and Contributions Budget

In 2023 to 2024, ESDC is administering a total of $12B in Gs&Cs funding:

$9.9B in Voted Appropriations - Consolidated Revenue Fund (CRF)
$2.1B in EI Part II

Table: Minister of Employment, Workforce Development and Official Languages Notional Budget - Consolidated Revenue Fund (CRF)
Consolidated Revenue Fund (CRF)	in millions of dollars
Canada Emergency Response Benefit (CERB) ^{Note 1}	43.3
Canada Emergency Student Benefit (CESB)^{Note 1}	2.1
Canada Learning Bond (CLB)	0
Canadian Apprenticeship Strategy (CAS)	389.7
Canadian Benefit for Parent of Young Victims of Crime (PYVC)	10.0
Community Workforce Development (CWD)	33.2
Enabling Fund for Official Language Minority Communities (EF-OLMC)	13.9
Foreign Credential Recognition Program (FCR)	38.4
Future Skills (FS)	72.7
Indigenous Skills and Employment Training Strategy (ISET)	234.5
Sectoral Workforce Solutions Program - CRF (SWSP)	353.2
Skills and Partnership Fund (SPF)	60.0
Skills for Success (SFS)	155.6
Strategic Engagement and Research Program (SERP)	0.1
Support for LMI Canada (LMI Council)	1.3
Supports for Students Learning Program (SSLP)	37.8
Temporary Foreign Workers - Migrant Worker Support (TFW)	17.6
Workforce Development Agreements (WDA)	722.0
Total CRF	2,185.5

Note 1: Separately Controlled Allotment - Grant delivered by CRA

Table: Minister of Employment, Workforce Development and Official Languages Notional Budget – EI Part II
EI Part II	in millions of dollars
National Essential Skills Initiatives (NESI)	6.2
Sectoral Initiatives Program (SIP)	19.4
Indigenous Skills and Employment Training Strategy (ISET)	124.6
Work Integration Social Enterprise research project (WISE)	1.2
Labour Market Development Agreements (LMDA)	1,950.0
Total EI Part II	2,101.4

Total – Minister of Employment, Workforce Development and Official Languages for Consolidated Revenue Fund (CRF) and EI Part II: 4, 286.9

Table: Minister of Diversity, Inclusion and Persons with Disabilities Notional Budget
Consolidated Revenue Fund (CRF)	in millions of dollars
Enabling Accessibility Fund (EAF)	20,7
Social Development Partnership Program (SDPP)^{Note 2}	48,0
Opportunities Fund for Persons with Disabilities (OF)	98,6
Total - Minister of Diversity, Inclusion and Persons with Disabilities	167,3

Note 2: Includes Accessible Canada and Supporting Black Canadians Community

Table: Minister of Families, Children and Social Development Notional Budget
Consolidated Revenue Fund (CRF)	in millions of dollars
Early Learning and Child Care (ELCC)	6,122.8
Indigenous Early Learning and Child Care Transformation Initiative (IELCC)	391.9
Social Development Partnership Program (SDPP)^{Note 3}	18.1
Social Innovation and Social Finance Program (SISF)	113.4
Sustainable Development Goals Funding Program (SDG)	4.6
Total - Minister of Families, Children and Social Development	6,650,8

Note 3: Includes Children and Families and Community Services Recovery Funds

Table: Minister of Labour and Seniors Notional Budget
Consolidated Revenue Fund (CRF)	in millions of dollars
International Labour Affairs (ILA)	9.8
Occupational Health and Safety (OHS)	3.5
New Horizons for Seniors Program (NHSP)	99.3
Total - Minister of Labour and Seniors	112.6

Table: Minister for Women and Gender Equality and Youth Notional Budget
Consolidated Revenue Fund (CRF)	in millions of dollars
Canada Service Corps (CSC)	92.8
Student Work Placement Program (SWPP)	199.6
Youth Employment and Skills Strategy (YESS)	483.7
Total - Minister for Women and Gender Equality and Youth	776.1

Figure 22: Description follows — Figure 22: Overview of Supply Cycle

At ESDC, the availability of approved funding is dependent on the source of funds

Source of Funds is the Consolidated Revenue Fund (CRF): If an item is not included in the Main Estimates, the department has access to the funding only when the item's TB Submission is approved by TB and the Supplementary Estimates receive Royal Assent.

Source of Funds is CPP or EI (Vote Netted Revenue): The department has access to the funding as soon as the item's TB Submission is approved by TB.

Access to Funding for Fiscal Years 2023 to 2024 and 2024 to 2025

This deck reflects ESDC's funding in the 2023 to 2024 Main Estimates.
Additional funding was received through the 2023 to 2024 Supplementary Estimates A and B, which received Royal Assent in June and December 2023.
[Redacted 3 sentence]

Budget 2023 Reductions

Budget 2023 announced 2 specific measures with a goal of reducing planned government spending over the medium term:
- starting in 2023 to 2024, a reduction in spending on consulting, other professional services, and travel by roughly 15%, and
- the phasing in of a roughly 3% reduction of eligible spending by departments starting in 2024 to 2025
- [Redacted 1 sentence]
ESDC's reduction targets* are as follows:

Table: ESDC’s Reduction Targets - Required Operating and Transfer Reductions (in millions of dollars)
Required Operating and Transfer Reductions (in millions of dollars)	2024 to 2025	2025 to 2026	2026 to 2027 and ongoing
Notional Operating Reductions	8.1	17.0	29.2
Notional Transfer Payments Reductions	24.2	50.6	86.7
Total - Required Operating and Transfer Reductions	32.3	67.6	115.9

Table: ESDC’s Reduction Targets - Required Professional Services and Travel Reductions (in millions of dollars)
Required Professional Services and Travel Reductions (in millions of dollars)	2023 to 2024	2024 to 2025	2025 to 2026	2026 to 2027 and ongoing
Notional Travel Reductions	2.0	2.0	2.0	2.0
Notional Professional Services Reductions	1.2	5.9	5.9	5.9
Total - Required Professional Services and Travel Reductions	3.2	7.9	7.9	7.9

Required total reductions for Operating and Transfer Reductions and Professional Services and Travel Reductions (in millions of dollars):

2023 to 2024: 3.2
2024 to 2025: 40.2
2025 to 2026: 75.5
2026 to 2027 and ongoing: 123.8

*All Employment Insurance (EI) and Canada Pension Plan (CPP) operating budgets are exempt from this exercise. Reductions are all sourced from the Consolidated Revenue Fund (CRF). Other federal organizations and Benefits Delivery Modernization (BDM) professional services are excluded; however, all other BDM CRF operating budget is subject to the 3% reduction.

Figure 23: Description follows — Figure 23: Annex 1 - Government Financial Cycle

The government financial cycle may be considered as a continuous loop of activities that takes place throughout the year.

The cycle starts with the presentation of the Budget by the Minister of Finance:

generally in the February to March timeframe
the Budget is a financial plan and therefore does not provide authorization to spend funds

On or before March 1, the President of the Treasury Board tables the Main Estimates for the coming fiscal year which presents the spending plans for each federal organization and provides items that will be included in an appropriation bill:

as the Main Estimates are prepared in the late Fall, they generally do not include spending items announced in the Budget

Before the beginning of the fiscal year, the House of Commons approves Interim Supply:

as full supply is not granted until June, the government needs authorization to spend funds during the first 3 months of the fiscal year. Thus, Interim Supply is usually 3 twelfths of the amount outlined in the Main Estimates

Once the Main Estimates have been tabled in the House of Commons, they are referred to the relevant standing committees, who have the opportunity to review, vote and report on them by May 31.

In June, the House of Commons approves full supply:

this is the amount laid out in the Main Estimates, less interim supply; once approved, the appropriation bill is sent to the Senate for consideration and approval

As the Main Estimates do not include the government's complete spending needs for the year, such as unanticipated spending needs or items announced in the Budget, the government also presents Supplementary Estimates to Parliament for review and approval:

no set schedule or limit to the number of Supplementary Estimates, however generally presented in May, November and February
each set of Supplementary Estimates receives an alphabetical designation - A, B or C, and each are referred to committees for review and receive approval through an appropriation bill at the end of the relevant supply period

For funding to be included in the Main or Supplementary Estimates, departments must prepare Treasury Board Submissions, signed by the responsible minister, and approved by the Treasury Board.

Annex 2 - ESDC Funding Complexities

While the Departmental Plan includes all planned spending, only funding authorities that are sourced from the Consolidated Revenue Fund (CRF) are included in the Main Estimates.

As the EI Operating Account and CPP Account (and other smaller items) are accounted for separately in the books of Canada, expenditures made pursuant to their respective legislations, including the costs of administering the accounts, are not part of voted appropriations.

Table: ESDC 2023 to 2024 Total Planned Spending (in billions of dollars)

ESDC 2023-24 Main
Statutory - OAS, GIS, Canada Student Grants, Direct Financing under Canada Student Financial Assistance and Others
Vote 1 - Operating
Vote 5 - Grants and Contributions
Service Delivery to the Public on Behalf of Partners
Total ESDC 2023-24 Main Estimates
- Employment Insurance Benefits
- Canada Pension Plan Benefits
- Other Government Departments' EI and CPP Charges
- Government Annuities Account and Civil Service Insurance Payments

Annex 3 - CPP and EI Operating Cost Recovery

CPP Operating Costs Recovery

The CPP Account, which is under the joint control of the Government of Canada and participating Provinces, is not consolidated as part of the reporting entity of the Government of Canada. Accordingly, its financial statements are not consolidated with the financial statements of the Government of Canada.
The authority for charging the CPP Account with the costs of administering the CPP Program is contained in section 108(3) (c) of the CPP Legislation.
At the present time, all internal and external organizations / agencies providing services to the CPP have a signed Memoranda of Understanding (MOU). One of them is ESDC (including Service Canada).
The MOUs lay out the basic principles regarding the services to be provided and the methodology for the calculating the administrative costs charged to the CPP Account.
Currently, ESDC enters into a contract each year with an outside accounting firm to attest that the amounts charged to CPP are in accordance with the signed MOU.

EI Operating Costs Recovery

With the implementation of the EI Act in 1996, ESDC negotiated a new agreement with the Treasury Board Secretariat (TBS) for the recovery of expenditures (administrative costs) from the EI Account.
At that time, TBS and ESDC both recognized that a rigorous cost attribution system could not meet all established criteria for ease of administration, compatibility with ESDC internal gross total budget concept, the need to have funding stability, and clear linkages of any changes in the amount being charged for administration to a policy or workload change within the EI program.
It was agreed to use a multi-year incremental budgeting approach using the 1997 to 1998 approved reference levels as a baseline.

[Redacted 1 sentence]

Chief Operating Officer (COO) and Senior Associate Deputy Minister's Financial Authorities

Financial Signing Authorities - Chief Operating Officer (COO) and Senior Associate Deputy Minister

There are 5 sections of the Financial Delegation Instrument that pertain to your position. You may be called upon to exercise delegated financial authorities relating to:
- Operating Funds (Section 1)
- Legislative Programs (Section 2)
- Grants and Contributions (Section 3)
  - All programs
  - Employment Insurance Part II
- Administrative Authorities (Section 4)
- Write-Offs, Waivers, Remissions and Other (Section 5)
- The Instrument is accompanied by a sixth section which include:
- The Supplementary Notes which highlight delegation principles, roles and responsibilities, as well as authority limits; and
- The Table of Equivalent Positions which lists new positions and positions designated as equivalent
  - Although only Minister Boissonnault can approve changes to the instrument, any changes impacting Service Canada will go through your office, as well as the Minister of Citizen Services' office, to obtain your concurrence before being submitted to Minister Boissonnault for approval
  - The Chief Financial Officer Branch (CFOB) is available to brief you on the existing financial delegation chart if you wish

Employment and Social Development Canada's Portfolio Overview

Minister of Employment, Workforce Development and Official Languages - Randy Boissonnault

As the Minister of Employment and Social Development (ESD) - Has authority over all programs (Legislative and Grants & Contributions)
- Deputy Minister (DM) Thompson supports the broad portfolio of Employment and Social Development Canada (ESDC) and is the lead DM for Minister Boissonnault.
The Minister of EWD and OL is responsible for the following:
- Legislative Programs:
  - Canada Student Financial Assistance Program
  - Canada Education Savings Grant
  - Canada Learning Bond
  - Common Experience Payment and Personal Credits
  - Employment Insurance
  - Transactions Against the Civil Service Insurance Account
- G&C Programs
  - Adult Learning, Literacy and Essential Skills Program
  - Canadian Apprenticeship Strategy
  - Community Workforce Development Program
  - Enabling Fund for Official Language Minority Communities
  - Engagement Protocol Agreements
  - Future Skills Program
  - Foreign Credential Recognition Program
  - Future Skills Program
  - Indigenous Skills and Employment Training
  - Migrant Worker Support Program
  - Pathways to Education
  - Sectoral Workforce Solutions Program
  - Skills and Partnership Fund
  - Strategic Engagement and Research Program
  - Support for Labour Market Information in Canada
  - Supports for Student Learning
  - Workforce Development Agreements
  - Youth Employment and Skills Strategy - Goal Getters
  - Youth Employment Strategy - Career Focus / Skills Link

Minister of Families, Children and Social Development (FCSD) - Jenna Sudds

Minister FCSD is responsible for the following:
- Legislative Programs
  - Universal Child Care Benefit Act
- G&C Programs
  - Canadian Benefit for Parents of Young Victims of Crime
  - Early Learning and Child Care Program
  - Indigenous Early Learning and Child Care Program
  - Investment Readiness Program
  - Social Development Partnership Program - Family
  - Social Finance Fund
  - Sustainable Development Goals Funding Program
DM Brown is the lead DM for Minister Sudds.

Minister of Labour and Seniors - Seamus Jr. O'Regan

Minister of Labour and Seniors is responsible for the following:
- Legislative Programs
  - Wage Earner Protection Program (Labour)
  - Federal Workers' Compensation (Labour)
  - Merchant Seamen Compensation (Labour)
  - Canada Pension Plan / Old Age Security (Senior)
  - Transactions against the Annuities Account (Senior)
  - Administrative transactions against the CPP Account (Senior)
- G&C Programs
  - Labour Funding Program (Labour)
  - Workplace Harassment and Violence Prevention Fund (Labour)
  - New Horizons for Seniors Program (Seniors)
  - One-Time Payment for GIS Recipients who received Pandemic / One-Time Payment for Older Seniors (Senior)
DM Hassan is the lead DM for Minister O'Regan.

Minister of Diversity, Inclusion and Persons with Disabilities (DIPD) - Kamal Khera

Minister of DIPD is responsible for the following:
- Legislative Programs
  - Canada Pension Plan - Disability
  - Canada Disability Savings
G&C Programs
- Black-Led Philanthropic Endowment Fund (Diversity & Inclusion)
- Enabling Accessibility Fund (Disability)
- Opportunities Fund for Persons with Disabilities
- Social Development Partnership Program - Disability
The Minister is responsible for the Federal Anti-Racism Secretariat recently transferred from Canadian Heritage (PCH) to ESDC
DM Namiesniowski (on Disability and Inclusion) and DM Brown (on Diversity) are the DM co-leads for Minister Khera

Minister of Citizens' Services (CS) - Terry Beech

Minister CS is responsible for Service Canada, including the Canadian Digital Service recently transferred from Treasury Board of Canada Secretariat (TBS) to ESDC
He has no Legislative or Grants & Contributions Program Authorities
COO/Associate DM Cliff Groen and Business Lead Benefits Delivery Modernization John Ostrander are the DM co-leads for Minister Beech

Minister for Women, Gender Equality and Youth (WGEY) - Marci Ien

Minister WGEY is responsible for the following:
- G&C Programs
- Canada Service Corps
- Student Work Placement
- Youth Employment and Skills Strategy - Canada Summer Jobs
- Youth Employment and Skills Strategy - Youth Employment and Skills Strategy Program
DM McRae (PCH) is the lead DM for Minister Ien on Youth issues.
- The DM has no financial authorities over ESDC Programs listed in the Instrument.

Financial Delegation at ESDC

Financial delegations are approved by the Minister of Employment and Social Development (ESD), styled as the Minister of Employment, Workforce Development and Official Languages
The Instrument must be presented to the:
- Minister of ESD within 90-days of their appointment
- DM of ESD within 30-days of their appointment
The Instrument establishes the positions and levels to which certain of the minister's authorities may be delegated to ensure operational and administrative efficiency
- All Ministers have been delegated programs as per their mandate
The Instrument is comprised of 6 Sections:
- section 1 - Operating & Maintenance (O&M)
- section 2 - Legislative Programs (LP)
- section 3 - Grants & Contributions (Gs&Cs)
- section 4 - Administrative Authorities
- section 5 - Write-Offs, Waivers, Remissions and Small Amounts
- section 6 - Supplementary Notes and Table of Equivalent Positions
Delegation of financial authority is a mechanism for ministers and deputy heads to share their workload with subordinate managers in order to facilitate the achievement of their organizational mandate and program objectives
A well-designed delegation of authority framework empowers ministers to choose the appropriate balance between their personal involvement in higher risk items and the level of empowerment they entrust to public servants under their direction
The Minister of Employment and Social Development (ESD)¹ delegates financial authorities to organizational positions within the department through the Financial Delegation Instrument (Instrument), including to all other Ministers
Financial delegations to all Ministers other than the Minister of ESD are based on the particular mandate of each Minister
Material changes to the Instrument must be approved by the Minister of ESD. If the change impacts a program under the responsibility of another Minister, they will be asked to give concurrence on the change before the Minister of ESD approves it
Delegated authorities cannot be re-delegated. Each individual exercising financial authorities pursuant to the delegation instrument must have a valid specimen signature card, on which restrictions can be added to further restrict specific individual authorities
Financial authorities carry with them the responsibility of ensuring that all the related managerial and financial controls are effectively enforced and that all the normal requirements of probity and prudence are observed. Personnel authorized to exercise signing authority will be held accountable for all expenditures of public funds for which they are responsible

Financial Delegations at ESDC - Control and Oversight

Ministers are supported by senior public servants who provide assurance on the reliability and strength of the departmental control framework, designed to mitigate operational and administrative risks.

Deputy ministers are responsible for maintaining an effective control framework for their organization, including the provision of mandatory training to individuals exercising delegated authorities. In order to deliver a strong and reliable organizational control framework, deputy ministers are supported by the following:

Chief Financial Officer - provides key objective strategic advice to deputy ministers on the overall stewardship of financial management including the design and establishment of a risk-based control framework.
Chief Audit Executive - provides objective assurance services for all areas of departmental responsibility including the control framework.
Departmental Audit Committee - provides deputy ministers with advice on the adequacy and effectiveness of the organization's risk management control and governance framework.

Departmental Corporate Risks, Including Service Delivery Risks

Top Departmental Risks

Cybersecurity -There is a risk that ESDC staff and partners may fall victim to cyber scams or attacks thereby increasing system vulnerability and risks, which may result in credential theft, increased ransomware attacks, increased fraud, and service disruption to Canadians
Technical Debt -There is a risk that aging and unsupported technology may lead to critical vulnerabilities that can be exploited or result in important performance and service delivery gaps
Workforce Management and Employee Wellness -There is a risk that ESDC will be unable to retain fully qualified employees to address current and future business needs
Workforce Management and Employee Wellness -There is a risk that ESDC's work environment will not be conducive to the well-being of its employees
Service Excellence -There is a risk that gaps in ESDC's ability to digitize and modernize its service delivery applications will impede the department's ability to be responsive in the face of rapidly changing needs or unpredictable events and circumstances
Business Transformation -There is a risk that the department's project management maturity will not be sufficient to meet the requirements of users and stakeholders
Planning and Stewardship - There is a risk that ESDC may be unable to execute its most critical priorities and achieve expected results due to continued budget cuts and limited financial resources

Audit and evaluation forward Agenda and considerations

External Audit Engagements

Assurance Provider: Office of the Auditor General (OAG)
1. Title: Update on the Audit of Employment Training for Indigenous People
2. Tabling/Completion Date: Results of the update will be published on the OAG's website and included in their Departmental Results Report (date to be confirmed)
Assurance Provider: OAG
1. Title: Audit of Canada Summer Jobs
2. Tabling/Completion Date: March 2024
Assurance Provider: OAG
1. Title: Audit of Professional Services Contracts
2. Tabling/Completion Date: March 2024
Assurance Provider: OAG
1. Title: Audit of GoC Digital Credential Eco-System
2. Tabling/Completion Date: October 2024
Assurance Provider: OAG
1. Title: Audit of Programs to Assist Seniors
2. Tabling/Completion Date: Fall 2024
Assurance Provider: OAG
1. Title: 2023 to 2024 Audit of ESDC Public Accounts
2. Tabling/Completion Date: Fall 2024
Assurance Provider: OAG
1. Title: 2023 to 2024 Audit of ESDC Financial Statements - Employment Insurance Operating Account
2. Tabling/Completion Date: Fall 2024
Assurance Provider: OAG
1. Title: 2023 to 2024 Audit of ESDC Financial Statements - Canada Pension Plan
2. Tabling/Completion Date: Fall 2024
Assurance Provider: OAG
1. Title: 2023 to 2024 Audit of ESDC Financial Statements - Government Annuities Account
2. Tabling/Completion Date: Fall 2024
Assurance Provider: Public Service Commission
1. Title: Audit of Employment Equity Representation in Acting Appointments
2. Tabling/Completion Date: March 2025

Publication Dates for Recently Approved Internal Engagement Reports

Title: Audit of Controls around Processes: Program Payments Phase 1
1. Approval Date: 2023-11-07
2. Anticipated Posting Date: 2024-03-15
Title: Audit of Program Performance Measurement
1. Approval Date: 2023-12-12
2. Anticipated Posting Date: 2024-04-12

Active Internal engagements

Title: Review of Controls Impacted by the Launch of Old Age Security on Benefits Delivery Modernization
1. Phase: Reporting
2. Planned Completion Date: January 2024
Title: Technical Debt Remediation Initiation - Scope Definition and Risk-Based Audit Strategy Update
1. Phase: Reporting
2. Planned Completion Date: January 2024
Title: Review of Employment and Social Development's Fraud Landscape
1. Phase: Conduct
2. Planned Completion Date: February 2024
Title: Advisory on Office Occupancy
1. Phase: Conduct
2. Planned Completion Date: March 2024
Title: Advisory Assessment on Old Age Security Integrity Controls
1. Phase: Reporting
2. Planned Completion Date: March 2024
Title: Audit of Program Design for Grants and Contributions
1. Phase: Reporting
2. Planned Completion Date: April 2024
Title: Audit of Departmental Payroll Administration (Phase 2)
1. Phase: Reporting
2. Planned Completion Date: January 2024
Title: Advisory on Official Languages Legislative Changes
1. Phase: Conduct
2. Planned Completion Date: April 2024
Title: Audit of Business Continuity Management
1. Phase: Conduct
2. Planned Completion Date: June 2024
Title: Risk-Based Audit Strategy for the Labour Program
1. Phase: N|A
2. Planned Completion Date: June 2024
Title: Audit of Information Sharing Agreement
1. Phase: Planning
2. Planned Completion Date: November 2024

Planned Internal Engagements

Title: Technical Debt Remediation Initiative - Deep Dive Assurance on Budget forecasting & funding projections
1. Planned Start Date: March 2024
Title: Audit of Retention and Promotion of Persons with Disabilities
1. Planned Start Date: June 2024
Title: Audit of Information Technology (IT) Supply Chain Risk Management
1. Planned Start Date: June 2024
Title: Audit of Application Security Vulnerability Assessment (previously: Cybersecurity, including continuous IT Vulnerability Assessments)
1. Planned Start Date: June 2024
Title: Risk Assessment of Grants and Contributions Programs
1. Planned Start Date: June 2024
Title: Audit of Post-Implementation of the Identity and Access Management and the Privileged Access management Solutions
1. Planned Start Date: June 2024
Title: Audit of Design Effectiveness of the Departmental Migration and Operations to the Cloud
1. Planned Start Date: September 2024
Title: Audit of User Activity Monitoring for Selected Programs
1. Planned Start Date: December 2024
Title: Audit of Cyber Security Incident Response
1. Planned Start Date: June 2025
Title: Audit of IT Accessibility
1. Planned Start Date: To be determined
Title: Advisory on Student Financial Assistance Program Integrity Framework
1. Planned Start Date: on hold

Forward Agenda - Performance Measurement and Evaluation Committee

Performance Measurement and Evaluation Committee (PMEC) serves as an advisory body on matters relating to the Department's performance and evaluation activities. Senior Associate DM Namiesniowski is chairing PMEC meetings.
The Chief Operating Officer (COO) is among the ex-officio members, who are able to attend at their convenience.
PMEC meets about 5 to 6 times per year.
The next meetings are tentatively scheduled for February 7 and March 19, 2024.
The plan is also to hold meetings in late Spring of 2024 and early Fall 2024.
Relevant documents are shared with PMEC members, including the COO, about 10 days in advance of the meeting.
The Minister for Women and Gender Equality and Youth (WAGE) has been delegated the responsibility for ESDC youth
programs (Youth Employment and Skills Strategy, Canada Service Corp and Canada Student Workplace Program).
Special WAGE PMEC meetings are held to discuss evaluation-related deliverables for these youth programs.
Meetings are chaired by the DM at WAGE. Next meeting is tentatively planned for March 2024.
Approved evaluation reports can be consulted on the Canada.ca website.

Public Documents (SSPB)

Footnotes

Footnote 1

If the Canada Pension Plan expenditures – not consolidated in the federal public accounts – are excluded, ESDC’s expenditure represent 27% of total federal government expenditures in 2022 to 2023.

Return to footnote 1 referrer

Footnote 2

$154.7B is comprised of statutory payments made directly to Canadians as well as programs providing benefits to Canadians through grants and contributions..

Return to footnote 2 referrer

Footnote 3

This includes administrative costs related to Canada Pension Plan Investment Board, administrative costs of other federal departments related to delivery of Employment Insurance benefits, Employment Insurance doubtful accounts and Workers Compensation.

Return to footnote 3 referrer

Footnote 4

The Canadian Transportation Agency and the Canadian Radio-television and Telecommunications Commission administer their respective regulations under the Accessible Canada Act.

Return to footnote 4 referrer

Footnote 5

Labour Market Development Agreements are funded by Employment Insurance premiums and governed by Part II of the Employment Insurance Act.

Return to footnote 5 referrer

Page details

Date modified:: 2024-05-09

Welcome binder for Associate Deputy Minister of Employment and Social Development and Chief Operating Officer for Service Canada Cliff Groen – 2024

Employment and Social Development Canada (ESDC) Departmental Overview

The ESDC portfolio - Mission

Employment and Social Development Canada's core responsibilities

How we carry out ESDC's mandate

Legislative framework

Organizational structure

Biographies of deputy ministers

Paul Thompson, Deputy Minister of Employment and Social Development

Kristina Namiesniowski, Senior Associate Deputy Minister of Employment and Social Development

Sandra Hassan, Deputy Minister of Labour and Associate Deputy Minister of Employment and Social Development

Cliff Groen, Associate Deputy Minister, Benefits Delivery Modernization

Andrew Brown, Associate Deputy Minister, Employment and Social Development

Biographies of the Ministers

The Honourable Randy Boissonnault, Minister of Employment, Workforce Development and Official Languages

The Honourable Terry Beech, Minister of Citizens' Services

The Honourable Jenna Sudds, Minister of Families, Children and Social Development

The Honourable Kamal Khera, Minister of Diversity, Inclusion and Persons with Disabilities

The Honourable Seamus O'Regan Jr., Minister of Labour and Seniors

Commissions, Tribunals, Councils and Committees

Canada Employment Insurance Commission

Members

Services and information

EI policy and regulations

Financial transparency/rate setting

EI appeals

Financial profile

Accessibility Standards Canada

Social Security Tribunal of Canada

Canada Industrial Relations Board

Canadian Centre for Occupational Health and Safety

National Seniors Council

National Advisory Council on. Poverty

National Advisory Council on Early Learning and Child Care

Policy Horizons Canada

Annex A

ESDC programs and initiatives

Grants and contributions

Statutory programs

Transfer payments

Other initiatives

Other initiatives led by Finance Canada with support from ESDC

Service Canada (SC) Overview

Infographics

Figure 1: ESDC 101

Employment and Social Development Canada - ESDC 101

Who we are

ESDC Expenditures

Where you can find us

What we do

Figure 2: Programs and services

Programs and services

Programs led and delivered by Employment and Social Development Canada

Programs led by other federal departments, with support from Employment and Social Development Canada

Figure 3: Economic and Social inclusion

Economic and social inclusion

Inclusion is a driver of growth that can lead to a more resilient economy

Exclusion comes at a cost

While Canada has made strides toward a more inclusive society, challenges persist

While COVID recovery continues to progress, it now overlaps with compounding high inflation, housing affordability challenges, and climate change

Tackling the broad and complex issue requires a whole of society approach of economic and social inclusion

Figure 4: Disability inclusion and accessibility

Disability inclusion and accessibility

Who

Government programs

Experience with exclusion and inequality

Income inequality

Employment

Employment barriers

Barriers to accessibility

Inaccessible information and communications technologies

Intersectionality

Post COVID-19 condition

People at greater risk

Figure 5: Meeting Canada's labour market needs

Meeting Canada's labour market needs

1. Despite some easing, the labour market remains tight and many employers are still finding it hard to fill vacancies

2. Economic forces could pivot Canada into a mild recession, which could reduce some labour market pressure in the short term

3. Engaging underutilized groups, attracting talent from abroad and investing in productivity-enhancing activities will help ease some of the labour market pressures

Figure 6: Changing nature of work and skills