Strategic outcome and program descriptions

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Department

Strategic Outcome 1

Income security, access to opportunities and well‑being for individuals, families and communities.

Program 1.1 — Income Security

This Program ensures that Canadians are provided with retirement pensions, survivor pensions, disability benefits and benefits for children, through the Old Age Security program, the Canada Pension Plan (CPP), the Canada Disability Savings Program and the National Child Benefit program.

Program 1.2 — Social Development

This Program supports programs for the homeless or those individuals at risk of homelessness, as well as programs for children, families, seniors, communities, and people with disabilities. It provides these groups with the knowledge, information, and opportunities to move forward with their own solutions to social and economic challenges.

Strategic Outcome 2

A skilled, adaptable and inclusive labour force and an efficient labour market.

Program 2.1 — Learning

This Program helps Canadians participate in post‑secondary education to acquire the skills and credentials that enable them to improve their labour market outcomes and adapt to changing labour market conditions. It reduces barriers to education by providing financial assistance to individuals as well as incentives to save for a child's post‑secondary education. It also provides information and awareness about opportunities to acquire education and skills. The program contributes to the inclusiveness of the workforce by giving Canadians with the required academic abilities a more equal opportunity to participate in post‑secondary education. The program works with the provinces and territories, voluntary sector, financial institutions, service providers and other key stakeholders to help Canadians pursue post‑secondary education.

Program 2.2 — Skills and Employment

Skills and Employment is intended to ensure that Canadian labour market participants are able to access the supports that they need to enter or reposition themselves in the labour market to allow them to contribute to economic growth through full labour market participation. Initiatives within this program contribute to the common overall objectives of promoting skills development, labour market participation and ensuring labour market efficiency.

Strategic Outcome 3

Service Excellence for Canadians.

Program 3.1 — Integrity and Processing

This Program enhances and strengthens the integrity of Service Canada services and programs to ensure that the right person receives the right service or benefit at the right time, and for the intended purpose.

Program 3.2 — Citizen‑Centred Service

This Program aims to improve and integrate government service delivery by providing Canadians with a one‑stop, easy‑to‑access, personalized service in person, by telephone, Internet and via mail. This Program is supported by overarching client segment strategies and partnerships with other departments, levels of government and community‑based partners. This Program also includes client feedback mechanisms and the responsibility for increasing public awareness of Service Canada.

Strategic Outcome 4

Safe, fair and productive workplaces and cooperative workplace relations.

Program 4.1 — Labour

This Program seeks to promote and sustain stable industrial relations and safe, fair, healthy, equitable, and productive workplaces within the federal jurisdiction (transportation, post office and courier companies, communications, banking, grain and nuclear facilities, federal Crown corporations, companies who have major contracts with the federal government and Aboriginal governments, their employees, Aboriginal communities and certain Aboriginal undertakings). It develops labour legislation and regulations to achieve an effective balance between workers' and employers' rights and responsibilities. The program ensures that workplaces under the federal jurisdiction respect the rights and obligations established under labour legislation. The program also manages Canada's international and intergovernmental labour affairs, as well as Aboriginal labour affairs responsibilities.

Strategic Outcome 5

The following program supports all strategic outcomes within this organization.

Program 5.1 — Internal services

The Internal services program supports all strategic outcomes and is common across government. Internal services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and oversight services; Communications services; Legal services; Human resources management services; Financial management services; Information management services; Information technology services; Real property services; Materiel services; Acquisition services; and Travel and other administrative services. Internal services include only those activities and resources that apply across an organization and not to those provided specifically to a program.

Canada Industrial Relations Board

Strategic Outcome 1

Effective dispute resolution services that support constructive labour management relations in sectors regulated by the Canada Labour Code and professional relations in sectors regulated by the Status of the Artist Act.

Program 1.1 — Adjudication and Dispute Resolution Program

Through this program, the Canada Industrial Relations Board (CIRB) resolves labour relations issues by exercising its statutory powers relating to the application and interpretation of Part I (Industrial Relations) and certain provisions of Part II (Occupational Health and Safety) of the Canada Labour Code, as well as Part II of the Status of the Artist Act. Activities include the granting, modification and termination of bargaining rights; the investigation, mediation and adjudication of complaints alleging violation of Part I of the Canada Labour Code or of part II of the Status of the Artist Act. Activities also include the determination of levels of services required to be maintained during a work stoppage; the exercise of ancillary remedial authority; the exercise of cease and desist powers in cases of unlawful strikes or lockouts; the settlement of the terms of a first collective agreement; the provision of administrative services to these ends.

Strategic Outcome 2

The following program supports all strategic outcomes within this organization.

Program 2.1 — Internal services

The Internal services program supports all strategic outcomes and is common across government. Internal services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and oversight services; Communications services; Legal services; Human resources management services; Financial management services; Information management services; Information technology services; Real property services; Materiel services; Acquisition services; and Travel and other administrative services. Internal services include only those activities and resources that apply across an organization and not to those provided specifically to a program.

Canada Mortgage and Housing Corporation

Strategic Outcome 1

Canadians in need have access to affordable housing.

Program 1.1 — Funding Under Long‑Term Commitments for Existing Social Housing

Financial assistance is provided for the existing social housing portfolio to fulfill obligations made between 1946 and 1993 under long‑term subsidy agreements with various terms and conditions. Financial assistance is provided to provinces/territories and First Nations for the following programs: Social Housing Programs including Public Housing, Co‑operative Housing Non‑Profit and Urban native Housing Programs, Rent Supplement, and Rural and Native Housing. This includes funding provided to provinces/territories under Social Housing Agreements as well as financial assistance to First Nations under these long‑term agreements.

Program 1.2 — Funding for New Commitments of Affordable Housing

Includes expenditures to: increase the supply of affordable housing (through construction, conversion or assistance such as rent supplements); preserve the quality of existing affordable housing (through renovation); and, support new construction and modification to affordable housing to provide accommodations for victims of family violence or extend independent living for seniors or persons with disabilities. These commitments can serve all Canadians, including those living on‑reserve.

Program 1.3 — Housing Support

Other contractual commitments for housing and municipal infrastructure help to reduce affordability problems for low and moderate‑income households, to provide accommodation for students and to provide production of moderately priced rental housing. The program also provides ancillary services to support Canada Mortgage and Housing Corporation's mandate. This includes the Affordable Housing Centre, the Housing Related Infrastructure Loans to Municipalities and Other Long Term Commitments such as the Market Housing Programs and the Community Services Program.

Strategic Outcome 2

Canada has a stable, competitive and innovative housing system.

Program 2.1 — Market Analysis Information

Canada Mortgage and Housing Corporation (CMHC) collects, analyzes and disseminates housing market information that facilitates informed housing‑related decisions by those in the industry, the public at large and CMHC. This includes the provision of housing market data, analysis and forecasts through publications, conferences, seminars, industry roundtables and custom data services. To meet client information needs, CMHC undertakes various surveys of: starts and completions; market absorption; and the rental market through Housing Market Surveys and Housing Market Information Dissemination.

Program 2.2 — Housing Policy, Research and Information Transfer

Canada Mortgage and Housing Corporation (CMHC) develops policy, conducts research and disseminates information on matters related to housing finance and capital markets, housing conditions, and sustainable housing technologies and practices. This work is undertaken to support and strengthen the economic, technical, social and sustainable aspects of Canadian housing, as well as facilitate the development and implementation of federal housing policy. This includes the examination of housing finance trends and policy options for regulations, incentives and securitization tools in the primary and secondary markets; the analysis of distinct housing needs of specific populations such as Aboriginal people, seniors, persons with disabilities, and low‑income households, and how these can be addressed; and the identification of practical approaches to advancing sustainable technologies and practices in the housing sector. CMHC undertakes this activity by funding research, demonstrations and technology assessments, and by developing and disseminating timely, useful and relevant information to target audiences. These activities increase awareness and understanding of housing matters and inform policies, practices and decision‑making on the part of industry, consumers and government.

Program 2.3 — Insured Mortgage Purchase Program

Canada Mortgage and Housing Corporation (CMHC) undertakes programs, as mandated by the Government of Canada, to provide support to the housing finance sector in Canada and its place within the Canadian economy. The Insured Mortgage Purchase Program (IMPP) was offered by the Government of Canada from October 2008 to March 2010, under CMHC's management. The IMPP helped maintain the availability of longer term credit in Canada during the global financial crisis by allowing Canadian financial institutions to sell NHA MBS to CMHC through competitive auctions. The availability of funds under IMPP closed as of March 2010, however the securities purchased under the program will amortize over a five‑year period.

Canadian Centre for Occupational Health and Safety

Strategic Outcome 1

Improved workplace conditions and practices that enhance the health, safety, and well being of working Canadians.

Program 1.1 — Occupational health and safety information development, delivery services and tripartite collaboration

The goal of this program is to provide free information on occupational health and safety to support Canadians in their efforts to improve workplace safety and health. Citizens are provided information through a free and impartial personalized service via telephone, e‑mail, person‑to‑person, fax or mail. Alternatively they can independently access a broad range of electronic and print resources developed to support safety and health information needs of Canadians. This may include cost recovery products and services and is supported financially by contributions from various stakeholders. Through health and safety information development, the Canadian Centre for Occupational Health and Safety (CCOHS) collects, processes, analyzes, evaluates, creates and publishes authoritative information resources on occupational health and safety for the benefit of all working Canadians. This information is used for education and training, research, policy development, development of best practices, improvement of health and safety programs, achieving compliance, and for personal use. Various levels of service are available from free to purchase of products and services. When the product or service provided by CCOHS is provided to identified external recipients with benefits beyond those enjoyed by the general taxpayer, a user fee is charged. CCOHS promotes and facilitates consultation and cooperation among federal, provincial and territorial jurisdictions and participation by labour, management and other stakeholders in the establishment and maintenance of high standards and occupational health and safety initiatives for the Canadian context. The sharing of resources results in the coordinated and mutually beneficial development of unique programs, products and services. Collaborative projects are usually supported with a combination of financial and non‑financial contributions to the programs by stakeholders and result in advancement of the health and safety initiatives.

Strategic Outcome 2

The following program supports all strategic outcomes within this organization.

Program 2.1 — Internal services

The Internal services program supports all strategic outcomes and is common across government. Internal services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and oversight services; Communications services; Legal services; Human resources management services; Financial management services; Information management services; Information technology services; Real property services; Materiel services; Acquisition services; and Travel and other administrative services. Internal services include only those activities and resources that apply across an organization and not to those provided specifically to a program.

National Capital Commission

Strategic Outcome 1

Canada's Capital Region is of national significance and is a source of pride for Canadians.

Program 1.1 — Capital Stewardship and Protection

Through Capital Stewardship and Protection, the NCC aims to protect assets of national significance in Canada's Capital Region and to continue to enhance the Capital for future generations of Canadians. As steward of federal lands and assets in the region, the organization rehabilitates, manages, develops, maintains and safeguards the Capital's most treasured cultural, natural and heritage assets while ensuring safe, respectful and appropriate public access is maintained. The NCC also promotes and regulates public activities on federal lands and conserves natural resources through sound environmental management. Through its involvement in land development projects such as LeBreton Flats, its acquisition of national interest properties and its disposal of surplus properties, the NCC is further able to ensure that its vision for the Capital is reflected in Canada's Capital Region.

Program 1.2 — Capital Planning

The National Capital Commission (NCC) guides and coordinates the use of federal lands to ensure that they inspire Canadians, meet the needs of government and reflect the role and significance of the Capital. Through long‑term plans, the identification of a National Interest Land Mass (NILM) and review and approval processes, the NCC is able to ensure that land use in Canada's Capital Region reflects and respects the significance, natural environment, and heritage of the Capital. The organization also collaborates with federal, provincial and municipal governments on transportation issues.

Program 1.3 — Capital Experience

The objective of Capital Experience is to generate pride through programming and other services in the Capital. This program produces a series of high‑profile events and festivals (e.g. Canada Day and Winterlude), commemorations, interpretation, educational programs, visitor and recreational services and programs. In addition, through outreach activities that bring the Capital to Canadians across the country and national messaging, the NCC works toward increasing awareness of Canada's Capital Region as a place where Canadian heritage, culture and achievements can be experienced.

Strategic Outcome 2

The following program supports all strategic outcomes within this organization.

Program 2.1 — Internal services

The Internal services program supports all strategic outcomes and is common across government. Internal services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and oversight services; Communications services; Legal services; Human resources management services; Financial management services; Information management services; Information technology services; Real property services; Materiel services; Acquisition services; and Travel and other administrative services. Internal services include only those activities and resources that apply across an organization and not to those provided specifically to a program.

Office of the Co‑ordinator, Status of Women

Strategic Outcome 1

Equality between women and men is promoted and advanced in Canada.

Program 1.1 — Advancing Equality for Women

Through this Program, SWC supports action and innovation by investing in initiatives that work to bring about equality between women and men. The Program provides grant and contribution funding to Canadian organizations to support community‑based action by carrying out projects that will lead to equality in communities across Canada. Funded projects occur at the national, regional, and local levels and work to help create conditions for success for women in Canada. Projects address the economic and social situation of women and their participation in democratic life. They are diverse in nature and scope and apply a variety of approaches and strategies to address the complexity of the issues affecting women. Specifically, the Program invests in projects that incorporate gender considerations, and increase and strengthen access to a range of opportunities, supports, information, resources and services, tools, etc. Projects work with stakeholders such as: women's and community organizations, public institutions and the private sector. The Program also facilitates collaboration, networking and partnerships to promote equality and the advancement of women in Canada. SWC facilitates networking; develops partnerships where needed to address horizontal issues impacting women and girls; shares knowledge; and assists organizations working to advance women's equality to gain access to expertise, resources, and tools.

Program 1.2 — Leadership, Expertise and Advice

Canada, in line with domestic and international instruments, has committed to advancing gender equality. SWC promotes public understanding about the status of women in Canada and encourages Canadians to engage in efforts to advance equality between women and men. Communications' activities form a key aspect of this Program and commemorate important dates such as Women's History Month and the Persons Day. To further advance gender equality, the government requires federal organizations to take gender considerations into account in legislation, policies and programs. By providing information, tools, training and expert advice, SWC plays a lead role in building the capacity of federal organizations to use gender‑based analysis+ (GBA+). GBA+ informs decision‑making and increases the likelihood that legislation, policies and programs meet the needs of diverse groups of women and men. SWC also provides strategic policy analysis and advice and acts as a knowledge broker to support federal organizations and other stakeholders in advancing equality for women and girls. In addition, SWC explores gaps and emerging issues that continue to affect the status of women and girls in Canada. This is mainly done in collaboration with other federal organizations, provinces, territories and civil society.

Strategic Outcome 2

The following program supports all strategic outcomes within this organization.

Program 2.1 — Internal services

The Internal services program supports all strategic outcomes and is common across government. Internal services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and oversight services; Communications services; Legal services; Human resources management services; Financial management services; Information management services; Information technology services; Real property services; Materiel services; Acquisition services; and Travel and other administrative services. Internal services include only those activities and resources that apply across an organization and not to those provided specifically to a program.

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